Schermerhorn Mgmt9 Ch16

PowerPoint Presentation
to Accompany
Management, 9/e
John R. Schermerhorn, Jr.
Chapter 16:
Teams and Teamwork
Prepared by: Jim LoPresti

University of Colorado, Boulder
Published by: John Wiley & Sons, Inc.
Planning Ahead — Chapter 16 Study Questions
How do teams contribute to

organizations?
What are the current trends in the
use of teams?
How do teams work?
How do teams make decisions?
Management 9/e - Chapter 16 2

Study Question 1: How do teams contribute to
organizations?
Team
A small group of people with
complementary skills, who work
together to achieve a shared purpose
and hold themselves mutually
accountable for performance results.
Teamwork
The process of people actively working
together to accomplish common goals

organizations?
Team and teamwork roles for managers:

Supervisor — serving as the appointed head of
a formal work unit.
Network facilitator — serving as a peer leader
an network hub for a special task force.
Participant — serving as a helpful contributing
member of a project team.
External coach — serving as the external
convenor or sponsor of a problem-solving team
staffed by others.

Figure 16.1 Team and teamwork roles for
managers.

organizations?
Common problems in teams:

Personality conflicts.
Individual differences in work styles.
Ambiguous agendas.
Ill-defined problems.
Poor readiness to work.
Lack of motivation.
Conflicts with other deadlines or priorities.
Lack of team organization or progress.
Meetings that lack purpose or structure.
Members coming to meetings unprepared.

organizations?
Seven sins of deadly meetings:

People arrive late, leave early, and don’t take
things seriously.
The meeting is too long.
People don’t stay on topic.
The discussion lacks candor.
The right information isn’t available, so
decisions are postponed.
No one puts decisions into action.
The same mistakes are made meeting after
meeting.

organizations?
Synergy
The creation of a whole that is
greater than the sum of its parts.
A team uses its membership
resources to the fullest and
thereby achieves through
collective action far more than
could be achieved otherwise.

organizations?
Usefulness of teams:
More resources for problem solving.
Improved creativity and innovation.
Improved quality of decision making.
Greater commitments to tasks.
Higher motivation through collective

action.
Better control and work discipline.
More individual need satisfaction.

organizations?
Formal groups —
Teams that are officially recognized
and supported by the organization for
specific purposes.
Specifically created to perform
essential tasks.
Managers and leaders serve “linking
pin” roles.

organizations?
Informal groups —
Not recognized on organization charts.
Not officially created for an organizational
purpose.
Emerge as part of the informal structure and
from natural or spontaneous relationships among
people.
Include interest, friendship, and support groups.
Can have positive performance impact.
Can help satisfy social needs.

Study Question 2: What are the current trends in the
use of teams?
Committees, project teams, and task forces:

Committees.
People outside their daily job assignments work
together in a small team for a specific purpose.
Task agenda is narrow, focused, and ongoing.
Projects teams or task forces.
People from various parts of an organization work
together on common problems, but on a
temporary basis.
Official tasks are very specific and time defined.
Disbands after task is completed.

use of teams?
Guidelines for managing projects

and task forces:
Select appropriate team members.
Clearly define the purpose of the team.
Carefully select a team leader.
Periodically review progress.

use of teams?
Cross-functional teams —
Members come from different
functional units of an organization.
Team works on a specific problem or
task with the needs of the whole
organization in mind.
Teams are created to knock down
“walls” separating departments.

use of teams?
Employee involvement teams —

Groups of workers who meet on a
regular basis outside of their formal
assignments.
Have the goal of applying their
expertise and attention to continuous
improvement.
Quality circles represent a common
form of employee involvement teams.
use of teams?
Virtual teams —
Teams of people who work together
and solve problems through largely
computer-mediated rather than face-
to-face interactions.
Sometimes called …
Computer-mediated groups
Electronic group networks

use of teams?
Potential Potential problems

advantages of of virtual teams:
virtual teams: Difficulty in
Savings in time establishing good
and travel working
expenses. relationships.
Minimization or Depersonalization
elimination of of working
interpersonal relationships.
difficulties.
Ease of expansion.

use of teams?
Guidelines for managing virtual

teams:
Virtual teams should begin with social
messaging.
Team members should be assigned
clear roles.
Team members must have positive
attitudes that support team goals.
use of teams?
Self-managing work teams —

Teams of workers whose jobs have
been redesigned to create a high
degree of task interdependence and
who have been given authority to make
many decisions about how to do the
required work.
Also known as autonomous work
groups.
use of teams?
Typical self-management
responsibilities:
Planning and scheduling work.
Training members in various tasks.
Sharing tasks.
Meeting performance goals.
Ensuring high quality.
Solving day-to-day operating problems.
In some cases, hiring and firing team
members.

use of teams?
In self-managing work teams,

members …
Are held collectively accountable for performance
results.
Have discretion in distributing tasks within the
team.
Have discretion in scheduling work within the team.
Are able to perform more than one job on the
team.
Evaluate one another’s performance contributions.
Are responsible for the total quality of team
products.
Figure 16.2 Organizational and management
implications of self-managing work teams.

Study Question 3: How do teams work?
Effective teams
achieve and maintain high levels of
task performance.
achieve and maintain high levels of
member satisfaction.
retain viability for the future.

Resource input factors that

influence group process in the
pursuit of team effectiveness:
Nature of the task.
Organizational setting.
Team size.
Membership characteristics.

Group process:
The way the members of any team work
together as they transform inputs into
outputs
Also known as group dynamics.
Includes communications, decision
making, norms, cohesion, and conflict,
among others.

Team diversity:
A variety of values, personalities, experiences,
demographics, and cultures among members.
Greater variety of available ideas,
perspectives, and experiences.
As team diversity increases, complexity of
interpersonal relationships also increases

Team effectiveness may be summarized

as …
Team Effectiveness =
Quality of Inputs + (Process Gains - Process Losses)

Figure 16.3 An open-systems model of work team
effectiveness.

Stages of team development:

Forming — initial orientation and interpersonal
testing.
Storming — conflict over tasks and ways of
working as a team.
Norming — consolidation around task and
operating agendas.
Performing — teamwork and focused task
performance.
Adjourning — task accomplishment and
eventual disengagement.

Norms
Behavior expected of team members.
Rules or standards that guide behavior.
May result in team sanctions.
Performance norms
Define the level of work effort and
performance that team members are
expected to contribute to the team
task.

Figure 16.4 Criteria for assessing the maturity of a
team.

Guidelines for building positive norms:

Act as a positive role model.
Reinforce the desired behaviors with rewards.
Control results by performance reviews and
regular feedback.
Orient and train new members to adopt desired
behaviors.
Recruit and select new members who exhibit
desired behaviors.
Hold regular meetings to discuss progress and
ways of improving.
Use team decision-making methods to reach
agreement.

Cohesiveness
The degree to which members are

attracted to and motivated to remain
part of a team.
Can be beneficial if paired with positive

performance norms.

Effects of team cohesiveness and

norms:
Positive norms + high cohesiveness ⇒
high performance and strong
commitments to positive norms.
Positive norms + low cohesiveness ⇒
moderate performance and weak
commitments to positive norms.

Effects of team cohesiveness and

norms:
Negative norms + low cohesiveness ⇒
low to moderate performance and weak
commitments to negative norms.
Negative norms + high cohesiveness ⇒
low performance and strong
commitments to negative norms.

Figure 16.5 How cohesiveness and norms influence
team performance.

Guidelines for increasing team

cohesion:
Induce agreement on team goals.
Increase membership homogeneity.
Increase interaction among members.
Decrease team size.
Introduce competition with other teams.
Reward team rather than individual
results.
Provide physical isolation from other
teams.
Task activities
Actions by team members that contribute
directly to team’s performance purpose.
Include:
Initiating
Information sharing
Summarizing
Elaborating
Opinion giving

Maintenance activities
Support emotional life of a team as an
ongoing social system.
Include:
Gatekeeping
Encouraging
Following
Harmonizing
Reducing tension

Distributed leadership roles …

Make every member responsible for recognizing
when task and/or maintenance activities are
needed and taking actions to provide them.
Leading through task activities focuses on solving
problems and achieving performance results.
Leading through maintenance activities helps
strengthen and perpetuate the team as a social
system.

Figure 16.6 Distributed leadership helps teams meet
task and maintenance needs.

Dysfunctional activities that detract from

team effectiveness:
Being aggressive
Blocking
Self-confessing
Seeking sympathy
Competing
Withdrawal
Horsing around
Seeking recognition

Communication networks
Decentralized
All members communicate directly with
one another.
Centralized
Activities are coordinated and results
pooled by central point of control.
Restricted
Polarized subgroups contest one another.
Subgroups may engage in antagonistic
relations.

Figure 16.7 Interaction patterns and communication
networks in teams.
Source: John R. Schermerhorn, Jr., James G. Hunt, and Richard N. Osborn, Organizational Behavior, 8th ed. (New York: Wiley, 2003), p. 347.
Used by permission.
Team building
A sequence of planned activities
used to gather and analyze data
on the functioning of a team and
to implement constructive
changes to increase its operating
effectiveness.

Steps in a cyclical team-building

process:
Step 1 — problem awareness.
Step 2 — data gathering.
Step 3 — data analysis and diagnosis.
Step 4 — action planning.
Step 5 — action implementation.
Step 6 — evaluation.

Characteristics of high-performing
teams:
A clear and elevating goal.
A task-driven, results-oriented structure.
Competent and committed members who work
hard.
A collaborative climate.
High standards of excellence.
External support and recognition.
Strong and principled leadership.

Study Question 4: How do teams make decisions?
Methods of team decision making:

Lack of response
Authority rule
Minority rule
Majority rule
Consensus
Unanimity

Assets of team decision making:

Greater amounts of information,
knowledge, and expertise.
Expands number of action alternatives
considered.
Increases understanding and acceptance.
Increases commitment to follow through.

Potential disadvantages of team

decision making:
Social pressure to conform.
Individual or minority group

domination.
Time requirements.

Symptoms of groupthink:
Illusions of group invulnerability.
Rationalizing unpleasant and disconfirming
data.
Belief in inherent group morality.
Negative stereotypes of competitors.
Pressure to conform.
Self-censorship of members.
Illusions of unanimity.
Mind guarding.

Methods for dealing with groupthink:

Have each group member be a critical
evaluator.
Don’t appear to favor one course of action.
Create subteams to work on the same
problems.
Have team members discuss issues with
outsiders.
Have outside experts observe and provide
feedback on team activities.
Assign a member to the devil’s advocate role.
Hold a second-chance meeting.

Creativity in team decision making —

guidelines for brainstorming:
All criticism is ruled out.
Freewheeling is welcomed.
Quantity is important.
Building on one another’s ideas is
encouraged.

Creativity in team decision making —

steps in the nominal group technique:
Participants work alone, identifying possible
solutions.
Ideas are shared in a round-robin fashion
without any criticism or discussion.
Ideas are discussed and clarified in a round-
robin sequence.
Members individually and silently follow a
written voting procedure.
The last two steps are repeated as needed.

Effective team leaders act to:
Establish clear vision.
Create change.
Unleash talent.

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Schermerhorn Mgmt9 Ch16

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PowerPoint Presentation

Prepared by: Jim LoPresti

How do teams contribute to

How do teams make decisions?

Management 9/e - Chapter 16 2

Management 9/e - Chapter 16 3

Team and teamwork roles for managers:

Management 9/e - Chapter 16 4

Management 9/e - Chapter 16 5

Common problems in teams:

Conflicts with other deadlines or priorities.

Lack of team organization or progress.

Meetings that lack purpose or structure.

Members coming to meetings unprepared.

Management 9/e - Chapter 16 6

Seven sins of deadly meetings:

Management 9/e - Chapter 16 7

Management 9/e - Chapter 16 8

Improved creativity and innovation.

Improved quality of decision making.

Greater commitments to tasks.

Higher motivation through collective

More individual need satisfaction.

Management 9/e - Chapter 16 9

Management 9/e - Chapter 16 10

Management 9/e - Chapter 16 11

Committees, project teams, and task forces:

Management 9/e - Chapter 16 12

Guidelines for managing projects

Management 9/e - Chapter 16 13

Management 9/e - Chapter 16 14

Employee involvement teams —

Management 9/e - Chapter 16 16

Potential Potential problems

Management 9/e - Chapter 16 17

Guidelines for managing virtual

Self-managing work teams —

Management 9/e - Chapter 16 20

In self-managing work teams,

Management 9/e - Chapter 16 22

Management 9/e - Chapter 16 23

Resource input factors that

Management 9/e - Chapter 16 24

Management 9/e - Chapter 16 25

Management 9/e - Chapter 16 26

Team effectiveness may be summarized

Management 9/e - Chapter 16 27

Management 9/e - Chapter 16 28

Stages of team development:

Management 9/e - Chapter 16 29

Rules or standards that guide behavior.

May result in team sanctions.

Management 9/e - Chapter 16 30

Management 9/e - Chapter 16 31

Guidelines for building positive norms:

Management 9/e - Chapter 16 32

The degree to which members are

Can be beneficial if paired with positive

Management 9/e - Chapter 16 33

Effects of team cohesiveness and

Management 9/e - Chapter 16 34

Effects of team cohesiveness and

Management 9/e - Chapter 16 35