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    Ob 10

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    papia mandal

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    © All Rights Reserved
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    al Understanding Work Teams LEARNING OBJECTIVES Employability Skills Matrix (ESM) ste | coe | saat | mincme | pet | att | cme | ce ss | come | Coe | oem || ome | Se, |, | cms [OY Dia PAA EA ral — v 7 ¢ oo “l[vl[vi[vi[v[v[7) secre | e|lvilvlvile opoay Ory v | A SOLUTION TO GROWING PAINS 9 2015, ayteinTark was the CEO of oxlorm, global company thet pe ciaizes in online form bulting tools. Alter a decade of balling his start ‘up, the company was expanding apy and doing wel, part to Tank's ‘commitment 10 hiring talert. Despite 3 commitment 10 hiring top talent ‘and fostering a supportive and innovative work cutur, this growth came ata com. Tank could see hs company losing momentum, ard the young ‘entrepreneur could not put hs finger cn why. When lotiorm began togrow, ‘the CEO explored ways to recapture the advortages of having 2 smaller ‘team “looked back to the time when we had around five people. | tried to figure out what had changed: why we moved so fast when we were fe ‘people, why we ft ike 2 family when we were that small” ‘The solution, Tank found, was to restructure his ganization ito cross- funcional teams. This approach wa: ploneered inthe twentyfist century by Jack Welch shown here), CEO of General Electric GE), who beloved dvding ‘erpoyeesby funtion le to slower and poorer decisions Wels cossfunc- ‘vol or boundaries organivaton created forums where employees wth = {erent rls within the company coud meet ard oorinate decsion making. ‘Welch found that GE becamemare ecient when emsloeestrom maretiag, ance engineering, and many other sectors hada chance t worktogethor ‘thas been over twenty yearssince Welch populated cross-functional teams, and many ergaiations have found that adopting 3 cos furetionalstuctre _Buerthem a compatitve edge over mor tadtona companies 2M TD Tce ‘Tank found that. by diving his company into cross-functional teams, he was able to recreate the closet efficent structure of the smaller org3- ‘aston that Jotfowm seed tobe In hisnow ctucure, team memborecame {rom sever different parts of the orarizaton, allowing for better com munication across different function. Taam typealy had 3 web dedignr, 2 programmer, and a marketing analyst (cr snilur poston) a working on seluton to orgneational problems. Once these teams were formed, Tonk ao made sure tat each team had the own meeting pace anda budget for ‘un actiies he weely lunches. Besides bing morale, the Jtform acer beloved that cosr-fiictoral teams alowed team members 9 Bond and luuratey bogie totus each otter. Mis goal wast breed cooperaton rater ‘than competition. Tank ao mace sure to keep Jofornsteams smal slow- ing empoyees to fel greater ownership over thei surcesses ad fares. By veg team members rom several ferent functions, employees coud see how ther workaffected cther parts of otformfor better—or worse. The ist Ingredient in Tnk’scros functional teans was autonarny—freedom tomate ‘decisions that haveanimpac on other parts ofthe organization, tackle preb- lemsthe way they want, and wodk the way they want. Tanks decison has given his company the same edge it dd when twas ‘smal. After restructuring the company, ctform experienced increased pro- duct By mixing different furctions ofthe company into teams employ- ‘ees could make decisons more quelly Teams had more diverse sl ses. ‘0 they were able to tacle any problems the company faced wit greater creativity by using varied sersectives from diferent part ofthe company “eventhough the move was sucess Tank admits that he was afraid of ‘ying something rowin the boginning, il, he reals than ordr to can- ‘nue t grow the company, he had to take arc. "Change can be elt {er people and or companies Tank has sid when discussing the move to ‘cosrfunctonal tess. “oweves, your current ystems ot effective and ‘you dont take te native t improve via change, sir the couse an be sosr0s5" ‘mre tte 0 Nou “5 Reto Wy Tis CEO Levees Cs Frcs Tea {er beset buines Peomarer: fortes Feary 13,210, Nepi/weroe.cond ‘eaiansarat 2017097 afrowihewomananasete arpa Smet SM2Ss46, acess 9), 20170 dheas Tah Wes Aree Beating Down Sos Sil Worn” Honored Busnes Reve exten’ 9 015, wor ‘Sn/OiViniacrwehrapyroutonbeabng-ownsrsivwens, seed A 12.20, med A “Yt Sale Your Corpary with Sal Yo Earepene, (nce 9, 2016 ww errrenvrconlarice ASH nese 8 2017 10-1 meen mmormne 10-2 (fina ar mat mab ‘Seon andhe es go Seep fo ee nerd Wor Touma CHAPTER 165 ‘re cros-fancsional teams the best a Aten Tank's story suggests? There are many ilreatwaysto bul a accessl am. eth chape, we wll ‘onside iflerent types of teams and ow a teams composition, conte, and teen foecoweslad i eso fn, Why Have Teams Become So Popular? ‘Why are tums popula? In short oss we bee they ar fletv. “A tam ‘people happily commit tothe roc and to one anther will catperfrm 1 brant indial every time wats Fores publisher Rich Karga.! In Some ways, he right Teams an sometimes achieve feats an individual could ‘ever accomplish Teams ae more exible and responsi 0 changing events ‘an waditonal deparments or er fonns of permanent propings Ty an suikly semble, deploy refoc ad abnd They ar a effective means to zwmcrtioeomgamatom and acreaseemples smalsement And tecch Indicates tht eur mnelvemer steams poste shes the way we think as Indiv, ntodcirg a collaborative minds about even our personal die sion making” "The fat tht organizations have embrced teamwork doest'trecessany scan teams ar ala eect. Team mcrber, humans cam be ape ‘de and hed moni that an ladthom sry foe the bes deste What ‘onton fect ther potential? How do members work tether? Do we even Tike teams? Maybe net, acordng to th OB Pll To answer these questions, |et Ft distinguish between props and teams Differences Between Groups and Teams ‘Groups and cams are not he same thing. ln Chap 9, we defied «group as ‘cra more invite mtercting an ierdependen sho werk tether 1 achive particular cbjectnes.A work group ia grou tit interacts preasly {© share nlomation, make echiors snd help cach group member perfor ‘thin so er ara of responsibility ‘Wark gous have no ace or opporundy to engage in clove wot wih Joint 0 te rows yertotunee fs metely the sama of eat bers ‘dvi carbon Thre isso pine syergy ht ld ere vel Ivf peromance patra he sam of the np. work ro ails ‘tom of individ ing ther wort, act with imation andor dependency. "A work team, onthe oer hand generates poise syncrzytheush coe ination The individual ela result ina evel perforin: guaran the Sumo te indivi opus, 1 beth vk gous nl wor cams tha ar fin hal expats freshers etlleivesorealinain flat, civ group yuma aod eo level of decsien making (even if just informally about the cope of member- ship Boh may generat ides, poo! nsoures oF couriate lopstis such as ‘wor schedules forthe work reup, however, this effet limite tinea ‘on gathering for decsion makers ous te grou. FEE sarees cond rine? poten nor Prato wr “we! it ‘Whereas we cam think of a werk ern at a aba o'swork gr, the teams is constructed to be purposefl (symbionts member inkracion The ds- tinction between woe group ard werk tam shoud be Kept even when the terms ar mentioned iaterchangealy in dierent contents Exh 10 high ligt the aterencesbeten them "The defini eb clarfy why organizations tract work prcesis By team Manigemet looking foe posive synrey tht will reste incensed (ecirunee, The extensive ue of tans cats the patel for wn xge- ‘ation to ginente preer euputs with no increase in emplyee head count Notice, however, at we sid pout. Thre & thon magical da esas the achievenent of postive syerzy i the cretion of leans. Merely cling 4 {s7oup aa cst atomatealy improve is prformanc. As we Sow le, ‘Ctecive tama bane ceria comeion characteris If eanagement hopes to ark Sree werk one . ss of, & ——-—o 2 oe ee ee nerd Wor oun CHAPTER 167 Be aris contrast te ve ‘ypes eae strangement Sloltensoreton heen ‘ey ctoery se ane ‘ite enslower ota ‘ogerbise Senor imond Von in incremes in argentina performance tg the mie of teams, thie (ems mast poses these characteris ‘Types of Teams ‘eam can mae proch, provide serio, poate del, coordinate poj- cts, oer advice, and make decsions.* In this section, we fst desrte our ‘common 1pes of ams i eran proben-song teams sefomanaged ork toms crnefunctional eas and vrata (ot Eablet 162) Then ste will dscse mlticam etm, which wise a Year of Yeas” and are ‘octmiae crease wilesrcal as werk ierease comple Problem-Solving Teams uality-cortrl teams ne been in we for my yeas. Originally seen most «fen m manuf pin hese were permanent eas at general et {a regal tine, somctines week or da to ass gua Stars sd {2 procs wih the prods mac. Alo, the medal hi parca as ‘scely implanted qui teams to imgone ir erica in pte cre ‘roblem-stving wane Ike hese rely have the shorty te implemen hit sieestns lately, buf thei recommen are pied with te ‘eration prvtse, ome sian improves can ts ralued ‘Self-Managed Work Teams ‘As we disci, polen-aling teas only make ecmmendatons, Some eaizabons hve po te at ae earn Balog sluts ‘nia epornibty for ouore. Scmanaged work tems ae groups of cmpines (typically 104 15 in mene) who efor hihly teed er nedependet jb thee eam ike some supervisory respemnics' Te espns sly incl pln- ‘nga! schedatng work asignngtass to meres mses eer ee Sion taking action on problems, ad working wih supplicm and usm Fall semana work teams eves slet their ova mms who cate ‘out oar) perfomance When Uae Fes a euiie Roersupee = “ype ion owen portance and ae sets shia ‘esearch ren oa the efecvenss of el-enanaged wok es have 30 ‘een uormly poutine, Some research neat that elfmanged eas may celine tans Expoes conecgener a och oak ‘be more of ks fective has o the degre to wich team-gromoting bhan= tees are rewarded. For example, ote stdy of 4S efmanaping teams fond tat ‘wien eam mestbersperceved tha conus evar suchas pay depended 98 ‘apt rom the teammates, performance improved for bat nds ad he teamas ewtole A sven are of escurch foo hasbeen fhe impact of cont self sentged one tems ive. Sem research indicts tat slfennaged Teams are net effewve when there i cenfict When disputes arse, members ‘fen stp cooperating and power strugaesensic, which lead to lower eroup perfermance ani easing, though ths may depend oo the sructre of rok ‘win the team” Hovevs, cher research indkates that when members fel ‘confide hat they can speak up without being embarassed ected, ope “hod by other ear mers other wore, when they fea papchologiealy ‘sfe—cenfict can be Beneficial and ho team erence ‘Resa has alo explored the eff of elf eanaged work tans on mea ber earior Hexe span te Figs are mised Alou nial on ams port higher eves of job stisfacton ha ther nv, ties inate hey ‘Stmeimes fe higher absentia an are rats. One lange stay of aor paki i Brits ctablinimets Found tha aoa wnat eam irapeaved itvnil (ind overall labor proton evidence supported ‘he ci tha selfmanged tans pefomed beter ha taditond tums wah Jess decsionmaking autho” On the whole, stappean ta or lFnanagig teams tobe alantagsons, «numberof faiitting factors stb ie place Cross-Functional Teams Sartuoks create stam of inde aal rom production, global public rae ‘ions (PH), global communications, and US. marketing to develop th Via ‘band of instant coffe. The team's suggention reauted in a proc that ‘would be cost-fetve to produce and distibue and that was marketed with ‘ip integrated mulificeed rategy ® This example strates the wse of ‘rosefnetional teams, made up of employees foe about the same earch il lve but direst work ars who come topthe to accomplish a tsk ‘Crosrfuncioal teams ata effeaive teams of allowing people an vers wea wihia even between expan to exchange infomation, ‘deep nw iat. alte problems a cnrdinte complex projec, Duct he high need fer coordination, ower cross-functional ams are wot simple to ‘manage Fir, itmakes seas for pose shifts o rar when difrent expertise ‘sneaded because the member ar at oughly the same evel inthe onanizatien, “Nath cae eadenp ambyuit). Achat of fist ts neds tbe developed ‘efor: ais can happen without undue cont" Semon the ety sagen of the kar docs aot ‘rcome smile) Manager shoul alo caeflly slot who willbe amen ‘er ef a vrmal team Because woking en veal team may route dierent competencies. aa RTD crue In would be a mistake to think vital teams are an easy substat for ace= torface teams. While the geographical reach and immedacy of onlin com= ‘muncaton make vital ins 4 natu deveopmen, manages ust ke ‘cenain ia typeof eam the opine choice er he dei eunene and then ‘makina an oversight vole thevaghout the ellboeaton ‘Multiteam Systems “The types of teams we've descrbed so far ae typically small, stndalone ‘cam. alhouphthor actviiea react the bmaderabjcctives ofthe oranization AS tusks become more complex, teams olen growin se. eeass it earn ‘Sze are accompa by higher coorinaton demands creating atipping pant {whic the aden of another meme docs mor hrm than gra To xive ‘his poe organizations we maliteam systems cclletions of T9901 Interependnt eas that sha a superetvte pel I other ses wit ‘sistem are "team ofteams" "To petwze amutiteam sem: imagine the cootination of response needed ‘tera major ear accident. There the emergency medial service team, which ‘spends fist and wunsprts he injured to the hospi. An emergency roam team then takes ve, providing media care, flowed by » recovery teu ‘Attough the emergency trices tam, emergency room eum, and reson Team are technealy indepen thir acts are vtrdepene! al the 1 eet the car nce Work Tuma CHAPTER 371 sucess of ene depends en he sucess ofthe others. Why? Because they all ‘share the higher gal of saring Ines. ‘Some factors tat make salle, more ralitoal teams efetve do nat ee= ‘sanity apy we maitcam systea sn can even had’ her ertormanee. One Say showed ht muletcum aster persone wheat had ound ‘panne whon jabs wer to carne with mars ofthe eer seen. “This edaced he med for some eam member commuricabon wich was belp- {albecase truce coelination demands "Leadership of muleam stems ‘alo much diferent han for tron teams. While lade of ali cams alec team pefornace a muliteam lade ast both iat comedian | ‘etweentcuns undlead each eam, Research inca ame ha eceved mre ‘stowion and ergagement fom the anicaton lous fll mow emperor thi made them mor effective ns fy soup ost their on ples ‘Multteam systems may hve higher performance when pansng is decent ‘uot butthy may also hine more problems with coordination Is gener, 4 mulcam syst isthe best chic cithr when atm bas ‘bscome to lage Be elecve of Whe teams wit stn functoas need 19 ehh coordinated Creating Effective Teams “Teams we often created deliberately but sometimes evelve omnia Tike the ie of tam “ives” oer the ps3 yeas for an onanc example. Frcincing ‘2 tpicaly the slo work of people who ae Iihlyopecilze i hie ids ‘an am provi exportas to rganiztons om short-term ss The icity {forthe feclancers to market tmsces effectively Wo euanizions ah ot ‘rgasizaions Wo find elancers who fi their nods To bie sap, ee Tincers for teams wth othr fcelancers ftom complementary species 1 [rent a cehese working unit—a hve chet Ths eam-esed approach Jas poven very succes” ‘Many people hiv eed to ety actors elated team effectiveness To tin. some ties hve rpanize what was once lnge Ist of charcteisics fato altel fused sodel Exh 103 suramarzes what we curently ‘ow about what makes teams elective. As youl see it bilson many ofthe group cence inrodced in Chapt 9 1 considering fe tam efectvesessmode, esp s8 mando points Fi, tearm differ inform and sruture. The mode empes o generalize cro all ‘aie of tars bat avis idly apn ts predisios tall tam. Use ‘asa guide Second the male assumes Hat icarwerk pefeable oie ‘vidual work Creating “effective” tums when individuals can do the jb bet- ‘ers ike perfesty solving the wrong problem. Thr, et consider what team ‘fecivenes mans in this med. Typically, tam effectiveness ince objee- ‘We measures of the team’ prov, manages ratings ofthe eam perfon- ‘mance and aggre meanurn of member stncion ‘We can organic the ky omponens of ficient tee generat categories. Fist ae the resources and other comet influences tht make team efocive, The second relates to the team’ composition Fal, procest am) cee “anbles ae events wean the eam at invene etecveaess We wll explore ‘xchof hee components nex. ‘Team Context: What Factors Determine ‘Whether Teams Are Successful? “The fou content! factor st signa cal eam peformanes ‘sequate resources, fects leadership, clits of wus and performance ‘aati and eward system that eles team consibtions. ‘Adequate Resources Teams re yt of « lpr erganization system; ‘ery werk tem ais on resources oui the group to oun. A cary ‘et resouces dct reduces he aiby of atean b perform A jo efetney ‘and achive its goals. As ene study concldel afer looking at 13 fctrs led, {te group petfornance, "perhaps en of themes! imporantchuracersis ofan «elective workgroup the supper the group recies ftom the oganzation* “This suppor inode ney formation, proper equipment, adeuat sting, ecouragement, nd sdsiniatve esinance. Rally diver teaa ae bet Tiel toe penided withthe resources nccestry fr team performance > ‘Leadership and Stucture Teams can function ey car agice ca who ‘u0edo vtatond ena allenembers dhs ht weed Appesingen he opel ‘esos eek sno they Ftogeter o negratendidal hil requires ender ‘ship and tnctre. either from management or fom eam members theses. desing War Toons CHAPTER 378 bn self-managed teams members absorb many ofthe duties pc assumed ty manages. A manager job then becomes managing owtide (ther thin inside) he tam. Leader pesenlity, engages, and leadership syle a have ‘sn tnpact on eam effesthenc”™ “As we mcone fie, nip cpccly portant multca 9° tems Hee, leaders moet gate respsy te cuneate leo fiat. making sre the eas work tgs rhe than gant oe anchor (Climate of Trust Tris the foundation of lenbriip itll «tam to seapt snd conta tothe ner’ pals and decisions. Nlonbers of efetive teams exhibit st in thet leaden They also ts ech oe Interpersonal trust among tam members fciltates cooperation, rece the ned to mani ‘orcachothr's behavior, and bons ndvichals though the bbe tat monbers ‘wont tae vantage them, Members are mor ly to ke rks ad expe ‘ucrabies when they can nan terse es tea The oral eel st {n-atcm is ingot, bth way tats dipredamang tame members ‘mato Trt vee tha ae amt snd imbaaace becom am member ‘an mitt the performance advantages of high over el of tust—in sch ‘ses, calons form fatofenundemiae tie amas 2 whole “Tras is perception tat can be vulnerable sing conditions i 3 eam conwonment Also Wass aot anequocaly desrable For insane, Feat ‘excarch in Siapore found that high-trnt Scams, inion ae fxs {ity 1 chien and afend preens! ormerthip of torr Mee, bu indnidnle ‘who do sil chim personal ownership ae ated as lwer connor hy team ‘monber:* This “punishment” by the team may rect resentnents hat crete ‘negative reltonhis, increased confit, ad reduced performance. Performance Evaluation and Reward System Intividul perfor ‘mance valuations apd inceates muy iatrfere wih the dveiopae of ihe erformance teams. Tus, n action to eluting and evardag employees ‘or ter inva contusions, management shoul ule Iybed perfor ‘mance stems tht incorporate at indivual member component orecegnize ‘individ conributions and a group reward 10 recognize positve tam cutcomes.® Grow-bused appraisals prof srg, srl grup incentives, ‘mi thereto modiieton cn wines tam let ad comninent ‘Team Composition bn Inia several reeruing managers at campus plcrnents stare tha they are Aboking for stalls who hae cvene penpecves Scone who has =p ‘ata in something, svc pac, gaming, an crckat tn eit sedemics sof ner. They le ofa mento he person’ sity to cxamect {a wok with ches desinble uaises These ae gol quaien ta ey ‘2c no all hat we shoud comidr when tine teams. The team composition {ategor sna arable tht relate ow teams shuld be sae the ab ‘os and penoralites of tam mater, aleation of role, dv, cata sirens so te team and membcr’peterences fr tawny ‘an expect opmions vary widely about the ype of rember ener want on ‘ter tears and sme evidence sugges that compositions maybe mere npr lant a eet tages af teas deepen Seyi pons Selene det ecktotemet Abilities of Members It tre we ocasiomlly el shout an athletic team ‘of mediate player who, because of excelent couchng, deeminsion ad ‘rcs teamwork, Peat 9 far more tented group at sach cases make The es precisely because hey ate unusual eam’ perfrmunce depends part (on the Knowledge kil, ad absitis of india! member Abilis set Faso et eats odo ne ear aleclinly tg il pens n'a Reseach reveals isights ito team composition and performace. Fit, when solving comple poblem suchas reenpneeing an assembly ine igh aii teams—compossd of most ieligeat mmiben—do beter than ove {iy tema Highs cams a also mor apabl to changig tutions nally, the bility ofthe team’s leader mater. Sat team leer lp Jes iateigent eam members when they stra with tsk A Tes iteligent Fender can, comers, neurlize he effect ofa highabiy tam. Personality of Members We demonsrated in Chaycr§ tht enonl- 1 sigiicantly influences indwvidual Renan Sone eimensions dated tte tg He penonaity mde: are prtcilaty elvan eam eectveress”* (Consccniommcan = peal mpertant to team, Comccrions ope ae toda techn up other warn neers end senting when tei eupert trey edd. Conscientious team shan have her advantiger—one sty fund hat Iehuonl tendencies micas orzanvaton, ahievernn retain, nl n= ace wer al red toigher lvls of tam pevormance ” “Team compton an be hase on inl persona o good effect Suppose an organization neds to late 20 teams of 4 people eck ad has 40 highly cnaceniows people and 40 who sore low on conscinouness Would the eganition be beter of (1) forming 10 tums of highly com scieatoun people tnd 10 tenn of mehers lo 2 cenacenionmnens, oF (2) “seeding” cach eam with ? prope who scored high and 2 who score! low nara Wor Touma CHAPTER 375 Team Members Who Are “Hot” Should Make the Play ee ees sutenent a Cue 2 Wise we hand te ware a he ary Ast ned oe » sup ack and Sal te rleare sues Nave show Oe “Can ictus ge en Dot” thatthe ht had posible, whe Seats” tn teams, ant ipecally the emaning Hal sow We het Ba rape ten hear sau paper perp sinha Yak 0 \thoarecna trated have ot perape the more important gu and" Bauwtal ler even James tone wher bel i he at and Store: the aants a vow glee ware sates On ty of ary tty mates tee resin + volley pye showed ences ‘entre uooran ut Copa, der tae ote at a 1 eam player Serra Wits WS who ar eteved to hae he Pot four aces Yow ig 9 dbl hank ths» goal State? H he ‘match wen fer sir Yen. Mos! Mot ers patomance aay top Vr 90 pore) betece iver tan her tenet he lot. fort and Sena ibe wel neh more bl wl at he Deca ey are on ahotstak per fea because he ete pers oer forming sore th ere co comciciomnens? haps sarang, evidence mages option 1 a the test hele; performance acres the tere wil be higher If the organza forms 10 highly conscious tam sed 10 tens low im eomicsousnss ‘The reason is that a team wih varying cmscentiusnes levels will not work tw the peak porormance of is highly ceascembous members Instead 3 grup ‘normalization dynamic (or simple resent) will complicate imeractons snd fore the phy cemscemtous members lower es excisions, ts Fedae= sng he groups performance” What shat the cher ait? Teams with igh evel of openness to exper ‘xc ten to perform bet. and research indicates tat snr: tak confit ‘hance the ef Open cam member commute Deter With one set ‘id throw cut more eas, which makes leans composed of pen people mire ‘eave and innoalive™ Tak conflict abo extuaces poformance or ears with hightevels of emodnal subi. ™ Ws otso anc hat he confit te pres ‘formance for these tar bu a teams chart by apenas ane (Ga shy ae eto nde cot wn eveage ithe imps pre. ‘The murmum level of eam memier areaHeness mater, Teas Jo were hes they have one or moe highly dsagresable memes and wide span in India vcs of agreeable anlverproductnaty Reseach smo cer on ‘he eacume of exravesion but recent stay indicate ta high mean ve of ‘iran nem can crane the lel of ping son, partial na “Site of operation ® Ths the poronait tt nln a apr twteameas te ever persia haters he tem 2m mT) Daou Allocation of Roles Teams have diferent needs and members shoul ‘be selected to ensue that al the various ols ae file. A sty of 78 major ‘league basbal teams over 02-year peri highlghs he importance of aig ing roe appropri As you might expect, teams with mre experienced, ‘and shiled members peroried beter However, the experience a kl of ‘hove ia cre les who handled mor af he workflow of the tam, and were ‘cena to all woek processes (in tht cae, pitchers ad catchers), were expe aly ital In other word pat Your most ale, experienced abd cnseemow ‘workers nthe mos centres mateo. ‘We can dently rane poten tam roles (see Exhibe 10-4) Succes ‘wok teams hive selected peopl 1 play al tae roles tased ow tei ails {i preferences (On many tame, individuals will play mpl ral) To Inceae the Wtnood the term member wll wer: wel together, managers ‘nee to ures! the individual stengths each person can beng 10 8 ean ‘select members with heir strengths in mind andallcate week ssignmets that fic with members preferred sys. Diversity of Members In Chapter 9, we dscusol the fect of diversity ‘on groups How does tam diversity aflet ream performance? The degre 19 ‘which member of a work uit (group, tam, o departnes) share a common CSESRIES IST demopaptic abu, sucha age, sex, race, educatonal eel, or lengh of se SSSGMRSSCISTRAONS ns vice nhc organization, dhe subject of rganteational demopraphy.Orgni- Stearns ‘zonal demography suggest tht etter sch a age or the at joing nterandng Wor Tama CHAPTER 377 shoud help prt turnover: The logic goes ile this: Tamover willbe geser ‘ong tose wth distin experiences because communication mete die ‘Neu and cone i more bk. Increased confit makes membership ss steatv; a employee ane more ey uit Sy, he wer ofa comic ‘Ze mor ap toleae voluntary be Fred ot The Caclesin sth dee ‘iy segstvely ale team petimance any of old the optimise viw that ders is good thing—divrse teams should benefit rom differing perspectives. Two retanalyc reviews show, bowever that demographic deri is eseially unrelated 1 eam formance, whe a hint review suggests tha ace and gender eee are ‘scully negatively selaed ttm performance Otter research findings ‘te mised One quiere that gender an ethnic dort have more ep tie eet in cccpatons dominated by white or male empliyees. bt in more Aermgraphcaly balanced excupatons of whey atts toward divert are ‘mote poste, diversity is les ofa prcblen. Diversity in futon, edkcaton, ‘aul expense ae poste tad 0 tam pvtormance, bu! Use elects are Sul aod epend'on the Situation. Diest) may lo have a vegaive ect ‘ves tet betwen seer ayes Proper leaden can eneon the pcformune f dene ear “Forename ‘le ane stay f 68 teams in Chia foun that teams ese in knew. kl, ‘au ays ofapyroachag rbiems wee moe erative bt caly when thet ears ‘tere tranafrmational sce Capi [fr deinisoaandiesping = Cultural Differences We have dscussad research on tam diveity ‘garg a umber of differences, But what about alta ferences? Evie ence indicates ht culteral divers interferes with team processes, atleast ‘i the shor term.” but let dig alle deeper. What about difereces in ‘altura status? Though it debate, people with higher cultural vagus are Seully in he majrity or rling race roup of thee mation, Reacarhers ‘he Unite Kingdom found tat cukurl situs diferences affected tam per- Feemance whoreby idles teams with nor hgh culuralsain mem ‘er than lw culteral-sttus members realized improved performance for ‘very member** This suggests not that diver teams should be filled with ‘unas wo have igh celta sats in heir counties tut ha we soul te mate of how poop eat with tie cura situs even in diverse sroup acting Tn geal, cubural diversity seems to he nase for tks that call fr sari of wewpoins But euturaly heterogeneous teams have mar diiclty ‘raring to work with each other a slving probems. The pod news stat these dticaltis scm to dsp with ne Size of Teams Most experts spre tht Leping teams sell is bey 19 improving group efectivenes. Amazen CEO Jeff Bezs uses the "wo-pizza" ‘le, sying, “Ii takes more than two pizas to feed the team, Be ear 1100 big" Psycholagt Goorge Mile clmed hat “he magical nue [is] seven, ‘oor mings te" for th deal cam size Astor and Fortes poser ich Karlgand writs. “Bige tums alos never corelate witha greater chance sf aaccess" bese the pci ccanetoas SetWEos People HO ADOT ‘ally asteam size increas, hus complecatng communications.” 278 PaRT Tee cre Is it wrong that I'd rather have guys on my team? eee de ity wean, fate eat coteagues ond eaully fecthe manoges but Frater Ive men on my am Ws mor ree ingore al rt eB th, Seon we my unr stand each ote nd cn a el ‘The teas allen tt Fe een nna a bee ey oct. “tove ar rae if U { fides venty in oraatanns, (ovr vente chenrgy none ake allt Hl uieinnitlld Genealy speaking the most effective tam have five to nine members. Experts agg usng the smallest sur of people who can do the tak nforunsey, mangers een ey making team wo age may Segue ‘aly four or five members develop an ary of views an sil and cour ‘Seatin prolems cam incrome at team mombem ate aed. Whes tums hat ‘exces: members cobesteres and mata! ccountablt deline socal ein Alan rune tara ‘eda andsesoyertome aie ‘ain te orc ace ‘Soe hd cap aren increases, and people commie le. Montero of lags tems here tou ‘Srrinting wih ne anater, expecially wade ine prose, When 8 sal ‘working unt iglarger and yoe want tem fft coms breaking the peu ‘sto subeara Member Preferences Not very employe is steam pliner Given the pen, mam employees will let emneles out of tam partition When People who prefero work akne are required toteam up, tere isa diet threat {0 th tea morale an sna mmber nation Th wees a, when slecing team members, managers shoald consider individ preler- {0 slong with alien, ponies, and skills. Highpeformng tam are Tamly tobe ecapesed of people wh pole woking apart ofa re. ‘Team Processes “Te inal ctegery related to wm effective includes process vara ch a membcr comme! to a common purpose esublhent of spite team ‘oa, team efficacy, am identi, tearm cohesion, mental made a managed Teel of corflic, and minimized socal hafing. These vaahes are especially smiertant large teams an ears tat re igh erdepennt = ‘Why are process importan! wo team elleivenes? Teams should crete ‘upats peter ths he Sum of hi inputs Eb 10-8 istrtes bow eeup (EMIT tec er coup recerna aS) aS dm nT Tce ‘hci oa atu ema inemewrcessr Em ance ‘processes can have an impact ona groups actual fetvensa* Teams are ‘fen used i esearch aborties Beats the) can daw onthe diverse lls ‘oF various fndiduals Yo produce more meaning rach than rscarchrs ‘working independnt)—tat they pode postive synrpy, and heir p= ‘am puis encod thelr proce owes. ‘Common Plan and Purpose Elective teams begin by analyzing the ‘eam misun, developing goals to aceve tht mission, abd creat a> ‘Bes for achieving te oats Team ht comatenty perforate hae lear ‘nec of what needa be done ani how.” Tis sounds obvious, but many eae “ignore ths fandamentl process ‘ember of sucessful teams put a wemenious amount of tine and efor int Gscising, shaping, and sarng a puxpee that belong to them collectively ‘aul iad This common purpose when acepte by th eam, becomes ‘what GPS i 10 ship captain: proves direction and puitance under ay Condoms. Like ap folowing the wrong coe, ca that dont hve ‘laming skis ae doemed executing the eony pln * Teams shold gre | ‘whether ther purpose to lum about and master a task or simpy to peor the tsk evidence sages tha differing perpectives os learning vers perfor ‘mance lead ler levels of eam performance veal. Teme tha learn are als more likey to agree on commen al and ienifiation with ‘team also easier when members soy ken wit he a.” Tifctive eum shew refleniey, meaning ty cfc on and adj tsi erp when mcm. A team ent hee 0 ped plan, tet tat members ‘eed tobe willng and abe to adapt when conitns call for it! Reflexvity ‘pecially important for tars that hve bad por performance inthe past! Some evidence sugpes tha eas high in reflexivity are beter ale Yo adapt ‘conflicting plans and goals among team member." Specific Goals Sues teams tase thei conimon purpose int p= ‘fie mentrabk, adel peforance ea Spec ors tat cat ‘ommuncabon Thy telpeats manta de ote gate eau Conse with hee on oa team oa soul ale egg Dia sale pons ae wan prformance on tone con (Stich tay o. Forno, rae fr quny tno eas ety, spaboracuray merase nce andsoon ‘Team Efcacy Ete eats he onthe in bensehen thy eve Soyeon meme. Wocal stom cay ta tke ban cect ‘ine ther beh about fre cen, ich in tm usher fo werk Ider i aon, tems at ve sued inowedge of nil cape bites cin seegten he in Btwn am mere ey ad tht Indl eatin cae noabon can sot wf opanes fo et exmmates moe fete = "Wet coe management dot nr fam fee? To pins re ep ing the war shir sl toes hs bad contac aedpording a ite w inpewe montreal and ingen ll The grea the ‘ics fear mbes the Hy the team wll develop cence and ‘Me ai todeive on tha een Smiter, Asem neers ‘soc oneby be om ntentanting Wek Toms CHAPTER 381 ‘Team Identity In Chanter, we dicusedthe import ol of rca ide ‘ty inpeople les. When peuple commer ematcnaly with the props they Ye ‘in they ae more ikely i inves inthe relationship with those grows. Ws the Se eth tums Fer cumple recarh with Soler inthe Neeflanis ind ‘ee that indus who etc and respec hy tam memes eae ‘more wing to work hard fr their eums, evn though a wolder they were heady called pon to he dedi 1 thei units. Samy, when eam ies ty is tens, eam memes who are highly motivated by performance goals fare me likly 1 dct ther fos ard are gral ar than inal ‘cals Therefore by recgniing individual’ specifi kis and abiliis, aswell, ‘creating a cima of respect and inclusion, lealer and memes can fester Pestne team hdewty sad iprone tats ecemes Managers shout pay pil atenion to ostering team seit in virtua cams, Tea Kenya ‘be lomer in viral team, which can Ted lower efron the pat of wit team mene” ‘Oganizatonal enity is importa, oo. Rarely do teams operate ia ‘vacuum—mere ofl team ateict with ther tems, requing ieream ‘coonanon.Inivguals witha postive tam Meaty Out witout a postive ‘organizational heat can become five te thi teams ad unwiing to coed peer preipuns ieriseriyaiiersiat ‘Team Cohesion Have ou ever bom a member oa am that ally gelled, ca in which tum snmor fo connected? The wre team cobaon Scribe ‘tior cick member ar ematonally stacked te nether ted ms ‘aed toward the team bscatse of ter atachment. Team cchesion i ef tool to predict team ouicomes. Fer example, ape study in China recently inictd th if team cohesion is high and tusks are comple, costly invest ‘ments in promotions, rewant, taining, and wo forth, yield greater profitable team cea. ans with low cabeson and simple ts, on the ober bund, fr nt ity to esp to cents wth reser tatty" ‘Team coleion is strng pedir of team perormance sich that when ‘cheson is harmed. performance may be. too. Negative relationships are one {dover of reduced colesie To mitigate ths eBcet teams cas fst high lees ‘of itrdependence and high-quality interpersonal imerctions. Team cohesion ‘is higher in teams with female team Kaders when teams ae lager and more ‘unctbonlly vere. Team cfesion is also higher in eas with share ater tap and when leader ae fie™ ‘Mental Models The members of an effective team share avcurte ‘mental modl>—onpanized metal representations ofthe key clonent wii {com emiament that ery members share (Team mio and pal eran {whe wes ened tobe afi; atl nde praia ow ota does its work) IF tam members have the wrong meatal models, whichis parculy ‘ely in eams under acute sts, thor performance suf” One reiew of 6 independent ses unt that teams with shared metal models engaged in smote eee aera Wi onc ape We mote Me a ee Po ‘uve aiadestovardther work ano higher eels of sbjecvey ated pero smenca?® Uf tun semis bars difreat tee oat how odo ings ower, ‘the team wil ight our methods thr ha focus on wht cad be dene ™| perv acce te Indiviuts who mmullyFaton in acto artes ah spit gazed in intone, interdependent, sod unpeditae uak—reUhy to hare Irena mals Fen thigh they ae fe ude” seat dress, het petra Tesch can be igh tecatse the sts bas ber naling the expected ‘intext These ston team hoe ered th the bet wy 1 har mest made ‘es 1st0 voice hem Af ansthicteam i asia one example ofa action team wit stared men modes. For ample recach i Sviacland owed a ston vcaly monitoring each ote” performance (ot cricize bate keep {Noel Read ofc.) ad “alin to he room” lansourcement everyone sachs ‘Puten's tod pessar is dropping”) The stay fund that high and low- performing teams communicated these ways equally ofc; what mtered to perfomance was the sequencing ofthe communication io mainte a shared ment model Highperfamng cams followed up monborag calor with ‘eetannee and isructons an telling therm logic oth farther tem

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