Organizational Behavior

Chapter
Organizational
Behavior
15th Global
Edition
Robbins and Judge
10
Understanding
Work Teams
Copyright 2013 Pearson Education
10-1
Chapter 10 Learning Objectives

After studying this chapter you should be able to:
1. Analyze the growing popularity of using teams in organizations.
2. Contrast groups and teams.
3. Compare and contrast four types of teams
4. Identify the characteristics of effective teams.
5. Show how organizations can create team players.
6. Decide when to use individuals instead of teams.
7. Show how the understanding of teams differs in a global context.
10-2
LO 1
Analyze the growing popularity of

using teams in organizations
Teams typically outperform individuals when the
tasks being done require multiple skills,

judgment, and experience.
Organizations turn to teams to utilize talents.
Employee involvement as a motivatorteams
facilitate employee participation in operating

decisions.
10-3
LO 2
Contrast groups and teams
10-4
LO 3
Compare and contrast four types of teams
10-5
LO 3
10-6
LO 3
10-7
LO 3
10-8
LO 4
Identify the characteristics

of effective teams
10-9
LO 4

of effective teams
Context
Adequate Resources
Leadership and Structure
Climate of Trust
Performance Evaluations and Rewards
1010
LO 4

of effective teams
Composition
Abilities of members
Personality
Allocating roles
Diversity
Size of teams
Member flexibility
Member preferences
1011
LO 4

of effective teams
1012
LO 4

of effective teams
Composition
Abilities of members
Personality
Allocating roles
Diversity
Size of teams
Member flexibility
Member preferences
1013
LO 4

of effective teams
1014
LO 4

of effective teams
Team Processes
Common Plan and Purpose
Specific Goals
Team Efficacy
Mental Models
Conflict Levels
Social Loafing
1015
LO 5
Show how organizations can

create team players
Creating Team Players

Selecting-Hire Team Players
Training-Create Team Players
Rewarding-Incentives to Be a Good Team
Player
1016
LO 6
Decide when to use

individuals instead of teams
When not to use teamsAsk:

Can the work be done better by one person?
Does the work crate a common goal of
purpose?
Are the members of the group independent?
1017
LO 7
Show how the understanding of

teams differs in a global context
Research evidence indicates these elements of
diversity interfere with team processes, at least in the

short term.
Cultural diversity does seem to be an asset for tasks
that call for a variety of viewpoints.

Although newly formed culturally diverse teams
underperform newly formed culturally homogeneous

teams, the differences disappear after about 3 months.
1018
Summary and Implications for Managers

Few trends have influenced jobs as much as the
massive movement to introduce teams into the

workplace.
The shift from working alone to working on
teams requires cooperation with others, sharing

information, confronting differences, and
sublimating personal interests.
1019

Effective teams have common characteristics.
They have adequate resources, effective
leadership, a climate of trust, and a performance

evaluation and reward system that reflects team
contributions.
These teams have individuals with technical
expertise as well as problem-solving, decisionmaking, and interpersonal skills and the right traits,
especially conscientiousness and openness.
1020

Effective teams also tend to be smallwith fewer
than 10 people, preferably of diverse backgrounds.

Members fill role demands and prefer to be part
of a group.
The work provides freedom and autonomy, the
opportunity to use different skills and talents, the
ability to complete a whole and identifiable task
or product, and work that has a substantial
impact on others.
1021

Finally, effective teams have members who
believe in the teams capabilities and are

committed to a common plan and purpose, an
accurate shared mental model of what is to be
accomplished, specific team goals, a
manageable level of conflict, and a minimal
degree of social loafing.
1022

Because individualistic organizations and societies
attract and reward individual accomplishments, it

can be difficult to create team players in these
environments.
To make the conversion, management should try to
select individuals who have the interpersonal skills

to be effective team players, provide training to
develop teamwork skills, and reward individuals for
cooperative efforts.
1023
All rights reserved. No part of this publication may be reproduced,

stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise,
without the prior written permission of the publisher. Printed in the
United States of America.
1024

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Chapter

Copyright 2013 Pearson Education

Chapter 10 Learning Objectives

Analyze the growing popularity of

Teams typically outperform individuals when the

tasks being done require multiple skills,

facilitate employee participation in operating

Copyright 2013 Pearson Education

Copyright 2013 Pearson Education

Contrast groups and teams

Compare and contrast four types of teams

Copyright 2013 Pearson Education

Compare and contrast four types of teams

Copyright 2013 Pearson Education

Compare and contrast four types of teams

Copyright 2013 Pearson Education

Compare and contrast four types of teams

Copyright 2013 Pearson Education

Copyright 2013 Pearson Education

Identify the characteristics

Identify the characteristics

Copyright 2013 Pearson Education

Identify the characteristics

Copyright 2013 Pearson Education

Identify the characteristics

Identify the characteristics

Copyright 2013 Pearson Education

Identify the characteristics

Identify the characteristics

Copyright 2013 Pearson Education

Show how organizations can

Creating Team Players

Copyright 2013 Pearson Education

Decide when to use

When not to use teamsAsk:

Copyright 2013 Pearson Education

Show how the understanding of

Research evidence indicates these elements of

diversity interfere with team processes, at least in the

that call for a variety of viewpoints.

underperform newly formed culturally homogeneous

Copyright 2013 Pearson Education

Summary and Implications for Managers

massive movement to introduce teams into the

teams requires cooperation with others, sharing

Copyright 2013 Pearson Education

Summary and Implications for Managers

leadership, a climate of trust, and a performance

Copyright 2013 Pearson Education

Summary and Implications for Managers

than 10 people, preferably of diverse backgrounds.

Summary and Implications for Managers

believe in the teams capabilities and are

Copyright 2013 Pearson Education

Summary and Implications for Managers

attract and reward individual accomplishments, it

select individuals who have the interpersonal skills

All rights reserved. No part of this publication may be reproduced,

Copyright 2013 Pearson Education

Copyright 2013 Pearson Education

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