Teams

1
Types of Groups in Organizations
Type of Formal or Established Degree
of Group Informal by
Permanence Example
Command Formal Organization Permanent
Hierarchical Group Task
Formal Organization Temporary Task
Force Permanent Self Managed
Work Team Cross
functional Teams Committees Int
erest Informal Individuals
Temporary Support Group Permanent
Union Friendship Informal Individuals
Permanent Social Groups
Teams Task Groups
2
Organizational Groups as Linking Pins
3
Types of Teams Used
69 67
.7.6.5.4 .3 .2 .1 0
of respondents
48
17
Process Parallel Project Partnership Teams
Teams Teams Teams
Survey of 243 employers by the Hay Consulting
Group, 1997, Bulletin to Management
4
A Model of Team Functioning
Organizational Context
Team Characteristics and Processes
Team Outcomes
Stages of Team Development
5
Team Characteristics Processes
Status Structure Ascribed vs. Achieved
Status Idiosyncratic Credits Communication
Structure Sociogram Task vs. Social
Communication Role Structure Norm
Structure Cohesiveness
6
Positive and Negative Group Norms
Norms Positive Negative
Performance Continuous Improvement Just do
the minimum Teamwork Work together to
better Its a dog-eat-dog the
organization world. Leadership Management
really Management is out cares about
employees. is out to get as much work
out of us as possible. Org. Pride Talk
up the company Run down the as a great
place to work. Company.
7
Factors affecting cohesiveness
Increasing Cohesiveness Decreasing Cohesiveness
Agreement on goals Disagreement on
goals Frequency of interaction Group
size Personal attractiveness Unpleasant
intra-group experiences Inter-group
competition Intra-group competition Favorable
evaluation Domination by one individual
8
Stages of Team Development
Norm Level
of Stage Development Role of Leader
Cohesion
Forming Membership Heavy dependence
Low on leader to set goals,
etc. Storming Influence Leaders influence
Low is questioned. Norming Affection
Leader willing to High or work for
good of Low the team. Performing Growt
h/ High interpersonal skills
High Performance dedicated to group.
9
Organizational Context and Team Performance
Team Performance f(team ability, motivation,
opportunity)

• The Organization affects each of these factors
• Ability The organization sets up the
  team.
• The organization supports the team
  through
• information
• technical assistance
• resources
• authority

Motivation The org. sets the goals for the
team. The org. establishes the reward
system. Opportunity The org. context must
provide the opportunity for the team to perform.
10
Interaction of Team Development Org. Context
Team Organizational Context Development U
nfavorable Favorable
Nonfunctional Underfunctional
Teams Teams
Under-developed Developed
Fully Functional Teams
Temporarily Functional Teams
11
Team Outcomes
Positive Negative
Need Fulfillment Waste of time Problem
solving/task Interpersonal conflict
accomplishment and stress Communication
Constraint on behavior Social
Loafing Improved decision making
Contradictory performance and problem solving
norms Increased acceptance and Costly
commitment to decisions Facilitates
implementation Inter-team conflict Member
control Resistance to change Promotes
creativity and Groupthink innovation
Escalation of commitment
Individual Organization
12
Should I use individuals or teams?

• Individuals do better IF
• When the problem has a single correct answer
• When the solution requires a long train of
  complex, interrelated steps
• Teams do better when
• the problem is suitable to a division of labor
  AND group members have diverse relevant skills
• the ultimate resolution of the problems depends
  on
• the acceptance of others
• the goal is to produce new, original or creative
  ideas

13
Tips for Using Teams

• Establish clear, reasonable goals for the team
• Have a specific reason for putting someone on a
  team
• Keep the size of each team reasonable
• Recognize the potential impacts (-) of
  diversity
• on team functioning.
• Recognize that teams do not automatically become
• high performers.
• Teams are not independent entities.
• Dont expect too much too soon.
• Recognize the downside of teams.
• (They are not a panacea.)