Building effective teams.

Avoiding social loafing

1. Observe and communicate with one another
2. Clear (individual) performance goals and expected group outcomes
3. The task is meaningful to the people working on it
4. People believe that their efforts matter and other will not take advantage
of them, and the culture support team work
5. Accountability to one another inspires mutual commitment and trust
6. Team work is best motivated by tying rewards to team performance
7. Individuals can receive differential rewards based on active participation,
cooperation, leadership, etc
Management, The New Competitive Landscape, Thomas Bateman, Scott Snell, McGraw-Hill Irwin,
2004, VI Edition, P 435

Management, The New Competitive Landscape, Thomas Bateman, Scott Snell, McGraw-Hill Irwin,
2004, VI Edition, P 436- 437

Different sets of expectations for how

different individuals should behave

The degree to which a group is attractive

to its members, members are motivated
to remain in the group, and members
infuence one another

Roles
Cohesiven
ess

Shared beliefs about how people should

think or behave
Teams may concern about poor safety
practices, drug and alcohol abuse,
employee theft, etc.

Norms

Building effective teams

Management, The New Competitive Landscape, Thomas Bateman, Scott Snell, McGraw-Hill Irwin,
2004, VI Edition, P 440

The larger the group the less important

members may feel. Small teams make
individuals feel like large contributors
Teams and organization that are difcult to
get into have more prestige. Individuals who
survive a difcult interview or training
process will be proud of their
accomplishment and feel more attached to
the team
Similar individuals are more likely to get
alone with one another. Dont do this it
teams tasks requires heterogeneous skills,
because it will lack different information and
viewpoints and may succumb.

Keep the team

small (but large
enough to get
the job done)
Maintain high
entrance and
socialization
Recruit
members with
similar attitudes,
values and
backgrounds

Building cohesiveness and high

performance norms

Management, The New Competitive Landscape, Thomas Bateman, Scott Snell, McGraw-Hill Irwin,
2004, VI Edition, P 440

Help the team

succeed, and
publicize its
success

Be a path-goal leader who facilitates success;

the experience of winning brings teams closer
together. Teams that get into a good
performance track continue to perform well as
time goes on

Be a
participative
leader

Participation in decisions gets team members

more involved with one another and striving
toward goal accomplishment. Too much
autocratic decision making from above alienate
the group from management

Present a
challenge from
outside the
team

Competition with other groups makes team

members band together to defeat the
opponent. If team members dislike the boss,
they will become more cohesive (but their
performance norms will be against you, not with
you)

Building cohesiveness and high

performance norms

Building cohesiveness and high

performance norms
To a large degree, teams are motivated just
as individuals are. Make sure that highperforming teams get the rewards they
deserve and that poorly performing groups
get relatively few rewards (not only
monetary, also recognition for good work).
Celebrate accomplishments. Ideally, being a
member of a high-performing team will
become a badge of honor

Tie
rewards to
team
performan
ce

For problem solving and decision making, the

team should establish norms promoting an open,
constructive atmosphere, including honest
disagreement over issues without personal
confict and animosity, and never forget being
humble as well despite the success you achieve,
you always are tied to the ground
Management, The New Competitive Landscape, Thomas Bateman, Scott Snell, McGraw-Hill Irwin,
2004, VI Edition, P 440

Building cohesiveness and high

performance norms

Management, The New Competitive Landscape, Thomas Bateman, Scott Snell, McGraw-Hill Irwin,
2004, VI Edition, P 440