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Teamwork and TeamPerformance
Teams are worth the
work
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Copyright 2008 John Wiley & Sons, Inc. 9-2
Study Questions
What is a the nature of teams and
teamwork?
What is team building? How does team building improve
performance?
How do teams contribute to the high-performance workplace?
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Copyright 2008 John Wiley & Sons, Inc. 9-3
What is the nature of team and
teamwork?
Team
small group of people with complementary
skills, who work actively together to achieve a
common purpose for which they hold
themselves collectively accountable
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Copyright 2008 John Wiley & Sons, Inc. 9-4
What is the nature of team and
teamwork?
Types of teams
Teams that recommend things
Established to study specific problems and
recommend solutions to them
Teams that run things
Have formal responsibility for leading other groups
Teams that make or do things Functional groups that perform ongoing tasks
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Copyright 2008 John Wiley & Sons, Inc. 9-5
What is the nature of team and
teamwork?
Teamwork
occurs when group members actively work
together in such a way that all their respective
skills are well utilized to achieve a common
purpose
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Copyright 2008 John Wiley & Sons, Inc. 9-6
What is the nature of team and
teamwork?
How to Create a High-Performing Team
Communicate high-performance standards
Set the tone in the first team meeting Create a sense of urgency
Make sure members have the right skills
Establish clear rules for team behavior
7/30/2019 Team Work & Performance
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What is the nature of team and
teamwork?
How to Create a High-Performing Team
As a leader, model expected behaviors
Find ways to create early successes Continually introduce new information
Have members spend time together
Give positive feedback
7/30/2019 Team Work & Performance
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What is the nature of team and
teamwork?
Homogeneous teams
Members are similar with respect to such
variables as age, gender, race, experience,
ethnicity, and culture
7/30/2019 Team Work & Performance
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What is the nature of team and
teamwork?
Heterogeneous teams
Members are diverse in demography,
experiences, life styles, and cultures
7/30/2019 Team Work & Performance
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Figure 9.1
7/30/2019 Team Work & Performance
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What is team building?
Team building
sequence of planned activities designed to
gather and analyze data on the functioning of a
group and to initiate changes designed to
improve teamwork and increase group
effectiveness
7/30/2019 Team Work & Performance
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Figure 9.2
7/30/2019 Team Work & Performance
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What is team building?
Formal retreat approach
Team building occurs during an offsite retreat
Continuous improvement approach The manager, team leader, or group members
take responsibility for ongoing team building
Outdoor experience approach
Members engage in physically challenging
situations that require teamwork
7/30/2019 Team Work & Performance
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How does team building improve
performance?
New members may worry about:
Participation
Goals Control
Relationships
7/30/2019 Team Work & Performance
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How does team building improve
performance?
Tough battler
frustrated by a lack of identity and may rejectauthority
Friendly helper insecure, suffering uncertainties of intimacy and
control
Objective thinker anxious about how personal needs will be met
in the group
7/30/2019 Team Work & Performance
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How does team building improve
performance?
Distributed leadership
sharing of responsibilities for contributions that
move a group forward
Task activities
various things members do that directly
contribute to the performance of important
group tasks
7/30/2019 Team Work & Performance
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Figure 9.3
7/30/2019 Team Work & Performance
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How does team building improve
performance?
Maintenance activities
support the social and interpersonal
relationships among group members
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Copyright 2008 John Wiley & Sons, Inc. 9-19
How does team building improve
performance?
Groups members should avoid the followingdisruptive behaviors:
Being overly aggressive toward other members
Withdrawing and refusing to cooperate withothers
Horsing around when there is work to be done
Using the group as a forum for self-confession Talking too much about irrelevant matters
Trying to compete for attention and recognition
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Copyright 2008 John Wiley & Sons, Inc. 9-20
How does team building improve
performance?
Role
set of expectations associated with a job or
position on a team
Role ambiguity
occurs when a person is uncertain about his or
her role
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Copyright 2008 John Wiley & Sons, Inc. 9-21
How does team building improve
performance?
Role overload
occurs when too much is expected and the
person feels overwhelmed with work
Role underload
occurs when too little is expected and the
person feels underutilized
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Copyright 2008 John Wiley & Sons, Inc. 9-22
How does team building improve
performance?
Role conflict
occurs when a person is unable to meet the
expectations of others
Forms of role conflict
Intrasender role conflict
Intersender role conflict
Person-role conflict Interrole conflict
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Copyright 2008 John Wiley & Sons, Inc. 9-23
How does team building improve
performance?
Norms
represent beliefs about how group or team
members are expected to behave
rules or standards of conduct
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Copyright 2008 John Wiley & Sons, Inc. 9-24
How does team building improve
performance?
Key norms that can have positive or
negative implications
Performance norms Ethics norms
Organizational and personal pride norms
High-achievement norms Support and helpfulness norms
Improvement and change norms
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Copyright 2008 John Wiley & Sons, Inc. 9-25
How does team building improve
performance?
Cohesiveness
the degree to which members are attracted to
and motivated to remain a part of the team
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Copyright 2008 John Wiley & Sons, Inc. 9-26
How does team building improve
performance?
High team cohesiveness occurs when:
Members are similar in age, attitudes, needs,and backgrounds
Group size is small Members respect each others competencies
Members agree on common goals
Members work on interdependent tasks Groups are physically isolated from others
Groups experience performance success orcrisis
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Copyright 2008 John Wiley & Sons, Inc. 9-27
Figure 9.4
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Copyright 2008 John Wiley & Sons, Inc. 9-28
Figure 9.5
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Copyright 2008 John Wiley & Sons, Inc. 9-29
How do teams contribute to the
high-performance workplace?
Employee involvement team
applies to a wide variety of teams whose
members meet regularly to collectively examine
important workplace issues
Quality circle
small group of persons who meet periodically to
discuss and develop solutions for problemsrelating to quality and productivity
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Copyright 2008 John Wiley & Sons, Inc. 9-30
How do teams contribute to the
high-performance workplace?
Cross-functional teams
Consist of members representing different
functional departments or work units
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Copyright 2008 John Wiley & Sons, Inc. 9-31
How do teams contribute to the
high-performance workplace?
Functional silos problem
occurs when members of functional units stay
focused on matters internal to their function and
minimize their interactions with membersdealing with other functions
also called functional chimneys problem
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Copyright 2008 John Wiley & Sons, Inc. 9-32
How do teams contribute to the
high-performance workplace?
Advantages of virtual teams
Cost-effectiveness and speed where members
are unable to meet easily face-to-face
Computer power fulfills typical team needs for
information processing and decision making
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Copyright 2008 John Wiley & Sons, Inc. 9-33
How do teams contribute to the
high-performance workplace?
Disadvantages of virtual teams
The lack of personal contact between team
members
Group decisions are made in a limited social
context
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Copyright 2008 John Wiley & Sons, Inc. 9-34
How do teams contribute to the
high-performance workplace?
Self-managing teams
small groups empowered to make the decisions
needed to manage themselves on a day-to-day
basis
also called self-directed work teams
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Copyright 2008 John Wiley & Sons, Inc. 9-35
Figure 9.6
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Copyright 2008 John Wiley & Sons, Inc. 9-36
How do teams contribute to the
high-performance workplace?
Multiskilling
team members are trained in performing more
than one job on the team
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Copyright 2008 John Wiley & Sons, Inc. 9-37
How do teams contribute to the
high-performance workplace?
Advantages of self-managing teams
Productivity and quality improvements
Production flexibility and faster response to
technological change
Reduced absenteeism and turnover
Improved work attitudes and quality of work life
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How do teams contribute to the
high-performance workplace?
Disadvantages of self-managing teams
Structural changes in job classifications and
management levels eliminate the need for first-
line supervisors
Managers must learn to deal with teams rather
than individuals
Supervisors who are displaced by self-managing teams may feel threatened