Managing Teams

Teams
Chapter 11
Management


Stephen P. Robbins Mary Coulter


tenth edition

Outcomes Follow this Learning Outline as you read and study this

11.1 Groups and Group Development
Define the different types of groups.
Describe the five stages of group development.
11.2 Work Group Performance and Satisfaction
List the major components that determine group performance and satisfaction.
Describe how external conditions and group member resources affect group performance and satisfaction.
Discuss how group structure influences group performance and satisfaction.
Describe how group processes and group tasks influence group performance and satisfaction.

Outcomes
11.3 Turning Groups Into Effective Teams
Compare groups and teams.
Describe the

and Group Development
Group
Two or more interacting and interdependent individuals

11–1 Examples of Formal Groups
Command Groups
Groups that are determined by the

11–1 Examples of Formal Groups (cont’d)
Cross-Functional Teams
Groups that bring together the

in Group Development
Forming
Members join and begin the process of defining

Performing
A fully functional group structure allows the group to focus on performing the task at hand.
Adjourning
The group prepares to disband and is no longer concerned with high levels of performance.

11–2 Stages of Group Development

11–3 Group Performance Satisfaction Model

Conditions Imposed on the Group
Organization’s strategy
Authority relationships
Formal regulations
Available organizational resources
Employee

Member Resources
Knowledge
Skills
Interpersonal skills such as conflict management and

Structure
Role
The set of expected behavior patterns attributed to someone who

Structure (cont’d)
Norms
Acceptable standards or expectations that are shared by the

Structure (cont’d)
Conformity
Individuals conform in order to be accepted by groups.
Group

11–4 Examples of Cards Used in the Asch

Structure (cont’d)
Status System
The formal or informal prestige grading, position, or

Structure: Group Size
Small groups
Complete tasks faster than larger groups.
Make more

Social Loafing
The tendency for individuals to expend less effort when working collectively than when working individually.

Structure (cont’d)
Group Cohesiveness
The degree to which members are attracted to

11–5 The Relationship Between Cohesiveness

Processes: Group Decision Making
Advantages
Generates more complete information and knowledge.
Generates more

Disadvantages
Time consuming
Minority domination
Pressures to conform
Ambiguous responsibility

11–6 Techniques for Making More Creative

Processes: Conflict Management
Conflict
The perceived incompatible differences in a group resulting

Processes: Conflict Management (cont’d)
Categories of Conflict
Functional conflicts are constructive.
Dysfunctional conflicts

11–7 Conflict and Group Performance

Processes: Conflict Management (cont’d)
Techniques to Manage Conflict:
Avoidance
Accommodation
Forcing
Compromise
Collaboration

11–8 Conflict-Management Techniques
Source: Adapted from K.W. Thomas, “Conflict and Negotiation

Tasks and Group Effectiveness
Highly complex and interdependent tasks require:
Effective communications:

of Using Teams
Teams outperform individuals.
Teams provide a way to better

Is a Work Team?
Work Team
A group whose members work intensely

11–9 Groups versus Teams

11–9 Groups Versus Teams

of Teams
Problem-Solving Teams
Employees from the same department and functional area

of Teams (cont’d)
Cross-Functional Teams
A hybrid grouping of individuals who are

11–10 Characteristics of Effective Teams

of Effective Teams
Have a clear understanding of their goals.
Have competent

Are unified in their commitment to team goals.
Have good communication systems.
Possess effective negotiating skills.
Have appropriate leadership.
Have both internally and externally supportive environments.

Challenges in Managing Teams
Getting employees to:
Cooperate with others
Share information
Confront differences
Sublimate

Global Teams
Group Member Resources
Unique cultural characteristics of team members
Avoiding stereotyping
Group

11–11 Drawbacks and Benefits of Global

Source: Based on N. Adler, International Dimensions in Organizational Behavior, 4th ed. (Cincinnati, OH: South-western
Publishing, 2002), pp. 141–147

Social Networks
Social Network
The patterns of informal connections among individuals within

to Know
group
forming stage
storming stage
norming stage
performing stage
adjourning stage
role
norms
groupthink
status
social loafing
group cohesiveness
conflict
traditional view

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