Chapter 6 Understanding Work Teams

Chapter 6
Understanding Work Teams
This slide is adapted from

Robbins, S. P., & Judge, T. A. (2017).
Organizational Behavior (17th ed.).
England: Pearson Education.
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Chapter Learning Objectives
After studying this chapter you should be able
to:
 Analyze the growing popularity of teams in organizations
 Contrast groups and teams
 Compare and contrast four types of teams
 Identify the characteristics of effective teams
 Show how organizations can create team players
 Decide when to use individuals instead of teams
 Show how our understanding of teams differs in a global
context

Why have teams become so popular?
 Great way to use employee talents
 Teams are more flexible and responsive to changes in
the environment
 Can quickly assemble, deploy, refocus, and disband
 Facilitate employee involvement
 Increase employee participation in decision making
 Democratize an organization and increase motivation
 Note: teams are not ALWAYS effective

Types of Teams
Problem-Solving Teams Self-Managed Work Cross-Functional Teams

- 5 to 12 employees from Teams - Employees from about
the same department the same hierarchical
- 10 to 15 people
- A few hours each week level
- Take on the - From different work
- Discuss ways of
improving quality,
responsibilities of areas
efficiency, and the work their former
- Come together to
environment supervisors accomplish a task
Types of Teams
 Virtual Teams
 Teams that use computer technology to tie together
physically dispersed members in order to achieve a common
goal
 Characteristics
 Limited socializing
 The ability to overcome time and space constraints
 To be effective, needs:
 Trust among members
 Close monitoring
 To be publicized
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A Team-Effective Model
Context
• Adequate resources
• Leadership and
structure
• Climate of trust
• Performance evaluation
Caveat 1: This is a general guide
and reward systems only.
Composition
• Abilities of members
• Personality
• Allocating roles Team
• Diversity
• Size of teams effectiveness
• Member flexibility
• Member preferences
Process Caveat 2: The model assumes that

• Common purpose teamwork is preferable to
• Specific goals
• Team efficacy individual work.
• Conflict levels
• Social loafing
Creating Effective Teams: Context
Adequate Resources
• Need the tools to complete the job
Effective Leadership and Structure

• Agreeing to the specifics of work and how the team fits together to integrate
individual skills
• Even “self-managed” teams need leaders
• Leadership especially important in multi-team systems
Climate of Trust
• Members must trust each other and the leader
Performance and Rewards Systems that Reflect Team Contributions

• Cannot just be based on individual effort

Creating Effective Teams: Composition
Abilities of Need technical expertise, problem-solving, decision-making,
Members and good interpersonal skills
Personality of Conscientiousness, openness to experience, and

Members agreeableness all relate to team performance
Allocating Many necessary roles must be filled

Roles and
Diversity Diversity can often lead to lower performance
Size of team The smaller the better: 5 to 9 is optimal
Member’s Do the members want to be on teams?

Preference
for Teamwork

Key Roles on Team

Creating Effective Team: Work design
 Freedom and Autonomy
 Ability to work independently
 Skill Variety
 Ability to use different skills and talents
 Task Identity
 Ability to complete a whole and identifiable task or
product
 Task Significance
 Working on a task or project that has a substantial
impact on others
Creating Effective Team: Process
Commitment to Create a common purpose that provides direction
a Common
Purpose Have reflexivity: willing to adjust plan if necessary
Establishment Must be specific, measurable, realistic, and challenging
of Specific
Team Goals
Team Efficacy Team believes in its ability to succeed
Mental Models Have an accurate and common mental map of how the work gets
done
A Managed Task conflicts are helpful; interpersonal conflicts are not

Level of Conflict
Minimized Team holds itself accountable both individually and as a team

Social Loafing

Turning Individuals into Team Players
Selection
• Make team skills one of the interpersonal skills in the hiring
process.
Training
• Individualistic people can learn
Rewards
• Rework the reward system to encourage cooperative efforts
• rather than competitive (individual) ones
• Continue to recognize individual contributions while still
emphasizing the importance of teamwork

Be aware! Teams aren’t always the Answer
Teams take more time and resources than

does individual work.
Three tests to see if a team fits the situation:
Is the work complex and is there a need for different
perspectives: will it be better with the insights of more
than one person?
Does the work create a common purpose or set of
goals for the group that is larger than the aggregate
of the goals for individuals?
Are members of the group involved in

interdependent tasks?

Global Implications
 Extent of Teamwork
 Other countries use teams more often than does the U.S.
 Self-Managed Teams
 Do not work well in countries with low tolerance for
ambiguity and uncertainty and a high power distance
 Team Cultural Diversity and Team Performance
 Diversity caused by national differences interferes with
team efficiency, at least in the short run
 After about three months the differences between
diverse and non-diverse team performance disappear

Summary and Managerial Implications
 Effective teams have common characteristics:
 Adequate resources
 Effective leadership
 A climate of trust
 Appropriate reward and evaluation systems
 Composed of members with correct skills and roles
 Are smaller
 Do work that provides freedom, autonomy, and the chance to
contribute
 The tasks are whole and significant
 Has members who believe in the team’s capabilities
 Managers should modify the environment and select team-
oriented individuals to increase the chance of developing effective
teams.

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Chapter 6

Understanding Work Teams

This slide is adapted from

03/12/2024 HRM Division - DUE- UDN 1

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Problem-Solving Teams Self-Managed Work Cross-Functional Teams

Process Caveat 2: The model assumes that

Effective Leadership and Structure

Performance and Rewards Systems that Reflect Team Contributions

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Personality of Conscientiousness, openness to experience, and

Allocating Many necessary roles must be filled

Member’s Do the members want to be on teams?

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A Managed Task conflicts are helpful; interpersonal conflicts are not

Minimized Team holds itself accountable both individually and as a team

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Teams take more time and resources than

Are members of the group involved in

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