Teamwork

CHAPTER 14

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• Chapter Introduction Quote

“No one can whistle a symphony. It takes an

orchestra to play it.”

Halford Luccock

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• Learning Objectives
1 Discuss how teams can contribute to an
organization’s effectiveness.
2 Describe different types of teams.
3 Summarize how groups become teams.
4 Explain why groups sometimes fail.
5 Describe how to build an effective team.
6 List methods for managing a team’s relationships
with other teams.
7 Identify ways to manage conflict.

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• The Contributions of Teams
Teams may be the building
blocks for organizational
structure.
Teams can increase quality and
productivity and reduce costs.
Teams enhance speed and
promote innovation and
change.
Teams promote member
development.

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• Types of Teams (1 of 2)
Work
Teams that make or do things
like manufacture, assemble,
sell, or provide service
Project
Teams that work on long-term
projects but disband once the
work is completed
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Parallel
Teams that operate separately
from the regular work
structure, and exist
temporarily
Management
Teams that coordinate and
provide direction to the
subunits under their
jurisdiction and integrate work
among subunits
• Types of Teams (2 of 2)
Transnational Virtual
Work groups composed of Physically dispersed that
multinational members communicate
whose activities span electronically more than
multiple countries face-to-face

Teaming
A strategy of teamwork on the fly. In teaming,
organizations create many temporary, changing teams.

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• Best Practices of Virtual Team Leaders
1. Establish and maintain trust through the use of
communication technology.
2. Ensure diversity in the team is understood, appreciated,
and leveraged.
3. Manage virtual work cycle and meetings.
4. Monitor team progress through the use of technology.
5. Enhance external visibility of the team and its members.
6. Ensure individuals benefit from participating in virtual
teams.

©McGraw-Hill Education. SOURCE: Adapted from Malhotra, A., Majchrzak, A., and Rosen,
• Self-Managed Teams
Traditional work groups
Groups that have no
managerial responsibilities
Autonomous work groups
Groups that control
decisions about and
execution of a complete
range of tasks
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Self-managed teams
Groups in which workers do
all or most of the jobs
previously made by frontline
supervisors
Self-designing teams
Autonomous work groups,
plus control over hiring,
firing, and deciding what
tasks members perform
• Work Groups and Real Teams
Group and team should not be interchangeably.
A working group is a
collection of people who work
in the same area or have been
drawn together to undertake
a task but do not necessarily
come together as a unit and
achieve significant
performance improvements.
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A real team is formed of
people with complementary
skills who trust one another
and are committed to a
common purpose, common
performance goals, and a
common approach for which
they hold themselves
mutually accountable.
• Stages of Team Development
Stage Description
Forming Group members agree on their shared goals, and
norms and closer relationships develop.

Storming Hostilities and conflict arise, and people jockey for

positions of power and status.

Norming Group members agree on their shared goals, and

norms and closer relationships develop.

Performing The group channels its energies into performing its

tasks.

©McGraw-Hill Education. SOURCE: Adapted from Tuckman, B. W., “Developmental

• Teaming Challenges

Helpful practices:
• Emphasizing the team’s
purpose
• Embracing failure
• Building psychological
safety
• Putting conflict to work

©McGraw-Hill Education. Copyright Bloomberg/Getty Images

• Building Effective Teams
Team effectiveness is defined by three criteria.

1. Productive output of the team meets or exceeds

standards of quantity and quality.

2. Team members realize satisfaction of their personal

needs.

3. Team members remain committed to working

together again.

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• Motivating Teamwork
Social loafing
• Working less hard and
being less productive Accountability to one
when in a group another, rather than just
to the boss, is an
Social facilitation effect essential aspect of good
• Working harder when in teamwork.
a group than when
working alone

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• Norms and Roles
Norms
• Shared beliefs about how people should think and
behave
Roles
• Different sets of expectations for how different
individuals should behave
• Task specialist role
• Team maintenance specialist role

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• Social Enterprise
Co-Working Reaches a New Level

Co-working offers space on a temporary basis in which to work

and connect with other people. Such interactions can lead to the
exchange of business or project ideas, providing strategic advice,
or acquiring new projects.
• Do you think co-working can help entrepreneurs or
remote workers feel like part of a team?
• What do you think the owners of co-working spaces can
do to promote collaboration and information sharing
among their clients?

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• Exhibit 14.3 Cohesiveness, Performance Norms, and
Group Performance

Jump to Appendix 2 for long description of image.

©McGraw-Hill Education.
• Building Cohesiveness and
High-Performance Norms
1. Recruit members with similar attitudes, values, and
backgrounds.
2. Maintain high entrance and socialization standards.
3. Keep the team small.
4. Help the team succeed, and publicize its successes.
5. Be a participative leader.
6. Present a challenge from outside the team.
7. Tie rewards to team performance.

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• Managing Outward
Gatekeeper. A team member who keeps abreast of
current developments and provides the team with
relevant information.
Informing. A strategy that entails making decisions
with the team and then informing outsiders.

Parading. A strategy that entails simultaneously

emphasizing team building and external visibility.

Probing. A strategy that requires team members to

interact frequently with outsiders, diagnose their
needs, and experiment with solutions

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• Lateral Role Relationships
Workflow relationships emerge as materials are passed from
one group to another.

Service relationships exist when top management centralizes an

activity to which a large number of other units must gain access.
Advisory relationships are created when teams with problems
call on centralized sources of expert knowledge.
Audit relationships develop when people not directly in the
chain of command evaluate the methods and performances of
other teams.
Stabilization relationships involve auditing before the fact.

Liaison relationships involve intermediaries between teams.

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• Exhibit 14.5 Conflict Management Strategies

Jump to Appendix 2 for long description of image.

©McGraw-Hill Education. SOURCE: Thomas, K., “Conflict and Conflict Management,”

• Managing Conflict with Superordinate Goals
Superordinate goals
• Higher-level goals taking priority over specific
individual or group goals

©McGraw-Hill Education. Copyright Juice Images/Glow Images RF

• Being a Mediator
Mediator Four-stage model of
• A third party who dispute resolution
intervenes to help 1. Investigate
others manage their 2. Review findings
conflict
3. Apply solutions
4. Follow-up

©McGraw-Hill Education. SOURCE: Adapted from Blum, M., and Wall Jr., J. A., “HRM:
• Electronic and Virtual Conflict
When teams are geographically dispersed, as is often
the case for virtual teams, team members tend to
experience more conflict and less trust.
To limit issues:
• Monitor and reduce or eliminate problems as
soon as possible.
• When problems arise, express willingness to
cooperate, and then actually be cooperative.

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• Management in Action
Cohesiveness and Conflict at Whole Foods

• A sense of mission and shared values unifies

employees at Whole Foods Market.
• Serving on a team fulfilling a mission gives each
team member a sense of purpose.
• The company’s appreciation of diversity may be a
challenge to cohesiveness.

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• Management in Action - Questions
Cohesiveness and Conflict at Whole Foods

• How does Whole Foods promote team

cohesiveness? What else can it do?
• How should Whole Foods manage the conflict in its
Albuquerque store? What should it do to minimize
similar conflicts in the future?
• If you were in this situation, would your conflict
management styles involve avoidance,
accommodation, compromise, competition, or
collaboration?

©McGraw-Hill Education.
• In Review
1 Discuss how teams can contribute to an
organization’s effectiveness.
2 Describe different types of teams.
3 Summarize how groups become teams.
4 Explain why groups sometimes fail.
5 Describe how to build an effective team.
6 List methods for managing a team’s relationships
with other teams.
7 Identify ways to manage conflict.

©McGraw-Hill Education.