Chapter 6

> Teamwork
> Definition, Group vs. team
> Work team effectiveness model
> Member roles
> Stages of team development
> Managing team conflict
> Effective team

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Management for Engineers Barhan Özce
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Teams at work
> A team is a unit of two or more people who interact and
coordinate their work to accomplish a specific goal.
> Team and group are not interchangeable terms. An employer, a
teacher or a coach can put together a group of people and never
build a team. The team concept implies a sense of shared mission
and collective responsibility.
Group Team
• Has a designated strong leader • Shares or rotates leadership roles
• Holds individual accountable • Holds team accountable to each other
• Sets identical purpose for group and • Sets specific team vision or purpose
organization
• Has individual work product • Has collective work products
• Runs efficient meetings • Runs meetings that encourage open-
ended discussion and problem solving
• Measures effectiveness indirectly by • Measures effectiveness directly by
influence on business (such as financial assessing collective work
performance)
• Discussed, decides, delegates work to • Discusses, decides, share work
individuals
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Management for Engineers The New Era of Management, Richard L. Daft Barhan Özce
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Work team effectiveness model

Team Type
• Formal
• Self-directed
Organizational Context • Informal
• Virtual/global Team Processes Work Team Effectiveness
• Formal structure
• Environment • Stage of Development • Productive output
Team Characteristics
• Culture • Size • Cohesiveness • Personal satisfaction
• Strategy • Diversity • Norms
• Reward, control system • Roles • Conflict resolution

Team Composition
• Knowledge and skills
• Benefits and costs

Team cohesiveness is defined as the extent to which

members are attracted to the team and motivated to
remain in it.

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Management for Engineers The New Era of Management, Richard L. Daft Barhan Özce
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Team member roles
High Task specialist Role Dual Role
Focuses on task Focuses on task and people
accomplishment over human
needs
May be team leader

Important role, but if adopted

by everyone, team’s social
needs will not be met.
Member
Task
Nonparticipator Role
Behavior
Contributes little to either
task or people needs to
team
Important role, but not essential
if members adopt task specialist
and socioemotional roles
Socioemotional Role
Focuses on people needs of
team over task

Not an important role – if Important role, but if adopted by

adopted by too many everyone, team’s tasks will not
members, team will disband be accomplished
Low High
Member Social Behavior

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Management for Engineers The New Era of Management, Richard L. Daft Barhan Özce
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Five stages of team development
Forming:
Orientation, break the ice
Leader:
Facilitates social interchanges

Storming:
Conflict, disagreement
Leader:
Encourages participation, surfaces
differences

Norming:
Establishment of order and cohesion
Leader:
Helps clarify team roles, norms, values

Performing:
Cooperation, problem solving
Leader:
Facilitates task accomplishment

Adjourning:
Task completion
Leader:
Bring closure, signifies completion
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Management for Engineers The New Era of Management, Richard L. Daft Barhan Özce
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Five stages of team development
Characteristics
• Feeling moderately eager with high
Forming
expectation

Storming • Feeling some anxiety: Where do I fit? What

is expected of me?

Norming • Testing the situation and central figures

• Depending on authority and hierarchy

Performing
• Needing to find a place and establish
oneself
Adjourning

The 1 Minute Manager Builds High Performing Team,

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Management for Engineers Kenneth Blanchard, Donald Carew, Eunice Parisi-Carew Barhan Özce
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Five stages of team development
Characteristics
• Experiencing a discrepancy between hopes
Forming and reality

• Feeling dissatisfied with dependence on

Storming authority

• Feeling frustrated: anger around goals,

Norming tasks and action plans

• Feeling incompetent and confused

Performing
• Reacting negatively to leaders and other
members
Adjourning
• Competing for power and/or attention

•Experiencing polarities: dependence /

counter-dependence
The 1 Minute Manager Builds High Performing Team,
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Management for Engineers Kenneth Blanchard, Donald Carew, Eunice Parisi-Carew Barhan Özce
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Five stages of team development
Characteristics
• Decreasing dissatisfaction
Forming
• Resolving discrepancies between
expectations and realities
Storming
• Resolving polarities and animosities

Norming • Developing harmony, trust, support and

respect

Performing • Developing self-esteem and confidence

• Being more open and giving more feedback

Adjourning
• Sharing responsibility and control

• Using team language

The 1 Minute Manager Builds High Performing Team,
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Management for Engineers Kenneth Blanchard, Donald Carew, Eunice Parisi-Carew Barhan Özce
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Five stages of team development
Characteristics
Forming • Feeling excited about participating in team
activities

Storming • Working collaboratively and

interdependently with whole and sub-teams

Norming • Feeling team strength

• Showing high confidence in accomplishing

Performing tasks

• Sharing leadership
Adjourning
• Feeling positive about task force

• Performing at high levels

The 1 Minute Manager Builds High Performing Team,
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Management for Engineers Kenneth Blanchard, Donald Carew, Eunice Parisi-Carew Barhan Özce
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Managing team conflict
> Conflict refers to antagonistic interaction in which one
party attempts to block the intentions or goals of
another.
> A healthy level of conflict helps to prevent groupthink,
in which people are so committed to a cohesive team
that they are reluctant to express contrary opinions.
Causes of conflict
> Scarce resources
> Jurisdictional ambiguities
> Communication breakdown
> Personality clashes
> Power and status differences
> Goal differences
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Management for Engineers The New Era of Management, Richard L. Daft Barhan Özce
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Managing team conflict
Styles to handle conflict
> Effective team members vary in their style of handling
conflict to fit a specific situation. Each of these styles is
appropriate in certain cases:
> Competing style reflects assertiveness to get one’s own way, and
should be used when quick, decisive action is vital on important
issues or unpopular actions, such as during emergencies or urgent
cost cutting.
> Avoiding style reflects neither assertiveness nor cooperativeness.
It is appropriate when an issue is trivial, when there is no chance of
winning, when a delay to gather more info is needed, or when a
disruption would be very costly.
> Compromising style reflects a moderate amount of both
assertiveness and cooperativeness. It is appropriate when the
goals of both sides are equally important, when opponents have
equal power and both sides want to split the difference, or when
people need to arrive at temporary or expedient solutions under
time pressure.
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Management for Engineers The New Era of Management, Richard L. Daft Barhan Özce
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Managing team conflict
Styles to handle conflict
> Accommodating style reflects a high degree of
cooperativeness, which works best when people realize
that they are wrong, when an issue is more important to
others than to oneself, when building social credits for
use in later discussions, and when maintaining harmony
is especially important.
> Collaborating style reflects both a high degree of
assertiveness and cooperativeness. The collaborating
style enables both parties to win, although it may
require substantial bargaining and negotiation. The
collaborating style is important when both sets of
concerns are too important to be compromised, when
insights from different people need to be merged into an
overall solution, and when the commitment of both sides
is needed for a consensus.
> Above styles especially effective when an
individual disagrees with others.
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Management for Engineers The New Era of Management, Richard L. Daft Barhan Özce
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A model of styles to handle conflict

Assertive
Competing Collaborating

Assertiveness Compromising
(Attempting to
satisfy one’s own
concerns)

Unassertive Avoiding Accommodating

Uncooperative Cooperative
Cooperativeness
(Attempting to satisfy the other
party’s concerns)

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Management for Engineers The New Era of Management, Richard L. Daft Barhan Özce
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Managing team conflict
Styles to handle conflict
> What does a manager or team leader do when a conflict
erupts among others within a team or among teams for
which the manager is responsible?:
> Superordinate goals
> Bargaining / negotiation
> Mediation
> Facilitating communication
> Focus on facts
> Develop multiple alternatives
> Maintain a balance of power
> Never force a consensus

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Management for Engineers The New Era of Management, Richard L. Daft Barhan Özce
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Effective team

An effective team is a group of

people acting together in an
atmosphere of trust and
accountability who agree that the
best way to achieve a common goal
is to cooperate.

> Better problem solving

> Greater productivity
> More effective use of resources

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Management for Engineers Barhan Özce
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Accountability
DEFINITIONS :
Responsibility pertains to identified tasks.
Accountability is a self-empowered mind-set.
Responsibility is the task(s) that I have agreed to perform.
Accountability is the manner in which I carry out those tasks.

Level of Accountability
Get on with it
Find Solutions
“Own it”
Acknowledge reality
Wait & Hope
Personal excuses
Blame others
Unaware/Unconscious

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Management for Engineers Barhan Özce
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Effective teams
> Have a common purpose each member is committed to
> Work at building spirit and commitment
> Talk about how they are doing
> Are willing to invest time and money to protect and
enhance the team fabric
> Care about each other
> Are concerned about how their actions and attitudes
affect each other
> Listen intently to each other and respect all points of
view
> Are sensitive to each other’s needs
> Encourage everyone’s participation

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