Chapter 1 - Organization and teamwork

Self-managed team

a team in which members are responsible for an entire process or operation. It manages its own activities and requires minimal supervision. Typically, these teams control the pace of work and determination of work assignments. Fully self-managed teams select their own members. Self-managed teams represent a significant change for organizations and managers accustomed to rigid command-and-control structures.

Task force

a team of people from several departments who are temporarily brought together to address a specific issue. A task force is formed to work on a specific activity with a completion point. Several departments are usually involved so that all parties who have a stake in the outcome of the task are able to provide input.

Cross-functional team

a team that draws together employees from different functional areas. In contrast to functional teams, a cross-functional team, or horizontal team, draws together employees from various functional areas and expertise. Cross-functional teams can facilitate information exchange, help coordinate multiple organizational units, encourage new solutions for organizational problems, and aid the development of new organizational policies and procedures.

Committee

a team that may become a permanent part of the organization and is designed to deal with regularly recurring tasks.a committee usually has a long life span and may become a permanent part of the organization structure. Committees typically deal with regularly recurring tasks, such as addressing employee grievances.

Problem-solving team

a team that meets to find ways of improving quality, efficiency, and the work environment. It is assembled to find ways of improving quality, efficiency, or other performance measures. In some cases, a team attacks a single, specific problem and disbands after presenting or implementing the solution.

Virtual team

a team that uses communication technology to bring together geographically distant employees to achieve goals. A virtual team is composed of members at two or more geographic locations. Research indicates that virtual teams can be as effective as face-to-face teams, as long as they take steps to overcome the disadvantages of not being able to communicate face to face. For instance, some virtual teams meet in person at least once to allow the members to get to know one another before diving into their work.

Functional team

a team whose members come from a single functional department which is based on the organization's vertical structure. A functional team, or command team, is organized along the lines of the organization's vertical structure and thus may be referred to as a vertical team. Such teams are composed of managers and employees within a single functional department, and the structure of a vertical team typically follows the formal chain of command.

Decision by consensus

discussion leads to one alternative being favored by most members and the other members agree to support it

Destructive Conflict

diverts energy from more important issues, destroys the morale of teams or individual team members, or polarizes or divides the team

Decision by majority rule

formal voting may take place, or members may be polled to find the majority viewpoint

Decision by lack of response

one idea after another is suggested without any discussion-taking place

Decision by authority rule

the chair, manager, or leader makes a decision for the group

Decision by minority rule

two or three people are able to dominate or "railroad" the group into making a decision to which they agree

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 - Find ways to create early "successes" - Have members spend time together - Give positive feedback

Team Development

- Forming: The forming stage is a period of orientation and ice-breaking. - Storming: In the storming stage, members show more of their personalities and become more assertive in establishing their roles. - Norming: During the norming stage, conflicts are resolved, and team harmony develops. - Performing: In the performing stage, members are really committed to the team's goals. - Adjourning: Finally, if the team has a specific task to perform, it goes through the adjourning stage after the task has been completed.

Potential Disadvantages of Group Decision Making

- Individuals may feel compelled to conform to the apparent wishes of the group - The group's decision may be dominated by one individual or a small coalition - Group decisions usually take longer to make - Potential for groupthink - the tendency of members in highly cohesive groups to lose their critical evaluative capabilities

Potential Advantages of Group Decision Making

- More knowledge and expertise is applied to solve the problem - A greater number of alternatives are examined - The final decision is better understood and accepted by all group members - More commitment among all group members to make the final decision work

When a variety of expertise is needed

-To share the workload in accomplishing goal - When creativity and innovation are needed - For tasks high in complexity - For tasks that have many interdependent subtasks

Organization Chart

A diagram that shows how employees and tasks are grouped and where the lines of communication and authority flow

Organization Structure

A framework that enables managers to divide responsibilities, ensure employee accountability, and distribute the decision-making authority

Core Competencies

Activities that a company considers central and vital to its business

Characteristics of Effective Teams

Clear sense of purpose Open and honest communication Creative thinking Accountability Focus Decision by consensus

Team Conflict

Constructive Conflict Destructive Conflict

How Do Groups Make Decisions?

Decision by lack of response Decision by authority rule Decision by minority rule Decision by majority rule Decision by consensus Decision by unanimity

Advantages of Working on Teams

Higher quality decisions Increased diversity of views Increased commitment to solutions and changes Lower levels of stress and destructive internal competition Improved flexibility and responsiveness

Disadvantages of Working on Teams

Inefficiency Groupthink Diminished individual motivation Structural disruption Excessive workloads

Type of teams

Problem-solving team Self-managed team Functional team Cross-functional team Virtual team

Type of Cross-Functional Teams

Task force Committee

Groupthink

Uniformity of thought that occurs when peer pressures cause individual team members to withhold contrary or unpopular opinions

Decision by unanimity

all group members agree totally on the course of action to be taken

Constructive Conflict

brings important issues into the open, increases the involvement of team members, and generates creative ideas for solving a problem