MGT 3404 C13

Chapter 13: Teams

Group vs Teams

Group - a collection of people performing as individuals

Teams - a collection of people with a common purpose

Formal vs Informal

Formal - created to accomplish specific goals

Informal - created for friendship

Types of Teams

• Purpose
• Duration
• Level of member commitment

Work teams: permanent until unemployed

Project teams: coming together for a specific task

Cross-functional: representation from other main units within the business

Self-managed: without supervision

Virtual teams: working together online

Tuckman’s Five Stage Model

1. Forming: getting oriented and acquainted
2. Storming: individual personalities and roles start to emerge, and conflict arises
3. Norming: conflicts resolved, relationships develop, harmony emerges
4. Performing: concentrate on solving a problem
5. Adjourning: members prepare for disbandment

Punctuated Equilibrium

• Groups don’t always follow the distinct stage of Tuckman’s model
• Established periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives
• Occurs in the wake of unexpected change

Conflict: simply disagreement

• Dysfunction conflict (bad)
• Functional conflict (good)

Too little conflict - inactivity

Too much conflict - warfare

Four Kinds of Conflict

Personality - clashes because of personal dislikes or disagreements

Envy-based - clashes because of what others have

Inter-group - clashes among work groups, teams, and departments

Cross-cultural - clashes between cultures

Six Reasons Control is Needed

Control helps an organization:

1. Adapt to change and uncertainty
2. Discover irregularities and errors
3. Reduce costs, increase productivity, or add value
4. Detect opportunities
5. Provide performance feedback
6. Decentralize decision making and facilitate teamwork