‘Way Teams ar ona ‘Noel of team €flasinenesr ea mapelrais Type of Tear ‘Sapecof team Onalopmere hase roe Ct alurcng Confer 9nd Coapaaion Cases Confer Splectatnale coer Werk Team Efactnenes Polutne Oat Sitio of Members nes g¢ Oute 3 Aitarsdyng thin hap, you sou ba 1. Idem hewper of eamsinorginaatone 2 Dison sine eh bhi nd alge fia 2 en rele within wamsand te type eFroleyoucould oly toh a teambe dc 4 Bola generat stages ofteam developmen {ani yan which em ste ad ray of maski cts (Blan he concopis fico cohesiveness and tear ners and the relisonship tesa performance 7. Undertand te causes of confi lin ard arvong ears ad bow 02. Define the aueemes offre teams and how rinagis ca ethanceLeading Teams How Do You Like To Work?" Your approach oyu job or schoolverkmayindicate SCORING AND INTERPRETATION: Civ: yourslFone Inhether you tive ena team. Arswer the questions pone For each odd-numbered ite you marked as Nosy below about your woth preferences Fleabe answer “Thos ed eit pet for each erties bared eo pow twhchecenc sm blow Mealy ese cory Fale matted Mat Flee An pore part of ney mary Feryou agers job into be both part of team and to work lone Troctensmisibicjourprctennet fet ene werk ‘Temmverkean be benh Fusracing ard meta ting, you! Mon’ fans’ cored eww of fewer point, you deity preter individual Pus pane Gnas ba er ‘oe A scsi oF ire or aboretumta ary nf ‘an go atau ah singe Asarftviete singe com oF ee Tie oaa rjweding eos nel og tea A wabsiomnger sends Ne rae re daboth impel rathr than face hele of eee Lee he perv acm ‘whan working with eter 4. I pafr to doy ew work and et thers oo his — 5. I getmore saison oma group victory than a incl Neer —— 6 Teamwork snot wordoile hen people Jone do thet 7. el good whan I work wih th erevenwhenwe Sangre | | prefer ray en mys rather tan eters amassignment ‘Many people yst their ist management experience iva team seiting, and you will probably sometimes have to work in @ team ax @ now manager, Teams have become the primary way ix which many companies accomplish their work, fom the sssanbly line tothe executive suite. Teams have real advantages, but it can some times be tough to work ina team, You may have already experienced the challenges ftoamsrork as stedort, where you've had to give up some ot your intgpenstence snalscy oa the tea to pesforn well inorder to care a good prod. ‘Goo! teas can be highly productive, but tenets agen’ alWay's successful, In a survey of manuincturing organizations, about 8U percent of respondents said they lused dome kindof teams, bul only 14 percent of those companios rated thei eam sfortoas highly effective Just over halfof the respondents nid thee efforts wero only “somewhat efsctive” and 18 peseat considered ther eforts no fective at all? "This chapter focuser om tcome and thoir applistions within organizations: We Fiat look at whhy organizations ues fine, discs the dilemma of teamwork, and provide an avorvive of what makes an effective team. We define various Iypes of teams, explore the stages of foam development, and examine how characteristics fish te 5x6, cohesiveness, diversity, and noeme infiuonas team oifectvonoss. We tha discus how individualacin make conteibutiona lotaams, look at techniques for inwnaging tem conflict, and describe how negotiation ca Facilitate cooperation and teamutork. The final section of the chaptorfaesos on the outcomes of fiextive wore nye ON eK COtuxima within onganieations, Teams ne a contal spcet of organizational if, aed the ability wo manage hem Isa vial component of manager and onganiation success. conetpCatieatine th poner ese ant ‘Shut tns Amon cas ung oro ‘ona Chto Tea (pevowsy he's Poxal oer Gn Why Teams at Work? Why aron’t organizations just collections of individuals {goiig thelr own way and doing their ewe thing? Clearly, Eamivork provides benefits or companies woulda’ cor le to use this structural mchanstn. Organizations sceby ‘hole vey naturomade up of various individuals and jroupe that haveto wore together and coordinate their activites to accomplish objectives. Much work in organizations i inter Jdependen, which means that Individuals and departments ‘ely on other individuals and departments fe ieforenstion or esourceste accomplish thet work. When lsksae highly interdependent, team can be the Best approsch to ensaring the level cf coorcinatinn information sharing. and exchange of materiale necessary for scccooful task acsomplishmssnt What Is a Team? A teamisa unit of woormore people who interactand.cooe inato heir work to accomplisn a specific geal” At Cue ‘du Solel, the CEO, chief operating officer, chie! financial EXHIBIT [17.4 Difeences Reever Groups and Teams id ound hued pps oi “ay camption pacngharice and een, ing officer, and vio president of cretion Rarction as 3 top many agement team to develop, ccordinaie,and oversee acrobat troupes that travel io approximately 1 cities on our cont rnenis a yeor. Google assembles teams of three oF four employees to assess new ideas ‘andrsommend whether they shouldbe implemented. Anta the Ralston Foods plan in Sparks, Nevach, teams of prion workers handle ll team hiring, scheduling. quality, Uadgeting and clciplinary isn! “The desinition of a team has these components, Fst two or more people are aquired, Secon, peaple ina team have regulor ileroction, People who do not inter cts such as when standing inline at lunch counter riding in an slovator da 0 Compose atcarn Th, pple ina tim sharea performance goal, whther to desig 2 ncte handheld computing device, build snengine, oF complete 2 cass project ihugha team isa group of people te two terms arenet interchangeable. An lomployer 4 facher or saxch ear putt togethers group of poopls and never build 3 team, The team concep implies 2 sense of shared mission ard sollective resporsibil ity Exhibit 171 liste the primary dlferences boheven groups and teams. One exam ‘ofa true team comes frm the military, where US, Navy surgeons, MISES, afssthest Slogisie ard technicians make up eight person forward surges! ams that operated + Has dented arog eae + Hodis scone 1 SEA MALT pps Ba ap onde + Has india work pode + Hursetfcin meting + Shares ott ladeip oles 1 Holds tem accountable cach ele Sas peice sino pup + Haseallctrework products + Fura meting ht encourage open ‘ded decison ana protien slnng + Messrs fctveres ndcty by nfuenes on « Neasaresctvenes det y Basis (ach ruil peformanc) sastsog calc work Dieses dads, deeuesvort ts ndidunl + Discs, decides, shares rk SOURCE Aten bn tah yn Sah“ Din Tn mn rel(Custer 17 Lesvnc Tass fur the first tine ever in combat during Opemtion lagi Frsedom. These tens were catered over Iraq and were able to move to new locations and be sot up within sn Tour. With a goal of saving the 15 to 20 pencont of wounded soldiers and divine sho willis unlosthoy receive critical cate within 2! ars, mombors of thoes foams smscothly coordinated their actvitiss to accomplish aeial shared mision ‘The Dilemma of Teams fyou'se been in class weer the fastructor announced that past ofthe praxte would based on a team project you probably heard.a few groans. The same thing hap- 1s in organizations. Some people ke the idea of teamwork, others hate Haid many poople have both postive and regative emotions about working as par of a ‘wom There ate thre primary reson teams presenta dena for mest paple 1 We ave to give wp onriudependence. When people become partof 2 team, the success depends on the reams sucess: therefore, they are dependent onthow well ther people perform, antjuston theirown individualinitative acacions, Most people are comfortable with the ideo of making sacrifices to achieve their own Individual success, yet teamwork demands tht they make sacifices for group) success! The idea is that each person shoud pat the team fits, oven ¥at times. thurs the individual. Many employees, particularly in ireividualistc cultures such asthe United States, havea hurd time appreciating ard accepting that con ‘cept Some cultures, such as Japan, have had gieater success with teams because traditional lapanesc cute values the geoap over the incvical We have to pat up mith foe riders. Teas are somtimes mado up of poople who howe differontwatk ethise The term frog ridorreorsto-tonm mamtbor who ating benefit fom torn meraburdhip but docs at actively participate in and contibate tothe tam’s work You aight have experienced this frtstration in # student proj toum, wwheewone ment put itl ort nto tho group pesjct bat bunofto! om lls hard week of others whon grads wons handed out Foe ring fe sometimes called soci aging sense some members no exert eq efor. Tenn are sometinns dysfenctionsl. Some companies have had geal success ‘with tam but there ar also numerous examples of how teams in Ongenzations Fai spectacularly" A great deal of rexneeh and cam experience over the past Fw Accados has procuced significant inaghts into what couscs teams to sacced oF fal. The evidence shows thst hevr teams are mensged plays the mest extol indtenmining how wall they kunstion? Exhibit 17.2 Ist five dysfunctions that tre common i teams and describes the contrasting desirable characteristics that tffisstive team ladors develop. EXHIBIT | 17.2. FxeCommon Dysfunctions of Teams sos Effective Tears Characeer Lk of Trast-Poepe done aft womens shane Trnt-Manbars ras one acs on «hep ene fe ea afb bing ahr ne anote Fear ef Conit-People go along wih ahs fer tesco HaathyConit-Nlens fel comoriaediagenrg nd army, dor'texpress config opin. deaf Comniment-Ifpeple se afaidtoepratherenie —Conmien Sproen acts pi er te Eefeat ta ten Sera tien perec ley residing pts decione ‘Avoidance of Accourbiy~People dovtaceptrespnsiiliy _AcourtabftMrbes hold one anetheraccounablerather foroucores,erggein ger peiing whenthngsgowrorg, han reyingoe marayers2sthesouceofaceurably, Intron tn Ran Calenging one anecorn thirteen bec soton. Bruel are pron sh able, people can enter ppl sbiin erthe Rats ty dll abr a prota reedsoftherindicldeparmens shad ofeoleme esis, fesuanuhit beer teteam, Coleen eves SCUICE BaedonPask ic fe econ ame Ya ty is, 2),(Cramer 97 tes Tne Good team leaders understand and marage stages of teum development, cohesive- ness, norms, and conflict build an effective tear. These processes ace influenced by teamand organization characteristics and by the ability of members andl leaders to direct these processes in a postive manner Effective Team Leadership ‘Team leaders play an important cole in shaping team effectiveness. [a addition to managing internal peocestos, there arc throe specific ways in which loders conti tte to team soccese 1 Rally peopte crowd a competting purpose. Is he lesser» responsibilty to fricalate 4 long, compelling purpose and direction, one ofthe hey elements of ‘ffsstive teams. This ensures Ihateveryone is avingin the same direstion rather than floundering around wondering why the term ivas created and sehr is supposed 10 be soit 1 Share power. Good team leaders embrace the concept of teamwork in deeds as well as words. This mears sharing power, information, and responsiiliy. scans letting team members wha do the work have a say in how ta do it. It ssguizes that the leader have faith that team members wil mke good decisions, even if those deesions might not be the ones the leadee would mek, 1 Adinitiguorance, Often, peopleappprintes to lea teams ine thal they dant know nearly as muchas hei teamiates know. Good tent leadersaren’ tava to admit their ignorance and ask for help. Mis serves as a flibdity med! shat leis people Junow that lack of hnowled ge, probems, concerns and mlakes canbe discussed openly without fae of appeating incom patent. Although is hard for many aa gers believe, admitting ignorance ané being willing to learn fom aller can ‘com the respect of team members faster than almest aay ofber behavior. Ge Fic vere inaectire che experiemial exercise on page 526 that pertains t sor ‘TakexMomentTypes OF TEAMS Organizations use many typos of teams, Some are created 3s part ofthe rganizs= tion's formal tructune and ethersare designed to increase employee paticiption. Formal Teams Formal teamsare creat ty the orgarizatin aspar of te formal organization struc ‘ur. Two common typescf fonnal teams are vertical aa herizcetal, which typically represent vertical and horizontal stctural relationships as described in Chapter 9. These two types of eams are illustrated in Exhbit 174 Vertical Team A vertical lexm is compos of merager and his oe hee suboo= dinates in the formal cain of command. Sometimes called a feston! ta 07 a ‘omar tem, the vertical team may in some ese nce tree 0 fur levels of Iicarehy within a functional depart. Typical, te vet teams includes single deportaen! in an organization. The thishi nursing tum onthe scoond Aor oft Luke's Hospital a vertical team hat inclucesaurssandasupevisoe. Sanda alysis department quality ontel department, en acount dpar= nena human resource department areal verti of command tems Ech is create theongnization tain specif gels through members jit activites and interactions formaltean Aton oxo ‘peoeenanaten pat chichimalosnvatve ance serizalteam Alara,customers, supplies, corsuliants, or other outsiders, Team members we emul, Insiant messaging, telephone and text messaging, wikis and blogs, videoconferencing. anol tcnoley esto ote an prion th work hou fy igh also sometimes meet face to face. Many virtual ams azo cinss functional teams # Emphasis wivny customer peolems orcomplting specie pec Others eps manent sclfdiected teams. With vitual teams, fen membership may change fairly quickly, depending on the tasks to be performed." One of the primary advantages of virtual teams is the abiity o rapidly assemble the most appropriate group of people to complete a com plex projet, solve a particular probiem, or exploit a specific strategie opportunity Vital toame peosnt unique challengee, Exhibit 175 liste some eetical areve manage cers should address when leading virtwal teams. Each of these arene is discussed in mre detail below + Using tehuology to build relationships crucial fr effective virtual teamwork, Leaders first select penple who have the right mix of technkal, interpersonal, and communication skills to work iva virtual environment, and then make sure they have opportinites to know oneanother and esiablish trusting relationships. Encouraging online social networking, where people can share photos and pore somal Biographies, i one key to virtual foam sucess, Leaders also build trast by making everyone's role, responsibilities, and authority clea from the beginning, by shaping nonmsof full disclosure and respectful interaction, and by providing. a way Tor everyone tostay up-to-date. Ina study of which technologies make vit- tual toams suceessiul, researchers found that round-the- srt petitive and adversarial rather than col~ —roperyese,andunon namberssndNeuce anagem, pleted hee che Inborative, and does not typically Iead to Srlpetnentana corserecunatelatne eooaation Tey chenonce es positive long-term relationships.” rosseehgh pty ilee una aaa ainda. Most experts emphasize the value of Integrative negotiation for today’s collaborative business environment. That is, the key to effectiveness isto see negotiation aot as a zero-sum game but asa process for reaching a creative solution that benefits everyone." Rules for Reaching a Win-Win Solution Achiev integrative negotiation is Based on four key statgies®™ n-win solution through 1. Separate the people from the problem, For successful integrative negotiation, peo- plestay focused on the problem and the soarce of conic! rather than attacking or tempting to discrediteach other Focus o# interests, uot current demands, Demands are what each person ‘wants from the negotiation, whereas interests are why they want them. Con- sider two sisters arguing over the lst orange in the fruit bow. Each insisted she should get the orange and refused to give up (demands). Then, the girls’ aunt walks inand asks each of thee sey they want the orange (interests). AS ‘t turned out, ore wanted to ca! it and the other wanted the peel to use for 4 class project. By focusing on the interests, the sistess arrived at a solution that got each person what she wanted.” Demands create yes-or-no obstacles ‘effectivenegotiation, whereas interests present prablemsthat canbe solved Inge segtition A cca pao 3 Generate many alternatives for mutual ga, Both pats nan integrative nego- anh ate snr ‘ation come up witha varety of option for solving the problem and engage httinnavhect in give-andtake discussions about which allematives can ga cach site what it Seencsiuos pattrets wants toh det het 4. Insist that results be based on objective stantards. Each party in a nepotiae — Atibatvenepotation tion has its own interests and would naturally like to maximize its outcomes. Suecessfal negotiation requires focusing on objective criteria and maintaining standards of Jaimess rather than using subjective judgments about the best solutionuarten 17 Lene Tens in terms of productive output, personal satisfaction, and the eapacity to adapt and learn, managers can better identify actions that will enhance work team, ‘ffectiveness* Productive Output One aspect of effectiveness relates to whether the team’s output (such as decisions, products or srvizes) meetsthe requirements ofcustomers or liens in terms of qual= ty, quantity and timeliness. An IBM team made up of members in the United States, Germany, and the United Kingdom, for example, used collaboration software as a virtual meeting room to solve a client’ technical problem resulting from Hurricane Katrina within the space of just a few days. Whether oalire or in physical space, cifestive meetings are essential o effective teamwork, The Manager's Shoptalk gives some tips fo running a great meeting, Effective teams can unleash enormous energy and creativity from employees. Social facilitation refers to the tendency for the presence of others to enhance one’s motivation and performance. Simply being ia the presence of other peo: ple has an energizing effect.* This benefit of teams is often lost in vietual and global toams because people are Working in isoletion from their teammates, Good virtual team leaders build in communication mechanism tbat heep pes ple interacting Satisfaction of Members Another important question is whether the team experience contributes to the ‘well-being, personal satistaction, and development of its members Efective teams provide multiple opportunities for people to salisly their individual needs and to Aevelop both persorally and professionally” As described in Chapter 15, employ- ces have needs for belongingness and affiliation, and working in teams can help ect these newds, Participative teams can also reduce boredom, incresse individu als’ feeling of dignity and self-worth, and eontribute to skill development because the whale person isemployed. At Radius, a Boston cestaurant, for example, two- person kitchen teams have Fl fespensBilly for thelr part of a meal, which gives them a greater sense of accompliskment and importance and enables them to expand their culinary and opganizational skills.” People who have a satisfying team envionment cope belter With stress, enjoy ther jobs, and have a higher level ‘of organizational commitment Capacity to Adapt and Learn _Aprofessor of management at Sania Clara Univensty analyzed 14 years of National Basketball Association results and found that teams that had played together b sger won more games. By playing together over a period of time, members learned to anticipate thoir teammates’ moves and adapt theie own behavior to defen the compatition.* The same thing happens in effective work teams, where memters cam anticipate one another's actions and respond appropriately. good example i the emergency room trauma team at Massachusetts General Hospital, which fune= tions so smoothly that the team switches leaders seamlessly depending on the erie sis ot handl, With each new emergency; direction may come ftom a doctor, nurs, inlezn,ortechaician—whoever is paticularly experienced with the problem ® Over time, effective teams learn ftom experience and use that learning to revitalize and regenerate themselves, smoothly sdspfing to shitting organizational and compe tivedemands." 523 sas faitation The n= eye peer th frst lentes nda’ tmoteion and pee.Manager’sShoptalk How to Run a Great Meeting Aneceat suey in the Uned States Britain found that people spend an average of 55 hours a week in roctngs,yot 6? porcint of respondents considered most ofthat time wasted. Meetings cin bo exelent avenues fo solving protlems, sharing informatica, and achieving stared goals, ut good meetings don't jus happen. Here are some tips on how to make meetings worthwhile and praductive: Prepare in Advance ‘Advance preparation is the single most impertant toalforrunning aneffeient preductive meeting. Define the purpose ls the meeting’ purpose toshare information, dra on paripants’ expertise and skills, lc their commitmentto ppc, orcoondinae the effrts required t> Accomplish a spectictast? Thelener needs to boclea about hat the purpose Ifa mosting isn’t cesta, dont ave it site the eight people Moctngs fil when foo _many too fw, or the verong penpe are inv ‘Don’ tletthe meotng et too big, but make sure everyone with contibution to make ora stake inthe topics represented. = Prepare an agenda and identify the espected ont- cone. Dstrbutinga simple listof the topiesto bediscusted leis people kre that texpest. If the moetingis br exploration enly sy 00, A lac ‘of lesion making can be fasting partc- ppantsexpect action tobe taken. Bring Out the Best During the Meeting Dring the meting, certain tchngues will ring out the best in people andeasurea productive session = Startom tin, sate the purpeseand review the ‘agenda Stringon tine ae yb vale, bsnl poopletha the topicisimportant and that theleoder vals thee ne. Begin by stat= ing tbe meetngsexplit purpose and diving, ‘what should keaccomplied by itsconcisicn. © Establish ground mules. Outawingcell pores, PDAs and lptops con make sure people aren't listracted. Other rales concern how people should interac, such as emghasiing sual pa ticipation and sespectul isting, 1 Creat involvement. Good Iaders draw out the sient are cana thetakatve so that the meeting int dominated by one orto assertive peopk: In addition, they encourage a fe low ofidess, provoke uiscussion wth epenrended qusstions, aad make sure everyone Fels heard 1 Keep it moving. Along partipans tovwaste time by geting int discussions ofissuesnot ‘onthe agenda ea primary wasn poopls hate _mectings Move tho mosting algae necded to met time constants Attend to the End as Much as the Beginning Review and follow-up is important to survmarize nd implement agreed-upon pints © Ent with a call to action Summarize the dscus- sin, reviewany decisions made, ane make sure viryane understands hs or her aesgnmants. © Fallow up sity. Send a short memo tosum- _marize the meeting's key accomplishmerts, ‘outline agreed-upon sctivitis, and suggest schedules for implementaticn, SOURCES Bast on Suen Bats Leining to Lead: Tine Step Pine Pesustve Metin Suprioa (Agus 200) 1849; eh Bakevie-Runniag an Eecite Meting Corr inc Reve (Ag 3007) 8-8, hr DvonkCapomte Meetings GoTrougha Makees" Teta Stetfornal Much, 0 Aron e,"How Jo Rina Meng Hansel Basins Recto Mach-Apat 1979) 1-13 and Rik sis Emly M.A Sooton an Rib ab Cetng Dyn Eng Pros Mtns "er Lr Sprig 25) 3-58