Transnational Team

TEAM WORK AND TRANSNATIONAL TEAMS
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Learning Objectives
LO 1 Discuss how teams can contribute to an organizations effectiveness LO 2 Distinguish the new team environment from that of traditional work groups LO 3 Summarize how groups become teams LO 4 Explain why groups sometimes fail LO 5 Describe how to build an effective team LO 6 List methods for managing a teams relationships with other teams LO 7 Identify ways to manage conflict
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The Contributions of Teams

Building blocks for organizational structure Increase quality and productivity while reducing costs Enhance speed and be powerful forces for innovation and change
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The New Team Environment

Team
A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.
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The New Team Environment
Table 14.1
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Types of Teams
Work teams
Teams that make or do things like manufacture, assemble, sell, or provide service.
Project and development teams

Teams that work on long term projects but disband once the work is completed.
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Types of Teams
Parallel teams
Teams that operate separately from the regular work structure, and exist temporarily.
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Types of Teams
Management teams
Teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits.
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Types of Teams
Transnational teams
Work groups composed of multinational members whose activities span multiple countries.
Virtual teams
Teams that are physically dispersed and communicate electronically more than face-to-face.
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Practices of Effective Virtual Team Leaders
Table 14.2
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Self-Managed Teams
Self-managed teams
Autonomous work groups in which workers are trained to do all or most of the jobs in a unit, have no immediate supervisor, and make decisions previously made by frontline supervisors.
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Self-Managed Teams
Traditional work groups
Groups that have no managerial responsibilities.
Quality circles
Voluntary groups of people drawn from various production teams who make suggestions about quality.
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Self-Managed Teams
Semiautonomous work groups
Groups that make decisions about managing and carrying out major production activities but get outside support for quality control and maintenance.
Autonomous work groups

Groups that control decisions about and execution of a complete range of tasks.
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Team Autonomy Continuum
Figure 14.1
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Group Activities
Forming
group members attempt to lay the ground rules for what types of behavior are acceptable.
Storming
hostilities and conflict arise, and people jockey for positions of power and status.
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Group Activities
Norming
group members agree on their shared goals, and norms and closer relationships develop.
Performing
the group channels its energies into performing its tasks.
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Group Activities
Groups that deteriorate move to a declining stage, and temporary groups add an adjourning or terminating stage. Groups terminate when they complete their task or when they disband due to failure or loss of interest
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Stepping up to Team Leadership
Figure 14.2
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Building Effective Teams

Team effectiveness is defined by three criteria:
Productive output of the team meets or exceeds standards of quantity and quality Team members realize satisfaction of their personal needs Team members remain committed to working together again
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Motivating Teamwork
Social loafing
Working less hard and being less productive when in a group.
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Motivating Teamwork
Social facilitation effect
Working harder when in a group than when working alone.
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Question
___________ are shared beliefs about how people should think and behave. A. Roles B. Norms C. Expectations D. Customs
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Norms and Roles

Norms
Shared beliefs about how people should think and behave.
Roles
Different sets of expectations for how different individuals should behave.
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Roles
Task specialist
An individual who has more advanced jobrelated skills and abilities than other group members possess.
Team maintenance specialist

Individual who develops and maintains team harmony.
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Cohesiveness
Cohesiveness
The degree to which a group is attractive to its members, members are motivated to remain in the group, and members influence one another.
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Cohesiveness, Performance Norms, and Group Performance
Figure 14.3
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Building Cohesiveness and HighPerformance Norms

1. Recruit members with similar attitudes, values, and backgrounds 2. Maintain high entrance and socialization standards 3. Keep the team small 4. Help the team succeed, and publicize its successes 5. Be a participative leader 6. Present a challenge from outside the team. 7. Tie rewards to team performance
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Managing Outward
Gatekeeper
A team member who keeps abreast of current developments and provides the team with relevant information.
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Managing Outward
Informing
A team strategy that entails making decisions with the team and then informing outsiders of its intentions.
Parading
A team strategy that entails simultaneously emphasizing internal team building and achieving external visibility.
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Managing Outward
Probing
A team strategy that requires team members to interact frequently with outsiders, diagnose their needs, and experiment with solutions.
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Lateral Role Relationships

Work-flow relationships
emerge as materials are passed from one group to another
Service relationships
exist when top management centralizes an activity to which a large number of other units must gain access
Advisory relationships
created when teams with problems call on centralized sources of expert knowledge
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Lateral Role Relationships (cont.)

Audit relationships
develop when people not directly in the chain of command evaluate the methods and performances of other teams
Stabilization relationships
involve auditing before the fact
Liaison relationships
involve intermediaries between teams
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Question
Which style of conflict involves moderate attention to both parties concerns.
A. B. C. D. E. Avoidance Accommodation Compromise Competing Collaboration
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Conflict Styles
Avoidance
A reaction to conflict that involves ignoring the problem by doing nothing at all, or deemphasizing the disagreement.
Accommodation
A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about ones own interests.
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Conflict Styles (cont.)

Compromise
A style of dealing with conflict involving moderate attention to both parties concerns.
Competing
A style of dealing with conflict involving strong focus on ones own goals and little or no concern for the other persons goals.
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Conflict Styles (cont.)

Collaboration
A style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties satisfaction.
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Conflict Management Strategies
Figure 14.4
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Managing Conflict
Superordinate goals
Higher-level goals taking priority over specific individual or group goals.
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Being a Mediator
Mediator
A third party who intervenes to help others manage their conflict.
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TEAM WORK AND TRANSNATIONAL TEAMS

The Contributions of Teams

The New Team Environment

The New Team Environment

Project and development teams

Practices of Effective Virtual Team Leaders

Autonomous work groups

Team Autonomy Continuum

Stepping up to Team Leadership

Building Effective Teams

Norms and Roles

Team maintenance specialist

Cohesiveness, Performance Norms, and Group Performance

Building Cohesiveness and HighPerformance Norms

Lateral Role Relationships

Lateral Role Relationships (cont.)

Conflict Styles (cont.)

Conflict Styles (cont.)

Conflict Management Strategies

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