1. Organizational
Behavior, 9/E
Schermerhorn, Hunt, and
Osborn
Prepared by
Michael K. McCuddy
Valparaiso University
John Wiley & Sons, Inc.

2. Chapter 10 Study Questions
 What isa 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?
Organizational Behavior: Chapter 10
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3. Study Question 1: What is the nature
of team and teamwork?
 A team is a small group of people with
complementary skills, who work actively
together to achieve a common purpose for
which they hold themselves collectively
accountable.
 Teams are one of the major forces behind
revolutionary changes in contemporary
organizations.
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4. Study Question 1: 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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5. Study Question 1: 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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6. Study Question 1: What is the nature
of team and teamwork?
 Characteristics of high performance teams.
– They have strong core values.
– They turn a general sense of purpose into
specific performance objectives.
– They have the right mix of skills.
– They possess creativity.
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7. Study Question 1: What is the nature
of team and teamwork?
 Characteristics of teams with homogeneous
membership.
– Members are similar with respect to such variables as
age, gender, race, experience, ethnicity, and culture.
– Members can quickly build social relations and
engage in the interactions needed for teamwork.
– Homogeneity may limit the team in terms of ideas,
viewpoints, and creativity.
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8. Study Question 1: What is the nature
of team and teamwork?
 Characteristics of teams with heterogeneous
membership.
– Members are diverse in demography, experiences, life
styles, and cultures, among other variables.
– Diversity can help improve team problem solving and
increase creativity.
– Diversity among team members may create
performance difficulties early in the team’s life or
stage of development.
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9. Study Question 1: What is the nature
of team and teamwork?
 Characteristics of teams with heterogeneous
membership (cont.).
– Enhanced performance potential is possible once
short-run struggles are resolved.
– Diversity can provide great advantages for high-
performance organizations.
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10. Study Question 2: What is team
building?
 Work groups and teams must master challenges
as they pass through the various stages of group
development.
 Team building is a 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.
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11. Study Question 2: What is team
building?
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12. Study Question 2: What is team
building?
 Approaches to team building.
– Formal retreat approach.
• Team building occurs during an offsite retreat.
– Continuous improvement approach.
• The manager, team leader, or members take
responsibility for ongoing team building.
– Outdoor experience approach.
• Members engage in physically challenging
situations that require teamwork.
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13. Study Question 3: How does team
building improve performance?
 New members are concerned about
issues of:
– Participation.
– Goals.
– Control.
– Relationships.
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14. Study Question 3: How does team
building improve performance?
 Behavior profiles of coping with
individual entry problems.
– Tough battler.
– Friendly helper.
– Objective thinker.
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15. Study Question 3: How does team
building improve performance?
 Task and maintenance leadership.
– Sustained high performance requires meeting both
task needs and maintenance needs.
– High-performance teams require distributed
leadership.
– Distributive leadership is the sharing among team
members of the responsibilities for task and
maintenance contributions.
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16. Study Question 3: How does team
building improve performance?
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17. Study Question 3: How does team
building improve performance?
 Groups members should avoid the following
disruptive behaviors:
– Being overly aggressive toward other members.
– Withdrawing and refusing to cooperate with others.
– 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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18. Study Question 3: How does team
building improve performance?
 Roles and role dynamics.
– A role is a set of expectations associated with
a job or position on a team.
– Role ambiguity — occurs when a person is
uncertain about his/her role.
– 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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19. Study Question 3: How does team
building improve performance?
 Roles and role dynamics (cont.).
– Role conflict — occurs when a person is
unable to meet conflicting expectations.
– Forms of role conflict.
• Intrasender role conflict.
• Intersender role conflict.
• Person-role conflict.
• Interrole conflict.
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20. Study Question 3: How does team
building improve performance?
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21. Study Question 3: How does team
building improve performance?
 Norms represent beliefs about how group
or team members are expected to behave.
 Norms are rules or standards of conduct.
 Managers and leaders should help their
groups adopt positive norms that support
organizational goals.
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22. Study Question 3: 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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23. Study Question 3: How does team
building improve performance?
 Cohesiveness is the degree to which members are
attached to and motivated to remain a part of the
team
 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 or crisis.
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24. Study Question 3: How does team
building improve performance?
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25. Study Question 3: How does team
building improve performance?
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26. Study Question 4: How do teams contribute to
the high-performance workplace?
 Problem-solving teams.
– Employee involvements teams include a wide
variety of teams whose members meet
regularly to collectively examine important
workplace issues.
– Quality circle.
• A special type of employee involvement team.
• Team meets periodically to address problems
relating to quality, productivity, or cost.
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27. Study Question 4: How do teams contribute to
the high-performance workplace?
 Cross-functional teams.
– Consist of members representing different
functional departments or work units.
– Used to overcome functional silos problem.
– Used to solve problems with a positive
combination of functional expertise and
integrative systems thinking.
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28. Study Question 4: 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.
– Communication is possible among people
separated by great distances.
– Interaction and decision making are focused
on facts and objective information rather than
emotional considerations.
– .
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29. Study Question 4: 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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30. Study Question 4: How do teams contribute to
the high-performance workplace?
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31. Study Question 4: 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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32. Study Question 4: 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.
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33. COPYRIGHT
Copyright 2005 © John Wiley & Sons, Inc. All rights reserved.
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