Intro to Organizational Management // Ch. 14 Teamwork

_________________________ is a style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one's own interests.

*Accommodation*

___________________ is a style of dealing with conflict involving strong focus on one's own goals and little or no concern for the other person's goals.

*Competing*

___________________ are different sets of expectations for how different individuals should behave.

*Roles* Whereas norms apply generally to all team members, different roles exist for different members within the norm structure

What are the 4 *Stages of Team Development?*

1) *Forming*: group members attempt to lay ground rules for what types of behavior are acceptable 2) *Storming:* hostilities and conflict arise, and people jockey for positions of power and status 3) *Norming:* group members agree on their shared goals, and norms and closer relationship develop 4) *Performing:* the group channels its energies into performing its tasks.

What are the 4 steps in the *Four-Stage Model of Dispute Resolution*?

1) Investigate 2) Review Findings 3) Apply Solutions 4) Follow Up

Why is Cohesiveness important?

Cohesiveness is important for two reasons First, it contributes to member satisfaction. Second, cohesiveness has major impact on performance

Highest performance occurs when a cohesive team has what?

High Performance Norms but if a highly cohesive group has low-performance norms that group will have the worst performance Non-cohesive groups with low-performance norms perform poorly, but they will not ruin things for management as effectively as can cohesive groups with low-performance norms.

T/F Team members should be selected and trained so that they become effective contributors to the team

TRUE Generally, the skills required by teams include technical or functional expertise, problem-solving and decision making skills, and interpersonal skills. For best team performance all three types of skills should be represented, and developed

T/F Ultimately, teamwork is motivated by tying rewards to team performance

TRUE further, combining individual and shared rewards can reduce social loafing and increase team performance

Groups pass through *Critical Periods* what are these?

Times when they are particularly open to informative experiences. First critical period is in the forming stage Second, the midway point between the initial meeting and deadline

What are some factors that cause great potential for destructive conflict?

sheer number of interpersonal contacts, ambiguities in jurisdiction and responsibility, differences in goals, competition for scarce resources, different perspectives help by members of different units

_____________________________ control decisions about and execution of a complete range of tasks - acquiring raw materials and performing operations, quality control, maintenance, and shipping.

*Autonomous Work Groups* They are fully responsible for an entire product or an entire part of a production process.

Any team or individual has several options regarding how to deal with conflicts. These personal styles of dealing with conflict, differ based on how much people strive to satisfy their own concerns. A common reaction to conflict is _______________________ which is a reaction that involves ignoring the problem by doing nothing at all or deemphasizing the disagreement.

*Avoidance*

Teams do function in a vacuum; they are interdependent with other teams. For example, ______________________ teams are responsible for interfacing with other teams to eliminate production bottlenecks, implementing new processes, and work with suppliers on quality issues.

*Boundary-Spanning* interacting with people in other groups, thus creating linkages between groups

One of the most important properties of a team is ____________________________. This refers to how attractive the team is to its members, how motivated members are to remain in the tea, and the degree to which team members influence one another.

*Cohesiveness* in general, it refers to how tightly knit the team is

____________________________ is a style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties' satisfaction

*Collaboration* goal is to maximize satisfaction for both parties

What is the key element of effective teamwork?

*Commitment to a Common Purpose* best teams are those that have been given an important performance challenge by management, work hard at developing a common understanding of how they will work together to achieve their purpose. Their purpose should be translated into specific, measurable performance goals. Best team measurement systems inform top-management of the team's level of performance, and help the team understand its own processes and gauge its own progress. Teams, need feedback on their performance. Feedback from customers is especially crucial.

____________________ is a style of dealing with conflict involving moderate attention to both parties' concerns

*Compromise*

Several vital roles link teams to their external environments - that is, to other individuals and groups both inside and outside the organization. One type of role that spans team boundaries is the _________________________, which is a team member who stays abreast of current information in scientific and other fields and informs the group of important developments.

*Gatekeeper* information useful to the group also includes information about resources, trends, political support throughout the corporation or the industry.

General team strategies including informing, parading, and probing. What is *informing* strategy?

*Informing Strategy* entails making decisions with the team and then telling outsiders of the team's intentions.

__________________________ are teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits.

*Management teams* the management team is based on authority stemming from hierarchical rank and is responsible for the overall performance of the business unit.

Managers spend a lot of time trying to resolve conflict between other people. You already may have served as a ____________________, which is a third party intervening to help settle a conflict between other people.

*Mediator* done well, can improve working relationships and help the parties improve their own conflict management, communication, and problem-solving skills.

______________________ are shared beliefs about how people should think and behave.

*Norms* teams perform better when they think and talk about their tasks and about how their interact with and depend on one another

_______________________ is a team strategy that entails simultaneously emphasizing internal team building and achieving external visibility.

*Parading*

___________________ is a team strategy that requires team members to interact frequently with outsiders, diagnose their needs, and experiment with solutions.

*Probing*

______________________ work on long-term projects, sometimes over a period of years, but disband once the work is completed.

*Projected and Development Teams* They have specific assignments, such as research or new product development, and members usually must contribute expert knowledge and judgement. These teams work toward a one-time product.

_____________________do all of that and go one step further - they also have control over the design of the team. The decide themselves who to hire, whom to fire, and what tasks the team will perform

*Self-Designing Teams* when teams reach the point of being truly self-managed, results have included lower costs and greater levels of team productivity, quality, and customer satisfaction. Autonomous teams are known to improve the organization's financial and overall performance.

Traditional work groups have no managerial responsibilities, the frontline manager plans, organizes, staffs, directs, and controls them. But a trend has been to give teams more autonomy so that workers are trained to do all or most of the jobs in the unit, and they make decisions previously made any their bosses. ______________________ are autonomous work groups in which workers are trained to do all or most of the jobs in a unit, have no immediate supervisor, and make decisions previously made by front-line supervisors.

*Self-Managed Teams* Self-managed teams tend to be more productive, have lower costs, provide better customer service, provide higher quality, have better safety records, and are more satisfying for members.

Conversely, sometimes individuals work harder when they are members of a group than when they are working alone. This __________________ occurs because individuals usually are more motivated when others are present, they are concerned with what others think of them, and they want to maintain a positive self-image

*Social Facilitation Effect*

Sometime people work less hard and are less productive when they are members of a group. Such ________________________ occurs when individuals believe that their contributions are not important, others will the work for them, their lack of effort will go undetected, or they will be the lone sucker if they work hard but others don't.

*Social Loafing*

An important technique is to invoke ___________________________ higher-level organizational goals toward which everyone should be striving and that ultimately need to take precedence over personal or unit preferences.

*Superordinate Goals* collaboration offers the best chance of reaching mutually satisfactory solutions based on the ideas and interests of all parties and of maintaining and strengthening work relationships.

Two important sets of roles must be performed. ____________________ are filled by individuals who have particular job-related skills and abilities. These employees keep the team moving toward accomplishment of objectives

*Task-Specialist Roles*

______________________ develop and maintain harmony within the team. They boost morale, give support, provide humor, soothe hurt feelings, and generally exhibit a concern with member's well-being

*Team-Maintenance Roles*

______________________ a strategy of teamwork on the fly, creating many temporary, changing teams.

*Teaming* in teaming organizations create many temporary, changing teams, and you might feel like you are in a shifting series of temporary pick-up basketball games, working with different teammates and facing different challenges.

Transnational teams tend to be ______________________, communicating electronically more than face to face, although other types of teams may operate virtually as well.

*Virtual Teams* virtual teams face difficult challenges; building trust, cohesion, and team identity, and overcoming the isolation of virtual team members.

Your organization may have hundreds of groups and teams, and the variety of different types is vast. _______________________ are teams that make or do things like manufacture, assemble, sell, or provide service.

*Work Teams* Typically well defined, a clear part of the formal organization structure, and composed of a full-time, stable membership. Work teams are what most people think of when they think of teams in organizations.

So, managers should build teams that are cohesive and have high-performance norms. What are some actions that can help create such teams?

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) Ties rewards with performance

What does it really mean for a team to be effective? Team effectiveness is defined by three crtieria:

1) Team Productivity: output of team meets or exceeds the standards of quantity and quality expected 2) Member Satisfaction: team members realize satisfaction of their personal needs 3) Member commitment: team members reaming committed to working together again

Different teams, like different individuals, have roles to perform. As teams carry out their roles, several distinct patterns of working relationships develop, what are the six working relationships?

1) Workflow Relationships: emerge as materials are passed from one group to another. 2) Service Relationships: when top management centralizes an activity to which a large number of other units must gain access 3) Advisory Relationships: when teams with problems call on centralized sources of expert knowledge. 4) Audit Relationships: when people not directly in the chain of command evaluate the methods and performances of other teams 5) Stabilization Relationships: involve auditing before the fact 6) Liaison Relationships: involve intermediaries between teams by assessing each working relationship with another unit, teams can better understand whom to contact and when, where, why, and how to do so.

The aim should be to make the conflict productive - that is, to make those involved believe they have benefited rather than lost from the conflict. People feel they have benefited from a conflict when what?

1) a new solution is implemented, the problem is solved, and it is unlikely to emerge again; and 2) work relationships have been strengthened and people believe they can work together productively in the future.

Fast-forming, fast-acting, temporary groups do not have the luxury of time to allow all necessary team processes to develop slowly and naturally. What are some particularly helpful practices in this context?

1) emphasize the team's purpose 2) Building *Psychological Safety* - making clear that people need to and can freely speak up, be honest, disagree, offer ideas, raise issues, share their knowledge 3) Embrace failure 4) Putting conflict to work by explaining how we arrive at our views.

T/F Informing and parading strategies are more effective for teams that are less dependent on outsider groups.

TRUE When teams are very dependent in outsiders, probing is the best strategy.

________________________ are teams that operate separately from the regular work structure and are temporary.

*Parallel Teams* Members often come from different units or jobs and are asked to to do work that is not being done by the standard structure. Their charge is to recommend solutions

______________________________ are teams that are composed of multinational members whose actives span multiple countries. Such teams differ from other work teams by being geographically dispersed, being psychologically distant, and working on highly complex projects having considerable impact on company objectives.

*Transnational Teams*

What is a real *Team*?

A real *Team* is formed of people(usually a small number) 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. Groups become true teams via basic group processes, critical time periods, and the management practices described throughout this chapter.

What are some contributions of teams?

Companies are increasingly using teams to achieve competitive advantage. Used properly, teams can be powerfully effective as a building block for organization structure. Teams can increase productivity, improve quality, and reduce costs Teams also can enhance speed and be powerful forces for innovation, change, and creativity. Teams also provide many benefits for their members. The team is a very useful learning mechanism. Members learn about the company and themselves, and they acquire new skills and performance strategies. The team can satisfy important personal needs, such as affiliation and esteem. Team members can provide one another with feedback; identify opportunities for growth and development; and train, coach, and mentor

Why do teams fail?

Teams fails when individuals have not considered what they bring to the team and how to bring the best in others. To be successful, team members must apply clear thinking and appropriate practices.

The word group and team are used interchangeably. Therefore making a distinction between groups and and teams can be useful. What is a *Working Group*?

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.