Chapter 9 - Leading Teams

Question 1

work team

Answer 1

a small number of people with complementary skills who hold themselves mutually accountable for pursuing a common purpose, achieving performance goals, and improving interdependent work processes

Question 2

Teams help firms improve _________ and ___________

Answer 2

Teams help firms improve product and service quality

Question 3

Another reason for using teams is that teamwork often leads to increased ____________.

Answer 3

Another reason for using teams is that teamwork often leads to increased job satisfaction.

Question 4

Teamwork can be more satisfying than traditional work because it gives workers a chance to improve their skills. This is often accomplished through ____________

Answer 4

Teamwork can be more satisfying than traditional work because it gives workers a chance to improve their skills. This is often accomplished through cross-training

Question 5

cross-training

Answer 5

training team members to do all or most of the jobs performed by the other team members

Question 6

rotating leadership among team members can lead to…

Answer 6

rotating leadership among team members can lead to more participation and cooperation in team decision making and to improved team performance.

Question 7

teams can do a much better job than individuals in two important steps of the decision-making process:

Answer 7

defining the problem and generating alternative solutions.

Question 8

some of the disadvantages of work teams:

Answer 8

initially high turnover, social loafing, and the problems associated with group decision making.

Question 9

Social loafing

Answer 9

behaviour in which team members withhold their efforts and fail to perform their share of the work

Question 10

groupthink

Answer 10

when members of highly cohesive groups feel intense pressure not to disagree with one another so that the group can approve a proposed solution

groupthink restricts discussion and leads to consideration of a limited number of alternative solutions, it usually results in poor decisions

Question 11

Use Teams When…

Answer 11

there is a clear, engaging reason or purpose.

the job can’t be done unless people work together.

rewards can be provided for teamwork and team performance.

ample resources are available.

teams will have clear authority to manage and change how work gets done.

Question 12

Don’t Use Teams When…

Answer 12

there isn’t a clear, engaging reason or purpose.

the job can be done by people working independently.

rewards are provided for individual effort and performance.

the necessary resources are not available.

management will continue to monitor and influence how work gets done.

Question 13

Factors That Encourage People to Withhold Effort in Teams

Answer 13

The presence of someone with expertise.
Team members will withhold effort when another team member is highly qualified to make a decision or comment on an issue.

The presentation of a compelling argument.
Team members will withhold effort if the arguments for a course of action are very persuasive or similar to their own thinking.

Lacking confidence in one’s ability to contribute.
Team members will withhold effort if they are unsure about their ability to contribute to discussions, activities, or decisions. This is especially so for high-profile decisions.

An unimportant or meaningless decision.
Team members will withhold effort by mentally withdrawing or adopting a “who cares” attitude if decisions don’t affect them or their units, or if they don’t see a connection between their efforts and their team’s successes or failures.

A dysfunctional decision-making climate.
Team members will withhold effort if other team members are frustrated or indifferent or if a team is floundering or disorganized.

Question 14

Autonomy

Answer 14

the degree to which workers have the discretion, freedom, and independence to decide how and when to do their work.

Question 15

Exhibit 9.2

Answer 15

Exhibit 9.2 shows how five kinds of teams differ in terms of autonomy. Moving left to right across the autonomy continuum at the top of the exhibit, traditional work groups and employee involvement groups have the least autonomy, semiautonomous work groups have more autonomy, and, finally, self-managing teams and self-designing teams have the most autonomy. Moving from bottom to top along the left side of the exhibit, note that the number of responsibilities given to each kind of team increases directly with its autonomy. Let’s review each of these kinds of teams and their autonomy and responsibilities in more detail.

Question 16

traditional work group

Answer 16

a group composed of two or more people who work together to achieve a shared goal

In this group, workers are responsible for doing the work or executing the task, but they do not have direct responsibility for or control over their work. Workers report to managers who are responsible for their performance and who have the authority to hire and fire them, make job assignments, and control resources.

Question 17

employee involvement team

Answer 17

team that provides advice or makes suggestions to management concerning specific issues

Although team members offer advice and suggestions, they do not have the authority to make decisions. Membership on these teams is often voluntary, but members may be selected because of their expertise. The idea behind employee involvement teams is that the people closest to the problem or situation are best able to recommend solutions.

Question 18

semiautonomous work group

Answer 18

a group that has the authority to make decisions and solve problems related to the major tasks of producing a product or service

Semiautonomous groups regularly receive information about budgets, work quality and performance, and competitors’ products. Furthermore, members of semiautonomous work groups are typically cross-trained in a number of different skills and tasks. In short, semiautonomous work groups give employees the authority to make decisions that are typically made by supervisors and managers. That authority is not complete, however. Managers still play a role—albeit a much reduced one—in supporting the work of semiautonomous work groups. In these groups, managers ask good questions, provide resources, and facilitate performance of group goals.

Question 19

self-managing team

Answer 19

a team that manages and controls all of the major tasks of producing a product or service (also called a self-directed work team).

Question 20

self-designing team

Answer 20

a team that has the characteristics of a self-managing team but also controls team design, work tasks, and team membership

Question 21

cross-functional team

Answer 21

a team composed of employees from different functional areas of the organization

Question 22

virtual team

Answer 22

a team composed of geographically and/or organizationally dispersed coworkers who use telecommunication and information technologies to accomplish an organizational task

A drawback to virtual teams is that the team members must learn to express themselves in new contexts. The give-and-take that naturally occurs in face-to-face meetings is more difficult to achieve through videoconferencing or other methods of virtual teaming. Indeed, several studies have shown that physical proximity enhances information processing in teams.

Question 23

project team

Answer 23

a team created to complete specific, one-time projects or tasks within a limited time

They are often used to develop new products, significantly improve existing products, roll out new information systems, or build new factories or offices.

The project team is typically led by a project manager who bears the overall responsibility for planning, staffing, and managing the team, which usually includes employees from different functional areas. Effective project teams demand both individual and collective responsibility. One advantage of project teams is that drawing employees from different functional areas can reduce or eliminate communication barriers. As long as team members feel free to express their ideas, thoughts, and concerns, free-flowing communication encourages cooperation among separate departments and typically speeds up the design process.

Question 24

norms

Answer 24

informally agreed-on standards that regulate team behaviour

Norms are valuable because they let team members know what is expected of them.

Studies indicate that norms are one of the most powerful influences on work behaviour because they regulate the everyday actions that allow teams to function effectively.

Question 25

Since team norms typically develop early in the life of a team, these results indicate….

Answer 25

Since team norms typically develop early in the life of a team, these results indicate how important it is for teams to establish positive norms from the outset.

Question 26

Cohesiveness

Answer 26

the extent to which team members are attracted to a team and motivated to remain in it

Question 27

The level of cohesiveness in a group is important for several reasons.

Answer 27

cohesive groups have a better chance of retaining their members. As a result, cohesive groups typically experience lower turnover.

team cohesiveness promotes cooperative behaviour, generosity, and a willingness on the part of team members to assist one another.

When team cohesiveness is high, team members are more motivated to contribute to the team because they want to gain the approval of other team members.

Question 28

Team Cohesiveness - negative example

Answer 28

Watch out for situations where the team members’ goals conflict with those of the organization. When this happens, team cohesiveness can lead to weak performance. Take, for instance, the recent NHL lockout and the always discussed strike possibility of Major League Soccer players. The players were highly cohesive (as expected of a sports team), but their goals were very different from the owners’. The result, fully to be expected, was very low productivity—no teams played. Much the same happens with highly cohesive union groups, where productivity declines because the team’s goals diverge from those of the organization.

Question 29

To promote team cohesiveness

Answer 29

first, make sure that all team members are present at team meetings and activities

Second, create additional opportunities for teammates to work together by rearranging work schedules and creating common workspaces.

Third, engaging in nonwork activities as a team can help build cohesion. At a company where teams put in extraordinarily long hours coding computer software, the software teams maintained cohesion by doing “fun stuff” together.

Finally, companies build team cohesiveness by making employees feel that they are part of a special organization.

Question 30

The relationship between team size and performance appears to be curvilinear. Very small or very large teams may not perform as well as medium-sized teams, and for most teams, the right size is __________ members.

Answer 30

The relationship between team size and performance appears to be curvilinear. Very small or very large teams may not perform as well as medium-sized teams, and for most teams, the right size is six to nine members.

This size is conducive to high team cohesion, which has a positive effect on team performance. A team of this size is small enough for the team members to get to know one another and for each member to have an opportunity to contribute in a meaningful way to the team’s success. But at the same time, the team is large enough to take advantage of team members’ diverse skills, knowledge, and perspectives. Finally, it is easier to instill a sense of responsibility and mutual accountability in teams of this size.

Question 31

when teams get too large, team members find it difficult to get to know one another, and the team may splinter into smaller _________.

Answer 31

when teams get too large, team members find it difficult to get to know one another, and the team may splinter into smaller subgroups.

subgroups sometimes argue and disagree, weakening overall team cohesion.

Question 32

As teams grow, there is also a greater chance of _______________

Answer 32

As teams grow, there is also a greater chance of minority domination

Even if minority domination doesn’t occur, larger groups may not have time for all team members to share their input. And when team members feel that their contributions are unimportant or not needed, the result is less involvement, effort, and accountability to the team.

Question 33

minority domination

Answer 33

where just a few team members dominate team discussions

Question 34

Teams with just a few people may lack the _______________ and __________ found in larger teams.

Answer 34

Teams with just a few people may lack the diversity of skills and knowledge found in larger teams.

Also, teams that are too small are unlikely to gain the advantages of team decision making

Question 35

The key to dealing with team conflict is….

Answer 35

The key to dealing with team conflict is not avoiding it, but rather making sure that the team experiences the right kind of conflict.

Question 36

c-type conflict, or cognitive conflict

Answer 36

which focuses on problem-related differences of opinion

Question 37

a-type conflict, or affective conflict

Answer 37

which refers to the emotional reactions that can arise when disagreements become personal rather than professional

Question 38

Having a good “fight” (conflict)

Answer 38

First, work with more information rather than less. If data are plentiful, objective, and up-to-date, teams will focus on issues, not personalities.

Second, develop multiple alternatives to enrich debate. Focusing on multiple solutions diffuses conflict by getting the team to keep searching for a better solution. Positions and opinions are naturally more flexible when there are five alternatives rather than just two.

Third, establish common goals. Remember, most team conflict arises from disagreements over team goals and priorities. It’s okay to spend a lot of time arguing about which route to take to Vancouver, when someone wants to end up there, but a lot of time gets wasted in such arguments if one person secretly wants to go to Edmonton.

Fourth, inject humour into the workplace. Humour relieves tension, builds cohesion, and makes being in teams fun.

Fifth, maintain a balance of power by involving as many people as possible in the decision process.

And sixth, resolve issues without forcing a consensus. Consensus means that everyone must agree before decisions are finalized. Also ensure you never “vote.” Voting is not consensus. Consensus is discussing and agreeing. Quite often a vote is just an easy (and ineffective) way out of a tough situation. Requiring consensus gives everyone on the team veto power. Nothing gets done until everyone agrees, which, of course, is nearly impossible. As a result, insisting on consensus usually promotes affective rather than cognitive conflict. If team members can’t agree after constructively discussing their options, it’s better to have the team leader make the final decision. Most team members can accept the team leader’s choice if they’ve been thoroughly involved in the decision process.

Question 39

As teams develop and grow, they pass through four stages of development

Answer 39

forming, storming, norming, and performing.

Although not every team passes through each of these stages, teams that do tend to be better performers

Question 40

Forming

Answer 40

the first stage of team development, in which team members meet one another, form initial impressions, and begin to establish team norms

During this stage, team leaders should allow time for team members to get to know one another, set early ground rules, and begin to establish a preliminary team structure.

Question 41

storming

Answer 41

the second stage of development, characterized by conflict and disagreement, in which team members disagree over what the team should do and how it should do it

Team members become more assertive at this stage and more willing to state opinions. This is also the stage when team members jockey for position and try to establish a favourable role for themselves on the team.

Question 42

norming

Answer 42

the third stage of team development, in which team members begin to settle into their roles, group cohesion grows, and positive team norms develop

At this point, team members will have accepted team goals, be operating as a unit, and, as indicated by the increase in performance, be working together effectively. This stage can be very short and is often characterized by someone on the team saying, “I think things are finally coming together.”

Question 43

performing

Answer 43

the fourth stage of team development, in which performance improves because the group has matured into an effective, fully functioning team

At this point, members should be fully committed to the team and think of themselves as members of a team and not just as employees. Team members often become intensely loyal to one another at this stage and feel mutual accountability for team successes and failures.

Trivial disagreements, which can take time and energy away from the work of the team, should be rare

Question 44

adjourning

Answer 44

the final stage of Bruce Tuckman’s model of team development, in which a company wraps up the team and takes any lessons learned forward to other teams (with three important sub-stages: de-norming, de-storming, and de-forming)

Question 45

De-norming

Answer 45

provides team members with an opportunity to internalize what they have learned and to set out new objectives and new norms as they move on to other tasks and assignments (quite often with new teams). It enables them to adapt to new tasks. Also, team members need to celebrate their successes.

Question 46

De-forming

Answer 46

the final part of adjourning, allows team members to aim forward and create new relationships, new communication approaches, and new interactions with other members of the organization

Question 47

Setting _______ team goals is vital to team success.

Answer 47

Setting specific team goals is vital to team success.

Without a specific, challenging goal for the team itself (the last of the four goals listed), team members may head off in all directions while pursuing these other goals. Consequently, setting a specific, challenging goal for the team clarifies team priorities by providing a clear focus and purpose.

Question 48

When teammates know one another well, when team goals are specific, when team communication is good, and when teams are rewarded for team performance (discussed below), there is only a 1 in __ chance that teammates will be social loafers

Answer 48

When teammates know one another well, when team goals are specific, when team communication is good, and when teams are rewarded for team performance (discussed below), there is only a 1 in 16 chance that teammates will be social loafers

Question 49

stretch goals

Answer 49

extremely ambitious goals that workers don’t know how to reach

Question 50

structural accommodation

Answer 50

the ability to change organizational structures, policies, and practices in order to meet stretch goals

Question 51

bureaucratic immunity

Answer 51

the ability to make changes without first getting approval from managers or other parts of an organization.

Teams that have been granted bureaucratic immunity are shielded from the influence of various organizational groups and are accountable only to top management.

Question 52

Individualism–collectivism

Answer 52

the degree to which a person believes that people should be self-sufficient and that loyalty to one’s self is more important than loyalty to team or company

Question 53

Team level

Answer 53

the average level of ability, experience, personality, or any other factor on a team.

For example, a high level of team experience means that a team has especially experienced team members. This does not mean that every member of the team has considerable experience, but that enough team members do to significantly raise the average level of experience on the team.

Question 54

Team diversity

Answer 54

the variances or differences in ability, experience, personality, or any other factor on a team.

For example, teams with strong team diversity on job experience have a mix of team members ranging from seasoned veterans to people with three or four years of experience to rookies with little or no experience. Team diversity is used to guide the selection of team members when teams must complete a wide range of different tasks or when tasks are especially complex.

Question 55

Interpersonal skills

Answer 55

skills, such as listening, communicating, questioning, and providing feedback, that enable people to have effective working relationships with others.

Question 56

For team compensation to work, it is vital that the ________ match the ________.

Answer 56

For team compensation to work, it is vital that the type of reward (individual versus team) match the type of performance (individual versus team).

Question 57

Employees can be compensated for team participation and accomplishments in three ways:

Answer 57

skill-based pay, gainsharing, and nonfinancial rewards

Question 58

Skill-based pay

Answer 58

compensation system that pays employees for learning additional skills or knowledge.

Question 59

gainsharing

Answer 59

a compensation system in which companies share the financial value of performance gains such as productivity, cost savings, or quality with their workers.

Question 60

Nonfinancial rewards

Answer 60

another means of rewarding teams for their performance. These rewards, which can range from vacation trips to T-shirts, plaques, and coffee mugs, are especially effective when coupled with management recognition, such as awards, certificates, and praise