Copyright © 2015 Pearson Education, Inc.Created Date 6/19/2015 3:23:44 PM

Copyright © 2015 Pearson Education, Inc.

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Chapter 10: Understanding Work Teams

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Learning Objectives

A8er studying this chapter, you should be able to: Ø Analyze the growing popularity of teams in organizaBons.

Ø Contrast groups and teams. Ø Contrast the five types of teams. Ø IdenBfy the characterisBcs of effecBve teams. Ø Show how organizaBons can create team players. Ø Decide when to use individuals instead of teams.

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Analyze the Growing Popularity of Teams in Organizations

Ø To beJer compete, organizaBons are using teams. Ø Teams: Ø Offer a beJer way to use employee talents Ø Are more flexible and responsive to changing events

Ø Can quickly assemble, deploy, refocus, and disband

Ø Facilitate parBcipaBon in operaBng decisions

LO 1

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Contrast Groups and Teams LO 2

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Contrast the Five Types of Teams

LO 3

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Identify the Characteristics of Effective Teams

LO 4

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Ø Context: What factors determine whether teams are successful? Ø Adequate Resources Ø Leadership and Structure Ø Climate of Trust Ø Performance EvaluaBons and Rewards

LO 4

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Ø Team ComposiBon: How should teams be staffed? Ø AbiliBes of members Ø Personality Ø AllocaBng roles Ø Diversity Ø Size of teams Ø Member preferences

LO 4

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LO 4

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LO 4

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Ø Team Processes Ø Common Plan and Purpose

Ø Reflexivity Ø Specific Goals Ø Team Efficacy Ø Mental Models Ø Conflict Levels Ø Social Loafing

LO 4

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Show How Organizations Can Create Team Players

Ø CreaBng Team Players Ø SelecBng: hire team players Ø Training: create team players Ø Rewarding: incenBves to be a good team player

LO 5

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Decide When to Use Individuals Instead of Teams

Ø When not to use teams… Ø Ask: Ø Can the work be done beJer by one person? Ø Does the work create a common goal or purpose? Ø Are the members of the group interdependent?

LO 6

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Implications for Managers

Ø EffecBve teams have common characterisBcs. Ø They have adequate resources, effecBve leadership, a climate of trust, and a performance evaluaBon and reward system that reflects team contribuBons.

Ø They have individuals with technical experBse as well as problem-‐solving, decision-‐making, and interpersonal skills, and the right traits, especially conscienBousness and openness.

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Ø EffecBve teams also tend to be small – with fewer than 10 people, preferably of diverse backgrounds. Ø They have members who fill role demands and prefer to be part of a group.

Ø The work that members do provides freedom and autonomy, the opportunity to use different skills and talents, the ability to complete a whole and idenBfiable task or product, and work that has a substanBal impact on others. 10-16


Implications for Managers Ø EffecBve teams have members who believe in the team’s capabiliBes and are commiJed to a common plan and purpose, have an accurate shared mental model of what is to be accomplished, share specific team goals, maintain a manageable level of conflict, and show a minimal degree of social loafing.

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Ø Because individualisBc organizaBons and socieBes aJract and reward individual accomplishments, it can be difficult to create team players in these environments. Ø To make the conversion, management should try to select individuals who have the interpersonal skills to be effecBve team players, provide training to develop teamwork skills, and reward individuals for cooperaBve efforts.

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Copyright © 2015 Pearson Education, Inc.Created Date 6/19/2015 3:23:44 PM

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