Chapter 11 management (10 th edition) by robbins and coulter

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
11–1
ManagingManaging
TeamsTeams
ChapterChapter
1111
Management
Stephen P. Robbins Mary Coulter
tenth edition

11–2
Learning OutcomesLearning Outcomes
Follow this Learning Outline as you read and studyFollow this Learning Outline as you read and study
this chapter.this chapter.
11.1 Groups and Group Development11.1 Groups and Group Development
• Define the different types of groups.Define the different types of groups.
• Describe the five stages of group development.Describe the five stages of group development.
11.2 Work Group Performance and Satisfaction11.2 Work Group Performance and Satisfaction
• List the major components that determine group performanceList the major components that determine group performance
and satisfaction.and satisfaction.
• Describe how external conditions and group member resourcesDescribe how external conditions and group member resources
affect group performance and satisfaction.affect group performance and satisfaction.
• Discuss how group structure influences group performance andDiscuss how group structure influences group performance and
satisfaction.satisfaction.
• Describe how group processes and group tasks influence groupDescribe how group processes and group tasks influence group
performance and satisfaction.performance and satisfaction.

11–3
Learning OutcomesLearning Outcomes
11.3 Turning Groups Into Effective Teams11.3 Turning Groups Into Effective Teams
• Compare groups and teams.Compare groups and teams.
• Describe the four most common types of teams.Describe the four most common types of teams.
• List the characteristics of effective teams.List the characteristics of effective teams.
11.4 Current Challenges In Managing Teams11.4 Current Challenges In Managing Teams
• Discuss the challenges of managing global teamsDiscuss the challenges of managing global teams
• Explain the role of informal (social) networks inExplain the role of informal (social) networks in
managing teamsmanaging teams

11–4
Groups and Group DevelopmentGroups and Group Development
• GroupGroup
 Two or more interacting and interdependentTwo or more interacting and interdependent
individuals who come together to achieve specificindividuals who come together to achieve specific
goals.goals.
 Formal groupsFormal groups
 Work groups defined by the organization’s structure that haveWork groups defined by the organization’s structure that have
designated work assignments and tasks.designated work assignments and tasks.
– Appropriate behaviors are defined by and directed towardAppropriate behaviors are defined by and directed toward
organizational goals.organizational goals.
 Informal groupsInformal groups
 Groups that are independently formed to meet the socialGroups that are independently formed to meet the social
needs of their members.needs of their members.

11–5
Exhibit 11–1Exhibit 11–1 Examples of Formal GroupsExamples of Formal Groups
• Command GroupsCommand Groups
 Groups that are determined by the organization chartGroups that are determined by the organization chart
and composed of individuals who report directly to aand composed of individuals who report directly to a
given manager.given manager.
• Task GroupsTask Groups
 Groups composed of individuals brought together toGroups composed of individuals brought together to
complete a specific job task; their existence is oftencomplete a specific job task; their existence is often
temporary because once the task is completed, thetemporary because once the task is completed, the
group disbands.group disbands.

11–6
Exhibit 11–1Exhibit 11–1 Examples of Formal Groups (cont’d)Examples of Formal Groups (cont’d)
• Cross-Functional TeamsCross-Functional Teams
 Groups that bring together the knowledge and skills ofGroups that bring together the knowledge and skills of
individuals from various work areas or groups whoseindividuals from various work areas or groups whose
members have been trained to do each others’ jobs.members have been trained to do each others’ jobs.
• Self-Managed TeamsSelf-Managed Teams
 Groups that are essentially independent and inGroups that are essentially independent and in
addition to their own tasks, take on traditionaladdition to their own tasks, take on traditional
responsibilities such as hiring, planning andresponsibilities such as hiring, planning and
scheduling, and performance evaluations.scheduling, and performance evaluations.

11–7
Stages in Group DevelopmentStages in Group Development
• FormingForming
 Members join and begin theMembers join and begin the
process of defining theprocess of defining the
group’s purpose, structure,group’s purpose, structure,
and leadership.and leadership.
• StormingStorming
 Intragroup conflict occurs asIntragroup conflict occurs as
individuals resist control byindividuals resist control by
the group and disagree overthe group and disagree over
leadership.leadership.
• NormingNorming
 Close relationships developClose relationships develop
as the group becomesas the group becomes
cohesive and establishes itscohesive and establishes its
norms for acceptablenorms for acceptable
behavior.behavior.
• PerformingPerforming
 A fully functional groupA fully functional group
structure allows the group tostructure allows the group to
focus on performing the taskfocus on performing the task
at hand.at hand.
• AdjourningAdjourning
 The group prepares toThe group prepares to
disband and is no longerdisband and is no longer
concerned with high levelsconcerned with high levels
of performance.of performance.

11–8
Exhibit 11–2Exhibit 11–2 Stages of Group DevelopmentStages of Group Development

11–9
Exhibit 11–3Exhibit 11–3 Group Performance Satisfaction ModelGroup Performance Satisfaction Model

11–10
External Conditions Imposed onExternal Conditions Imposed on
the Groupthe Group
 Organization’s strategyOrganization’s strategy
 Authority relationshipsAuthority relationships
 Formal regulationsFormal regulations
 Available organizational resourcesAvailable organizational resources
 Employee selection criteriaEmployee selection criteria
 Performance management (appraisal) systemPerformance management (appraisal) system
 Organizational cultureOrganizational culture
 General physical layout of work spaceGeneral physical layout of work space

11–11
Group Member ResourcesGroup Member Resources
• KnowledgeKnowledge
• SkillsSkills
 Interpersonal skills such as conflict management and resolution,Interpersonal skills such as conflict management and resolution,
collaborative problem solving, and communication determinecollaborative problem solving, and communication determine
how effectively members perform in a grouphow effectively members perform in a group
• AbilitiesAbilities
 Determine what members can doDetermine what members can do
• Personality traitsPersonality traits
 Positive traits tend to be positively related to group productivityPositive traits tend to be positively related to group productivity
and moraleand morale

11–12
Group StructureGroup Structure
• RoleRole
 The set of expected behavior patterns attributed toThe set of expected behavior patterns attributed to
someone who occupies a given position in a socialsomeone who occupies a given position in a social
unit that assists the group in task accomplishment orunit that assists the group in task accomplishment or
maintaining group member satisfaction.maintaining group member satisfaction.
 Role conflict: experiencing differing role expectationsRole conflict: experiencing differing role expectations
 Role ambiguity: uncertainty about role expectationsRole ambiguity: uncertainty about role expectations

11–13
Group Structure (cont’d)Group Structure (cont’d)
• NormsNorms
 Acceptable standards or expectations that are sharedAcceptable standards or expectations that are shared
by the group’s members.by the group’s members.
• Common types of normsCommon types of norms
 Effort and performanceEffort and performance
 Output levels, absenteeism, promptness, socializingOutput levels, absenteeism, promptness, socializing
 DressDress
 LoyaltyLoyalty

11–14
• ConformityConformity
 Individuals conform in order to be accepted byIndividuals conform in order to be accepted by
groups.groups.
 Group pressures can have an effect on an individualGroup pressures can have an effect on an individual
member’s judgment and attitudes.member’s judgment and attitudes.
 The effect of conformity is not as strong as it onceThe effect of conformity is not as strong as it once
was, although still a powerful force.was, although still a powerful force.
 GroupthinkGroupthink
 The extensive pressure of others in a strongly cohesive orThe extensive pressure of others in a strongly cohesive or
threatened group that causes individual members to changethreatened group that causes individual members to change
their opinions to conform to that of the group.their opinions to conform to that of the group.

11–15
Exhibit 11–4Exhibit 11–4 Examples of Cards Used in the AschExamples of Cards Used in the Asch
StudyStudy

11–16
• Status SystemStatus System
 The formal or informal prestige grading, position, orThe formal or informal prestige grading, position, or
ranking system for members of a group that servesranking system for members of a group that serves
as recognition for individual contributions to theas recognition for individual contributions to the
group and as a behavioral motivator.group and as a behavioral motivator.
 Formal status systems are effective when the perceivedFormal status systems are effective when the perceived
ranking of an individual and the status symbols accorded thatranking of an individual and the status symbols accorded that
individual are congruent.individual are congruent.

11–17
Group Structure: Group SizeGroup Structure: Group Size
• Small groupsSmall groups
 Complete tasks fasterComplete tasks faster
than larger groups.than larger groups.
 Make more effective useMake more effective use
of facts.of facts.
• Large groupsLarge groups
 Solve problems betterSolve problems better
than small groups.than small groups.
 Are good for gettingAre good for getting
diverse input.diverse input.
 Are more effective in fact-Are more effective in fact-
finding.finding.
• Social LoafingSocial Loafing
 The tendency forThe tendency for
individuals to expend lessindividuals to expend less
effort when workingeffort when working
collectively than whencollectively than when
working individually.working individually.

11–18
• Group CohesivenessGroup Cohesiveness
 The degree to which members are attracted to aThe degree to which members are attracted to a
group and share the group’s goals.group and share the group’s goals.
 Highly cohesive groups are more effective and productiveHighly cohesive groups are more effective and productive
than less cohesive groups when their goals aligned withthan less cohesive groups when their goals aligned with
organizational goals.organizational goals.

11–19
Exhibit 11–5Exhibit 11–5 The Relationship Between CohesivenessThe Relationship Between Cohesiveness
and Productivityand Productivity

11–20
Group Processes: Group DecisionGroup Processes: Group Decision
MakingMaking
• AdvantagesAdvantages
 Generates more completeGenerates more complete
information andinformation and
knowledge.knowledge.
 Generates more diverseGenerates more diverse
alternatives.alternatives.
 Increases acceptance of aIncreases acceptance of a
solution.solution.
 Increases legitimacy ofIncreases legitimacy of
decision.decision.
• DisadvantagesDisadvantages
 Time consumingTime consuming
 Minority dominationMinority domination
 Pressures to conformPressures to conform
 Ambiguous responsibilityAmbiguous responsibility

11–21
Exhibit 11–6Exhibit 11–6 Techniques for Making More CreativeTechniques for Making More Creative
Group DecisionsGroup Decisions

11–22
Group Processes: ConflictGroup Processes: Conflict
ManagementManagement
• ConflictConflict
 The perceived incompatible differences in a groupThe perceived incompatible differences in a group
resulting in some form of interference with orresulting in some form of interference with or
opposition to its assigned tasks.opposition to its assigned tasks.
 Traditional view:Traditional view: conflict must be avoided.conflict must be avoided.
 Human relations view:Human relations view: conflict is a natural and inevitableconflict is a natural and inevitable
outcome in any group.outcome in any group.
 Interactionist view:Interactionist view: conflict can be a positive force and isconflict can be a positive force and is
absolutely necessary for effective group performance.absolutely necessary for effective group performance.

11–23
Management (cont’d)Management (cont’d)
• Categories of ConflictCategories of Conflict
 Functional conflicts are constructive.Functional conflicts are constructive.
 Dysfunctional conflicts are destructive.Dysfunctional conflicts are destructive.
• Types of ConflictTypes of Conflict
 Task conflict: content and goals of the workTask conflict: content and goals of the work
 Relationship conflict: interpersonal relationshipsRelationship conflict: interpersonal relationships
 Process conflict: how the work gets doneProcess conflict: how the work gets done

11–24
Exhibit 11–7Exhibit 11–7 Conflict and Group PerformanceConflict and Group Performance

11–25
Management (cont’d)Management (cont’d)
• Techniques to Manage Conflict:Techniques to Manage Conflict:
 AvoidanceAvoidance
 AccommodationAccommodation
 ForcingForcing
 CompromiseCompromise
 CollaborationCollaboration

11–26
Exhibit 11–8Exhibit 11–8 Conflict-Management TechniquesConflict-Management Techniques
Source: Adapted from K.W. Thomas,
“Conflict and Negotiation Processes in
Organizations,” in M.D. Dunnette and L.M.
Hough (eds.) Handbook of Industrial and
Organizational Psychology, vol. 3, 2d ed.
(Palo Alto, CA: Consulting Psychologists
Press, 1992), p. 668. With permission

11–27
Group Tasks and GroupGroup Tasks and Group
EffectivenessEffectiveness
• Highly complex and interdependent tasksHighly complex and interdependent tasks
require:require:
 Effective communications: discussion among groupEffective communications: discussion among group
members.members.
 Controlled conflict: More interaction among groupControlled conflict: More interaction among group
members.members.

11–28
Advantages of Using TeamsAdvantages of Using Teams
• Teams outperform individuals.Teams outperform individuals.
• Teams provide a way to better use employeeTeams provide a way to better use employee
talents.talents.
• Teams are more flexible and responsive.Teams are more flexible and responsive.
• Teams can be quicklyTeams can be quickly
assembled, deployed,assembled, deployed,
refocused, and disbanded.refocused, and disbanded.

11–29
What Is a Work Team?What Is a Work Team?
• Work TeamWork Team
 A group whose members work intensely on a specificA group whose members work intensely on a specific
common goal using their positive synergy, individualcommon goal using their positive synergy, individual
and mutual accountability, and complementary skills.and mutual accountability, and complementary skills.
• Types of TeamsTypes of Teams
 Problem-solving teamsProblem-solving teams
 Self-managed work teamsSelf-managed work teams
 Cross-functional teamsCross-functional teams
 Virtual teamsVirtual teams

11–30
Exhibit 11–9 Groups versus TeamsExhibit 11–9 Groups versus Teams

11–31
Exhibit 11–9 Groups Versus TeamsExhibit 11–9 Groups Versus Teams

11–32
Types of TeamsTypes of Teams
• Problem-Solving TeamsProblem-Solving Teams
 Employees from the same department and functionalEmployees from the same department and functional
area who are involved in efforts to improve workarea who are involved in efforts to improve work
activities or to solve specific problems.activities or to solve specific problems.
• Self-Managed Work TeamsSelf-Managed Work Teams
 A formal group of employees who operate without aA formal group of employees who operate without a
manager and responsible for a complete workmanager and responsible for a complete work
process or segment.process or segment.

11–33
Types of Teams (cont’d)Types of Teams (cont’d)
• Cross-Functional TeamsCross-Functional Teams
 A hybrid grouping of individuals who are experts inA hybrid grouping of individuals who are experts in
various specialties and who work together on variousvarious specialties and who work together on various
tasks.tasks.
• Virtual TeamsVirtual Teams
 Teams that use computer technology to link physicallyTeams that use computer technology to link physically
dispersed members in order to achieve a commondispersed members in order to achieve a common
goal.goal.

11–34
Exhibit 11–10 Characteristics of Effective TeamsExhibit 11–10 Characteristics of Effective Teams

11–35
Characteristics of EffectiveCharacteristics of Effective
TeamsTeams
• Have a clearHave a clear
understanding of theirunderstanding of their
goals.goals.
• Have competentHave competent
members with relevantmembers with relevant
technical andtechnical and
interpersonal skills.interpersonal skills.
• Exhibit high mutual trustExhibit high mutual trust
in the character andin the character and
integrity of theirintegrity of their
members.members.
• Are unified in theirAre unified in their
commitment to team goals.commitment to team goals.
• Have good communicationHave good communication
systems.systems.
• Possess effectivePossess effective
negotiating skills.negotiating skills.
• Have appropriateHave appropriate
leadership.leadership.
• Have both internally andHave both internally and
externally supportiveexternally supportive
environments.environments.

11–36
Current Challenges in ManagingCurrent Challenges in Managing
TeamsTeams
• Getting employees to:Getting employees to:
 Cooperate with othersCooperate with others
 Share informationShare information
 Confront differencesConfront differences
 Sublimate personalSublimate personal
interest for the greaterinterest for the greater
good of the teamgood of the team

11–37
Managing Global TeamsManaging Global Teams
• Group Member ResourcesGroup Member Resources
 Unique cultural characteristics of team membersUnique cultural characteristics of team members
 Avoiding stereotypingAvoiding stereotyping
• Group StructureGroup Structure
 ConformityConformity—less groupthink—less groupthink
 StatusStatus—varies in importance among cultures—varies in importance among cultures
 Social loafingSocial loafing—predominately a Western bias—predominately a Western bias
 CohesivenessCohesiveness—more difficult to achieve—more difficult to achieve
• Group processes—capitalize on diverse ideas.Group processes—capitalize on diverse ideas.
• Manager’s role—a communicator sensitive to the type ofManager’s role—a communicator sensitive to the type of
global team to use.global team to use.

11–38
Exhibit 11–11 Drawbacks and Benefits of GlobalExhibit 11–11 Drawbacks and Benefits of Global
TeamsTeams
Source: Based on N. Adler, International Dimensions in Organizational
Behavior, 4th ed. (Cincinnati, OH: South-western
Publishing, 2002), pp. 141–147

11–39
Understanding Social NetworksUnderstanding Social Networks
• Social NetworkSocial Network
 The patterns of informal connections amongThe patterns of informal connections among
individuals within groups.individuals within groups.
• The Importance of Social NetworksThe Importance of Social Networks
 Relationships can help or hinder team effectiveness.Relationships can help or hinder team effectiveness.
 Relationships improve team goal attainment andRelationships improve team goal attainment and
increase member commitment to the team.increase member commitment to the team.

11–40
Terms to KnowTerms to Know
• groupgroup
• forming stageforming stage
• storming stagestorming stage
• norming stagenorming stage
• performing stageperforming stage
• adjourning stageadjourning stage
• rolerole
• normsnorms
• groupthinkgroupthink
• statusstatus
• social loafingsocial loafing
• group cohesivenessgroup cohesiveness
• conflictconflict
• traditional view of conflicttraditional view of conflict
• human relations view of conflicthuman relations view of conflict
• interactionist view of conflictinteractionist view of conflict
• functional conflictsfunctional conflicts
• dysfunctional conflictsdysfunctional conflicts
• task conflicttask conflict
• relationship conflictrelationship conflict
• process conflictprocess conflict
• work teamswork teams
• problem-solving teamproblem-solving team
• self-managed work teamself-managed work team
• cross-functional teamcross-functional team
• virtual teamvirtual team
• social network structuresocial network structure

11–41
All rights reserved. No part of this publication may be reproduced,All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or bystored in a retrieval system, or transmitted, in any form or by
any means, electronic, mechanical, photocopying, recording, orany means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.otherwise, without the prior written permission of the publisher.
Printed in the United States of America.Printed in the United States of America.

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Chapter 11 management (10 th edition) by robbins and coulter