team work & performance

7/30/2019 Team Work & Performance

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Teamwork and TeamPerformance

Teams are worth the

work


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Copyright 2008 John Wiley & Sons, Inc. 9-2

Study Questions

What is a 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?


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What is the nature of team and

teamwork?

Team

small group of people with complementary

skills, who work actively together to achieve a

common purpose for which they hold

themselves collectively accountable


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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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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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teamwork?

How to Create a High-Performing Team

Communicate high-performance standards

Set the tone in the first team meeting Create a sense of urgency

Make sure members have the right skills

Establish clear rules for team behavior


7/38Copyright 2008 John Wiley & Sons, Inc. 9-7


teamwork?

How to Create a High-Performing Team

As a leader, model expected behaviors

Find ways to create early successes Continually introduce new information

Have members spend time together

Give positive feedback




teamwork?

Homogeneous teams

Members are similar with respect to such

variables as age, gender, race, experience,

ethnicity, and culture




teamwork?

Heterogeneous teams

Members are diverse in demography,

experiences, life styles, and cultures



Figure 9.1



What is team building?

Team building

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



Figure 9.2



What is team building?

Formal retreat approach

Team building occurs during an offsite retreat

Continuous improvement approach The manager, team leader, or group members

take responsibility for ongoing team building

Outdoor experience approach

Members engage in physically challenging

situations that require teamwork



How does team building improve

performance?

New members may worry about:

Participation

Goals Control

Relationships




performance?

Tough battler

frustrated by a lack of identity and may rejectauthority

Friendly helper insecure, suffering uncertainties of intimacy and

control

Objective thinker anxious about how personal needs will be met

in the group




performance?

Distributed leadership

sharing of responsibilities for contributions that

move a group forward

Task activities

various things members do that directly

contribute to the performance of important

group tasks



Figure 9.3




performance?

Maintenance activities

support the social and interpersonal

relationships among group members


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performance?

Groups members should avoid the followingdisruptive behaviors:

Being overly aggressive toward other members

Withdrawing and refusing to cooperate withothers

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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performance?

Role

set of expectations associated with a job or

position on a team

Role ambiguity

occurs when a person is uncertain about his or

her role


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performance?

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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performance?

Role conflict

occurs when a person is unable to meet the

expectations of others

Forms of role conflict

Intrasender role conflict

Intersender role conflict

Person-role conflict Interrole conflict


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performance?

Norms

represent beliefs about how group or team

members are expected to behave

rules or standards of conduct


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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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performance?

Cohesiveness

the degree to which members are attracted to

and motivated to remain a part of the team


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performance?

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 orcrisis


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Figure 9.4


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Figure 9.5


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How do teams contribute to the

high-performance workplace?

Employee involvement team

applies to a wide variety of teams whose

members meet regularly to collectively examine

important workplace issues

Quality circle

small group of persons who meet periodically to

discuss and develop solutions for problemsrelating to quality and productivity


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Cross-functional teams

Consist of members representing different

functional departments or work units


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Functional silos problem

occurs when members of functional units stay

focused on matters internal to their function and

minimize their interactions with membersdealing with other functions

also called functional chimneys problem


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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


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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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Self-managing teams

small groups empowered to make the decisions

needed to manage themselves on a day-to-day

basis

also called self-directed work teams


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Figure 9.6


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Multiskilling

team members are trained in performing more

than one job on the team


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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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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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