● Social Network Analysis - used to identify the
informal groups and networks of relationships that
Teams in Organization
Teams and Teamwork
Teams - It’s a group of people brought together to use their
complementary skills to achieve a common purpose for which
they are collectively accountable.
Teamwork - Real teamwork occurs when team members
accept and live up to their collective accountability by actively
working together so that all their respective skills are best
used to achieve important goals.
What teams do?
Teams that recommend things - Established to study specific
problems and recommend solutions for them, these teams
typically work with a target completion date and often
disband once the purpose has been fulfilled.
Teams that run things - Such management teams consist of
people with the formal responsibility for leading other
groups.
Teams that make or do things - These are teams and work
units that perform ongoing tasks such as marketing, sales,
systems analysis, or manufacturing.
Organizations as Networks of Teams
Two kinds of teams
Formal Teams - found in organizations are created and
officially designated to serve specific organizational purposes.
Informal Groups - Emerge and coexist as a shadow to the
formal structure and without any formal purpose or official
endorsement
are active in an organization.
Cross-Functional and Problem-Solving Teams
Cross-Functional Team - Consists of members assigned from
different functional departments or work units.
Functional Silos Problem (functional chimneys problem) - It
occurs when members of functional units stay focused on
matters internal to their function and minimize their
interactions with members dealing with other functions.
Problem-Solving Teams - Which are created temporarily to
serve a specific purpose by dealing with a specific problem or
opportunity.
Employee Involvement Team - Applies to a wide variety of
teams whose members meet regularly to collectively examine
important workplace issues.
Virtual Teams -Whose members convene and work together
electronically via computer
Self-Managing Team (self-directed work teams) - these are
small groups empowered to make the decisions needed to
manage themselves on a day-to-day basis.
Team Effectiveness
Effective Team - It’s one that achieves high levels of task
performance, member satisfaction, and team viability.
Task Performance - Effective team achieves its performance
goals in the standard sense of quantity, quality, and
timeliness of work results.
Member Satisfaction - Effective team is one whose members
believe that their participation and experiences are positive
and meet important personal needs.
Team Viability - The members of an effective team are
sufficiently satisfied to continue working well together on an
ongoing basis and/or to look forward to working together
again at some future point in time.
Synergy - The creation of a whole that is greater than the sum
of its parts
Social Loafing and Team Problems
Social Loafing (Ringlemann effect) - It is the tendency of
people to work less hard in a group than they would
individually.
Social Facilitation - It is the tendency for one’s behavior to be
influenced by the presence of others in a group or social
setting.
Stages of Team Development
Forming Stage - In the forming stage of team development, a
primary concern is the initial entry of members to a group.
Storming Stage - The storming stage of team development is
a period of high emotionality and tension among the group
members.
Norming Stage (Initial Integration) - It is the point at which
the members really start to come together as a coordinated
unit.
Performing Stage (Total Integration) - It marks the
emergence of a mature, organized, and well-functioning
team.
Adjourning Stage - The adjourning stage of team
development is especially important for the many temporary
teams such as task forces, committees, project teams, and
the like.
Foundation of Team Performance
Team Inputs - The inputs to a team are the initial “givens” in
the situation. Key team inputs include resources and setting,
the nature of the task, team size, and team composition.
Resources and Setting - Appropriate goals, well-designed
reward systems, adequate resources, and appropriate
technology are all essential to support the work of teams.
Nature of Task - The tasks they are asked to perform can
place different demands on teams, with varying implications
for group effectiveness.
Team Size - The size of a team, as measured by the number of
its members, can have an impact on team effectiveness.
Team Composition - One of the most important input
factors.
- FIRO-B theory - identifies differences in how people
relate to one another in groups based on their needs
to express and receive feelings of inclusion, control,
and affection.
● Homogeneous Teams - Where members are very
similar to one another, teamwork usually isn’t much
of a problem.
● Heterogeneous Teams - Where members are very
dissimilar, teamwork problems are more likely.
● Status congruence - Occurs when a person’s position
within the team is equivalent in status to positions
the individual holds outside of it.
Diversity and Team Performance
Diversity–Consensus Dilemma -It is the tendency for the
existence of diversity among group members to make it
harder for them to work together, even though the diversity
itself expands the skills and perspectives available for
problem solving.
Team Processes
Group Dynamics - The forces operating in teams that affect
the way members relate to and work with one another
Teamwork and performance
HIGH PERFORMANCE TEAMS
Characteristics of High Performance team
● Team leadership skills.
● “MUST HAVE” Contribution by Team Leaders
● Objective, goals and understanding.
Team building alternatives
• formal retreat approach
• outdoor experience approach
How to improve TEAM PROCESSES? 4. Implement the preferred course of action.

Entry of New Members 5. Evaluate the results and follow up as necessary.

● Participation
Ethical Reasoning and Decision Making
● Goals
Decision making means making choices, and these choices,
● Control
made at each step in the decision-making process just
● Relationships described, usually have a moral dimension that might easily
be overlooked
● Processes
Criteria Question-assess a decision in terms of utility, rights,
Task and maintenance leadership justice, and caring.
● Distributed leadership 1. Utility— does the decision satisfy all constituents
or stakeholders?
● Task activities
2. Rights —does the decision respect the rights and
● Maintenance activities
duties of everyone?
● Disruptive behaviors
3. Justice—is the decision consistent with the canons
Role and Role Dynamics of justice?

● Role 4. Caring—is the decision consistent with my

responsibilities to care?
● Role ambiguity
● Spotlight Questions- expose a decision to public
● Role overload scrutiny and full transparency.
● Role underload SPOTLIGHT QUESTION – EXPOSE A DECISION TO PUBLIC
● Role conflict SCURUTINY AND FULL TRANSPARENCY

● Role negotiation
Team Norms, Team Cohesiveness, Inter-Team Dynamics
IMPROVING TEAM COMMUNICATION
Communication Network
● Decentralized communication network.
● Centralized communication network.
● Restricted communication network.
● Proxemics
● Virtual communication networks
Decision Making and Creativity
Decision Making- is the process of choosing a course of action
to deal with a problem or opportunity.
STEPS IN DECISION MAKING
1. Recognize and define the problem or opportunity.
2. Identify and analyze alternative courses of action.
3. Choose a preferred course of action.
1. How would I feel if my family found out about this
decision?
2. How would I feel if this decision were published in
local newspaper or posted on the internet?
3. What would the person you know of who has the
strongest character and best ethical judgement do in
this situation?
Moral Problems and Dilemmas- Ethics is the philosophical
study of morality or standards regarding good character and
conduct. When we apply ethical reasoning to decisions made
by individuals and teams in organizations, the focus is on
moral problems and dilemmas that are associated with the
decision-making process.
● A moral problem- poses major ethical consequences
for the decision maker or others.
● A moral dilemmas- Involves a choice between two
or more ethically uncomfortable alternatives.
Types of Decisions
1. Programmed Decisions simply implement solutions
that have already been determined by past
experience as appropriate for the problem at hand.
 2. Non-programmed Decisions are created to deal
specifically with a problem at hand.
-An extreme type of non-programmed decisions is
Crisis Decision.
Crisis decision occurs when an unexpected problem can lead
to disaster if not resolved quickly and appropriately.
SIX RULES FOR CRISIS MANAGEMENT
1. Figure out what is going on
2. Remember that speed matters
3. Remember that slow counts, too
4. Respect the danger of the unfamiliar
5. Value the skeptic
6. Be ready to “fight fire with fire”
Decision Environments- Decisions in organizations are
typically made under the three conditions or environments.
The levels of risk and uncertainty in the decision environment
tends to increase the higher one moves in management
ranks.
Decision Environment
● Certain environments provide full information on
the expected results for decision-making
alternatives.
● Risk environments provide probabilities regarding
expected results for decision-making alternatives.
● Uncertain environments provide no information to
predict expected results for decision-making
alternatives.
Risk Management in Decision Making
● Classical Decision Model
The classical decision model views the manager or
team as acting rationally and in a fully informed manner. The
problem is clearly defined, all possible action alternatives are
known, and their consequences are clear.
● Behavioral Decision Model
The behavioral decision model is that people act only
in terms of their perceptions, which are frequently imperfect.
Furthermore, this makes it difficult to realize the ideal of
classical decision making.
DECISION MAKING MODEL
● CLASSICAL DECISION MODEL
THIS VIEWS THE MANAGER OR TEAM AS ACTING RATIONALLY
AND IN A FULLLY INFORMED MANNER. THE PROBLEM ISI
CLEARLY DEFINED, ALL POSSIBLE ACTION ALTERNATIVES ARE
KNOWN, AND THEIR CONSEQUENCES ARE CLEAR.
● BEHAVIORAL DECISION MODEL
IS THAT PEOPLE ACT ONLY IN TERMS OF THEIR
PERCEPTIONS , WHICH ARE FREQUENTLY IMPERFECT.
FURTHERMORE, THIS MAKES IT DIFFICULTS TO REALIZE THE
IDEAL OF CLASSICAL DECISION MAKING.
● GARBAGE CAN DECISION MODEL- views problems ,
solutions, participants, and choice solutions as all
mixed together in a dynamic field of
organizational forces.
● INTUITIVE DECISION MODEL
A.SYSTEMATIC THINKING – is consistent with the
rational model where a decision approached in step by step
and analytical fashion.
B. INTUITIVE THINKING- are more flexible and
spontaneous in decision making.
Types of Conflict
● Substantive conflict - is a fundamental disagreement
over ends or goals to be pursued and the means for
their accomplishment.
● Emotional conflict- involves interpersonal difficulties
that arise over feelings of anger, mistrust, dislike,
fear, resentment, and the like.
Functional and Dysfunctional Conflict
● Functional conflict results in positive benefits to the
group.
● Dysfunctional conflict works to the group’s or
organization’s disadvantage
Negotiation is the process of making joint decisions when the
parties involved have different preferences
● Two important goals must be considered in any
negotiation:
1. Substance goals
2. Relationship goals
• Effective negotiation occurs when substance issues are
resolved and working relationships are maintained or
improved.
1. Quality
2. Harmony
 3. Efficiency

Negotiation Strategies

● Distributive negotiation- focuses on positions staked

out or declared by the parties involved, each of
whom is trying to claim certain portions of the
available pie.

● Integrative negotiation- focuses on the merits of the

issues, and the parties involved try to enlarge the
available pie rather than stake claims to certain
portions of it.

A bit of advice around for how to negotiate pay raises.

● Prepare, prepare, prepare

● Document and communicate

● Advocate and ask

● Stay focused on the goal

● View things from the other side

● Don’t overreact to bad news

Bargaining zone is the range between one party’s minimum

reservation point and the other party’s maximum.

How to Gain Integrative Agreements?

Attitudinal Foundations
-willingness to trust
-willingness to share
-willingness to ask concrete questions

Behavioral Foundations:

• Separate people from the problem.

• Don’t allow emotional considerations to affect the

negotiation.

• Focus on interests rather than positions.

• Avoid premature judgments.

• Keep the identification of alternatives separate from

their evaluation.

• Judge possible agreements by set criteria or

standards.

Third-Party Roles in Negotiation

• Arbitration a neutral third party acts as judge with

the power to issue a decision binding for all parties.

• Mediation a neutral third party tries to engage the

parties in a negotiated solution through persuasion
and rational argument