Chapter 10: Teams PDF

10-1 Differences Between Groups and Teams work group : A group that interacts primarily to share information and make decisions to help each group member perform within their respective area of responsibility.A work group's performance is simply the sum of its members' individual contributions, lac...

10-1 Differences Between Groups and Teams work group : A group that interacts primarily to share information and make decisions to help each group member perform within their respective area of responsibility.A work group's performance is simply the sum of its members' individual contributions, lacking positive synergy that enhances overall outcomes. It is a collection of individuals working with some interaction or dependency. work team: A group whose individual efforts result in performance that is greater than the sum of the individual inputs.A work team, on the other hand, generates positive synergy through coordination.Teams are more likely to be constantly changing and adapting rather than static entities. Work groups and work teams share elements like behavioral expectations, group dynamics, and decision-making, but differ in purpose. Work groups gather information for decision-makers outside the group, while work teams are purposefully structured for symbiotic interaction. Teams have the potential to increase organizational output without added headcount, but positive synergy isn’t guaranteed. Effective teams require specific characteristics, which management must foster to improveperformance. 10-2 Types of team problem-solving: A team of employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.Problem- solving teams often lack authority to implement their suggestions directly, but when paired with implementation processes, they can drive significant improvements. self-managed work team: A team of employees who autonomously implement solutions and take responsibility for the outcomes of the solutions (responsibilities normally adopted by supervisors). Self-managed work teams consist of employees who handle interdependent tasks and some supervisory duties, such as planning, decision-making, and problem-solving. These teams may even select their members and evaluate performance. CHALLENGES: While self-management can reduce the need for traditional supervisors, challenges arise from lack of authority and accountability, which can lead to time spent aligning team goals. Research on their effectiveness is mixed. Team performance improves when behaviors promoting teamwork are rewarded, but conflict can hinder cooperation unless members feel psychologically safe. cross-functional team : A team of employees from about the same hierarchical level but from different work areas who come together to accomplish a task.It allows people from diverse areas within or even between organizations to exchange information, develop new ideas, solve problems, and coordinate complex projects. CHALLENGES: Cross-functional teams are challenging to form and manage due to leadership ambiguity among members at similar organizational levels, requiring trust- building to avoid conflict. Their development takes time as members adapt to diverse perspectives and complexities. Trust and teamwork are slow to establish, and in flat organizations with dispersed power, the benefits may be minimal. Such structures often have existing processes for coordination, reducing the need for these teams. SOLUTIONS:To improve cross-functional teams' success, organizations can use portfolio governance teams (PGTs), where leaders from different functions collaborate, leveraging their teams while reducing conflict. Outside of PGTs, success can be enhanced by: 1. Assigning an accountable leader. 2. Setting clear goals, resources, and deadlines. 3. Defining a clear mission. 4. Regularly reevaluating progress. 5. Disbanding ineffective teams if necessary. virtual team: A team of employees that uses technology to tie together physically dispersed members in order to achieve a common goal. Virtual teams require different management due to unique interactions and limited social cues. They may share more unique information but can be less open overall. To ensure effectiveness, managers should: 1. Build trust, as even minor conflicts can damage it. 2. Monitor progress to maintain focus and accountability. 3. Publicize team efforts to avoid invisibility. 4. Select members with competencies suited for virtual collaboration. multiteam system: A collection of two or more interdependent teams that share a superordinate goal; a team of teams. CHALLENGES: In multiteam systems, strong identification with one’s own team can cause conflicts, while identifying with the broader system can reduce conflicts and enhance performance. However, this broader identification may create uncertainty about norms and roles, potentially leading to burnout and lower performance. Decentralized planning can boost performance but may increase coordination challenges. Effective leadership is crucial, requiring facilitation of team coordination and direct team leadership. Teams with more organizational support and leader engagement tend to feel empowered and perform better. 10-3 Creating Effective Teams  Team Context (1) Adequate Resources Teams rely on external organizational support, such as information, equipment, staffing, and assistance. Resource scarcity undermines team performance, making organizational support critical for effectiveness. (2) Leadership and Structure Effective teams require clear roles and workload sharing, achieved through leadership and structure. Leaders motivate, influence job attitudes, and maintain equitable relationships to foster team cohesion and performance. (3) Culture and Climate Teams benefit from collaborative climates promoting vision, creativity, and performance. Strong team climates enhance financial and innovation outcomes, while fairness in policies and procedures improves attitudes and reduces conflict. (4) Performance Evaluation and Reward System Hybrid systems combining individual and team-based rewards encourage both personal contributions and group success. Constructive feedback boosts performance, but fairness in reward distribution is essential to avoid bias. (5) Crises and Extreme Contexts In crises, effective leadership, adaptability, and structured team roles are critical. Leaders guide problem-solving and planning, while flexible scaffolds support coordination. Positive attitudes and informed decision-making improve team responses under stress.  Team Composition The team composition category includes variables that relate to how teams should be staffed. (1) Abilities of Members Team performance depends on members' skills, knowledge, and abilities, including conflict resolution, communication, and goal-setting. Complementary backgrounds enhance creativity, while experience and collaboration improve problem-solving over time. (2) Personality of Members Personality traits like conscientiousness, agreeableness, and emotional stability strongly impact team dynamics. Agreeable and open members foster cohesion and creativity, while emotionally stable individuals handle conflict well. Team proactivity also boosts innovation. (3) Allocation of Roles Teams perform better when members fill roles based on their strengths and preferences. Core roles, like key workflow contributors, are especially critical. Managers should align tasks with individual abilities to maximize team effectiveness. (4) Diversity of Members Diversity initially poses challenges, such as communication barriers, but can enhance creativity and reduce errors over time. Diverse teams that persist tend to outperform homogeneous ones in information sharing and innovation. (5) Cultural Differences Cultural diversity can hinder short-term collaboration but eventually improves performance by providing varied perspectives. Minority members often benefit more from diversity, highlighting its potential for fostering inclusivity and creativity. (6) Team Size Smaller teams are more effective, with optimal size often between 5–9 members. Larger teams face communication issues, reduced accountability, and social loafing. Dividing large teams into subgroups can improve coordination. (7) Member Preferences Some individuals prefer solo work, which can harm team morale and satisfaction if not managed. Managers should consider preferences, along with skills and traits, to build teams of members who thrive in group settings.  Team Processes and states These characteristics tend to be excellent predictors of team performance and team member attitudes. They are especially important in larger teams and in teams that are highly interdependent. 1. Common Plan and Purpose Effective teams start by clearly defining their mission, goals, and strategies. Teams perform better when they collectively develop and commit to a shared purpose, which acts like a GPS for guidance. Reflexivity—adapting plans as needed—is crucial for adjusting to challenges and improving performance, especially in high-pressure situations. Teams with strong planning and adaptability tend to achieve better results. 2. Mental Models (mental model Team members’ shared knowledge about the key elements within their task environment) Effective teams share accurate mental models, ensuring they understand their task environment and roles. Misaligned models lead to misunderstandings and poor performance. Transactive memory systems, which clarify "who knows what," are essential for assigning tasks efficiently and maintaining performance, particularly in high-stakes settings like hospitals. Communication is key to sustaining shared mental models. 3. Team Conflict Conflict can either help or harm teams. Relationship conflict is usually harmful, while moderate task conflict can boost creativity and problem-solving. Teams benefit when conflicts are resolved through open discussions rather than personal disputes. Factors like team diversity, support perception, and social capital influence the frequency and outcomes of conflicts. 4. Social Loafing Teams combat social loafing by holding members accountable for their contributions. Clear individual and joint responsibilities help ensure everyone contributes to achieving team goals. 5. Team States Emergent states, such as collective motivation and positivity, are critical for team effectiveness. These states influence how team members approach teamwork and can significantly impact team success. 6. Motivation Successful teams set clear, challenging goals aligned with their mission. Individual goals should support team objectives. Motivation is also sustained by strategic resource allocation and adapting to wins and setbacks, as seen in sports teams optimizing player performance. 7. Team Efficacy Confidence in team success, or team efficacy, drives performance, especially in interdependent tasks. Teams build efficacy through small successes and skill-building. Strong team efficacy motivates members to work harder and collaborate more effectively. 8. Team Identity (team identity A team member’s affinity for and sense of belongingness to their team)Strong team identity fosters dedication and cooperation, especially when members feel included and respected. Positive organizational identity enhances team identity, promoting collaboration across teams. Managers should nurture team identity, especially in virtual settings where it may be weaker. 9. Team Trust Trust is vital for team performance, especially in virtual teams. It grows through shared experiences and mutual support. Trust buffers stress and enhances collaboration but can be repaired if broken. Leadership plays a key role in building and restoring trust. 10-4 Turning Groups of Employees into Teams Selecting: Hiring for Team Effectiveness Some individuals naturally possess strong team skills, so managers should hire candidates who excel in both technical and team roles. Managers often match candidates with teams where they will fit best, and some opt for "cluster hiring," selecting pre-formed teams to save time, though this carries risks. With the rise of remote work, managers should prioritize skills like leadership and communication for virtual teams. Training: Creating Effective Teams Team training helps members develop skills, shared mental models, and effective knowledge systems, which are essential in industries like healthcare. Companies often struggle with knowledge sharing, and effective virtual memory systems are increasingly vital. COVID-19 emphasized the need for teams to adapt and learn quickly. Team training is an ongoing process, requiring regular updates to address evolving needs. Rewarding: Providing Incentives for Exceptional Teams Reward systems should promote cooperation rather than competition. Recognizing team efforts, whether through financial rewards or experiences, fosters unity and motivation. Celebrations, such as virtual events, can enhance team morale. Team- based rewards work best when tied to individual contributions while encouraging collaboration. Intrinsic rewards like camaraderie and personal growth also motivate team members and create a sense of fulfillment. 10-5 Beware! Teams Aren’t Always the Answer The Costs and Challenges of Teamwork Teamwork often requires more time and resources than individual work due to increased communication, conflict management, and meetings. The benefits of teamwork must outweigh these costs. Excessive team demands can overwhelm employees, lowering morale. Effective teamwork requires proper resources, smooth leadership transitions, and well-managed motivation and conflict. When to Use Teams vs. Individuals To decide between teams or individuals, consider three factors: 1. Complexity and Perspectives: Use teams if the task is complex and needs diverse input; simple tasks are better for individuals. 2. Common Purpose: Teams are ideal when tasks align toward shared goals, such as integrated customer service teams in dealerships. 3. Interdependence: Teams work best when members rely on each other for success, like in soccer, whereas independent tasks, like bowling, are suited for individuals.