4. Meeting take up more than half of
Teams use employee talents better.
Teams are more flexible and responsive to
changes in the environment.
Teams facilitate employee involvement.
Teams are an effective way to democratize an
organization and increase motivation.
5. 5
Work Group
A group that interacts
primarily to share information
and to make decisions to help
each group member perform
within his or her area of
responsibility.
Work Team
A group whose individual
efforts result in a
performance that is greater
than the sum of the individual
inputs.
Team Versus Group: What’s the Difference?
6. Different types of teams…
•Select their own members
•Evaluate each other´s
performance
•Decreased supervision from
high hierarchy
8. CONTEXT
• Adequate Resources
– Need the tools to complete the job
• Effective Leadership and Structure
– Agreeing to the specifics of work and how the
team fits together to integrate individual skills
– Even “self-managed” teams need leaders
– Leadership especially important in multi-team
systems
• Climate of Trust
– Members must trust each other and the
leader
• Performance and Rewards Systems that Reflect
Team Contributions
– Cannot just be based on individual effort
Effectiveness
9. COMPOSITION
Effectiveness
• Abilities of Members
– Need technical expertise, problem-
solving, decision-making, and good
interpersonal skills
• Personality of Members
– Conscientiousness, Openness to
Experience, and Agreeableness all
relate to team performance
• Allocating Roles and Diversity
– Many necessary roles that must be
filled
– Diversity stimulate creativity and
improve decision making. Not cultural
differences, at least in the short-run.
• Size of Team
– The smaller the better: 5-9 is optimal
• Member’s Preference for Teamwork
– Do the members want to be on
teams?
10. WORK DESIGN
Effectiveness
• Freedom and Autonomy
– Ability to work independently
• Skill Variety
– Ability to use different skills and
talents
• Task Identity
– Ability to complete a whole and
identifiable task or product
• Task Significance
– Working on a task or project that
has a substantial impact on others
11. PROCESS
Effectiveness
• Commitment to a Common Purpose
– Create a common purpose that provides direction
– Have reflexivity: willing to adjust plan if necessary
• Establishment of Specific Team Goals
– Must be specific, measurable, realistic, and
challenging
• Team Efficacy
– Team believes in its ability to succeed
• Mental Models
– Have an accurate and common mental map of
how the work gets done
• A Managed Level of Conflict
– Task conflicts are helpful; interpersonal conflicts
are not
• Minimized Social Loafing
– Team holds itself accountable both individually and
as a team
14. Zach‘s employer, an office furniture manufacturer, recently reorganized
around teams. All production in the company‘s factory is now done in
teams. And Zach‘s design department has been broken up into three design
teams.
„I‘ve worked here for four years. I am very good at what I do. And my
performance reviews confirm that. I‘ve scored 96 percent or higher on my
evaluation every year I‘ve been here. But now everything is changing. I‘m
expected to be part of our modular-office design team. My evaluations and
pay raises are going to depend on how well the team does. And, get this, 50
percent of my evaluation will be on how well I facilitate the performance of
the team. I‘m really frustrated and demoralized. They hired me for my
design skills. The knew I wasn‘t a social type. Now they‘re forcing me to a
team player. This doesn‘t play to my strength at all.“
Is it unethical for Zach's employer to force him to be
a team player? Is his firm breaking an implied
contract that it made with him at the time he was
hired? Does this employer have any responsibility to
provide Zach with an alternative that would allow him
to continue to work independently?
15. Turning individuals
into team players
Selection
Additional to the
technical skills, make
sure that the
candidate can fulfill
their team role
Provide training to
develop teamwork
skills
Large proportion of
people can be trained
to become team
players.
Reward individuals
for cooperative efforts
intrinsic + pay raises
16. 1. Members are representatives from a small number of often two social
entities.
2. Factional groups process preexisting.
3. The greater the demographic difference the more conflict will occur.
Which lead to a poor performance.
4. Members of strong-faultline groups identified socially not with the
group as a whole but with their demographically similar subgroups.
Similar people are attract to each other. Members do not function as a
collective whole
Case: factional group
Factional
faultines
conflict
Behavioral
disintegration
Poor
performance
17. How to balance
heterogeneity?
pro
Heterogeneity within a
group can enhance
problem solving ability.
against
No! Diversity increases
conflicts and decreases
team performace.
If you were asked to choose people from your class
right now to make up a team for a class project, list
five individuals you would choose.
Now that you have your list, consider what the composition
of your team would look like. How much diversity would
there be?
18. Managers should...What makes a team effective?
Managers should modify the
environment and select team-
oriented individuals to
increase the chance of
developing effective teams
Must be sure they have the
right blend of mechanistic and
organic structure to meet the
contingencies they face.
• Are small enough.
• Are properly trained.
• Allocated enough time.
• Are given authority
• Has a leader
Conclusion....
Nowadays, the global business world is fast changing and highly competitive, increased
use of decentralization of authority and increased use of teams.
Decentralizing authority to lower-level employees and placing them in teams reduces the
need for direct, personal supervision by managers, and organization become flatter.
