Chapter

11

Developing High
Performance Teams
McGraw-Hill/Irwin
Principles of Management

11 - 3

Learning Objectives
1.
2.
3.
4.
5.
6.
7.
8.
9.

Define teams and discuss their benefits and limitations.

Discuss the success factors for self-directed teams.
Outline the model of team effectiveness.
Explain the influence on team effectiveness of a teams task,
composition, and size.
Describe the five stages of team development.
Identify three factors that shape team norms
List six factors that influence team cohesiveness.
Summarize the three levels of trust in teams.
Analyze the causes of and structural solutions to conflict in
teams.

11 - 4

Teams
All teams exist to fill some purpose
Team members are held together by
their interdependence and need for
collaboration to achieve common goals
Team members influence each other,
although some members are more
influential than others regarding the
teams goals and activities

11 - 5

Why Rely on Teams?

Teams are generally more successful
than individuals working alone at
identifying problems, developing
alternatives, and choosing from
those alternatives.
Team members can quickly share
information and coordinate tasks.
Teams typically provide superior
customer service.

Encouraging Teamwork

Source: Business Week, August 14, 2006

11 - 6

Types of Teams
Self-directed
teams
Departmental
teams

Skunkworks
Advisory teams

Production/ service/
leadership teams

Virtual teams
Task force
(project) teams

11 - 7

11 - 8

Team Effectiveness
Model
Team design

Organizational
and team
environment

Task characteristics
Team size
Team
composition Team
roles

Team
effectiveness
Team processes
Task development
Team norms
Team cohesiveness
Team trust
Team conflict

Team Design Features &

Team Processes
Team design
features

Task
characteristics

Team size

Team processes

Team
composition

Team roles

Team norms

Team
cohesiveness

Team trust

11 - 9

Stages of Team
Development

11 - 10

Performing
*Task oriented, committed.
*Efficient coordination.
*High cooperation and trust.
*Conflicts resolved quickly.

Norming
*Roles established.
*Team objectives agreed.
*Common mental models formed.
*Cohesion developed.
Storming
*Conflict
with proactive behavior. *Compete
for team roles.
*Influence
goals and means. *Establish norms
and standards.
Forming
*Roles established.
*Team
objectives agreed. *Common mental
models formed.
*Cohesion developed.

Adjourning

Question
Think of a team that you
have been part of for a class
project. Identify the five
steps of its development and
explore whether the team
was effective. Why or why
not?

11 - 11

11 - 12

Managing Team Conflict

Conflict a process in which one party
perceives that its interests are being
opposed or negatively affected by another
party
Since conflict is a perception, which
means that it begins long before
observable disagreements
- Managers need to look for subtle signs of
conflict perceptions to prevent dysfunctional
behaviors that may follow

Task vs. Relationship

Conflict
Task-related conflict (aka
Constructive conflict) occurs when
team members perceive that the
conflict is in the task or problem
rather than in each other
Relationship conflict occurs when
team members view differences as
personal attacks that threatens their
self-esteem and resources

11 - 13

Interpersonal Conflict
Management Styles
High

Forcing

Assertiveness
(motivation to
satisfy ones
own interests)

Low

11 - 14

Problem
solving
Compromising

Avoiding
Low

Yielding
Cooperativeness
(motivation to satisfy
other partys interests)

High

Interpersonal Conflict
Management Styles (cont)
Problem solving tries to find a mutually beneficial solution
for both parties
Avoiding Tries to smooth over or avoid conflict situations
altogether
Forcing tries to win the conflict situation altogether
Yielding involves giving in completely to the other sides
wishes, or at least cooperating with little or no attention to your
own interests
Compromising involves actively searching for a middle
ground between the interests of the two parties

11 - 15