How Are Groups Turned into Effective Teams?
by David A. De Cenzo, Mary A. Coulter, Stephen P. Robbins
Fundamentals of Management, 11/e
- Fundamentals of Management
- Brief Contents
- Contents
- Preface
- Part 1 Introduction
- 1 Managers and Management in Today’s WorkplaceManagers and Management in Today’s Workplace
- Learning Outcomes
- Who Are Managers and Where Do They Work?
- What Is Management?
- 3 Ways to Look at What Managers Do
- Why Study Management?
- What Factors Are Reshaping and Redefining Management?
- What Employability Skills Are Critical for Getting and Keeping a Job?
- Wrapping It Up . . .
- Knowing: Getting Ready for Exams and Quizzes
- Applying: Getting Ready for the Workplace
- Case Application #1
- Case Application #2
- Case Application #3
- Endnotes
- History ModuleA Brief History of Management’s Roots
- 2 The Management Environment
- Learning Outcomes
- What Is the External Environment and Why Is It Important?
- How Does the External Environment Affect Managers?
- How Does Organizational Culture Affect Managers?
- What Are Current Issues in Organizational Culture?
- Knowing: Getting Ready for Exams and Quizzes
- Applying: Getting Ready for the Workplace
- Case Application #1
- Case Application #2
- Case Application #3
- Endnotes
- 3 Important Managerial IssuesImportant Managerial Issues
- Learning Outcomes
- What Is Globalization and How Does It Affect Organizations?
- What Are the Different Types of Global Organizations?
- What Do Managers Need to Know about Managing in a Global Organization?
- What Does Society Expect from Organizations and Managers?
- What Factors Determine Ethical and Unethical Behavior?
- Knowing: Getting Ready for Exams and Quizzes
- Applying: Getting Ready for the Workplace
- Case Application #1
- Case Application #2
- Case Application #3
- Endnotes
- 1 Managers and Management in Today’s WorkplaceManagers and Management in Today’s Workplace
- Part 2 Planning
- 4 Making Decisions
- Learning Outcomes
- How do Managers Make Decisions?
- What Defines a Decision Problem?
- What is Relevant in the Decision-Making Process?
- How Does the Decision Maker Weight the Criteria and Analyze Alternatives?
- What Determines the Best Choice?
- What Happens in Decision Implementation?
- What is the Last Step in the Decision Process?
- What Common Errors Are Committed in the Decision-Making Process?
- What Types of Decisions and Decision-Making Conditions Do Managers Face?
- How Do Groups Make Decisions?
- What Contemporary Decision-Making Issues Do Managers Face?
- Knowing: Getting Ready for Exams and Quizzes
- Applying: Getting Ready for the Workplace
- Case Application #1
- Case Application #2
- Case Application #3
- Endnotes
- Quantitative Module Quantitative Decision-Making Tools
- 5 Planning and Goal Setting
- Learning Outcomes
- What Is Planning and Why Do Managers Need to Plan?
- What Do Managers Need to Know about Strategic Management?
- What Strategies Do Managers Use?
- How Do Managers Set Goals and Develop Plans?
- What Contemporary Planning Issues Do Managers Face?
- Knowing: Getting Ready for Exams and Quizzes
- Applying: Getting Ready for the Workplace
- Case Application #1
- Case Application #2
- Case Application #3
- Endnotes
- 6 Managing Change and Innovation
- Learning Outcomes
- What Is Change and How Do Managers Deal with It?
- How do Managers Manage Resistance to Change?
- How Can Managers Encourage Innovation in an Organization?
- What Is Disruptive Innovation and Why Is Managing It So Important?
- Knowing: Getting Ready for Exams and Quizzes
- Applying: Getting Ready for the Workplace
- Case Application #1
- Case Application #2
- Case Application #3
- Endnotes
- 7 Managing Entrepreneurial Ventures
- Learning Outcomes
- What Is the Context of Entrepreneurship and Why Is It Important?
- What Happens in the Entrepreneurial Process?
- What’s Involved in Planning New Ventures?
- What’s Involved in Organizing an Entrepreneurial Venture?
- What’s Involved in Leading an Entrepreneurial Venture?
- What’s Involved in Controlling an Entrepreneurial Venture?
- Knowing: Getting Ready for Exams and Quizzes
- Applying: Getting Ready for the Workplace
- Case Application #1
- Case Application #2
- Case Application #3
- Endnotes
- 4 Making Decisions
- Part 3 Organizing
- 8 Organizational Structure and Design
- Learning Outcomes
- What Are the Six Key Elements in Organizational Design?
- What Contingency Variables Affect Structural Choice?
- What Are Some Common Organizational Designs?
- What Are Today’s Organizational Design Challenges?
- Knowing: Getting Ready for Exams and Quizzes
- Applying: Getting Ready for the Workplace
- Case Application #1
- Case Application #2
- Case Application #3
- Endnotes
- 9 Managing Human Resources and Diversity
- Learning Outcomes
- What Is the Human Resource Management Process and What Influences It?
- How Do Managers Identify and Select Competent Employees?
- How Are Employees Provided with Needed Skills and Knowledge?
- Keeping Great People: Two Ways Organizations Do This
- What Contemporary HRM Issues Face Managers?
- How Can Workforce Diversity and Inclusion Be Managed?
- Knowing: Getting Ready for Exams and Quizzes Chapter Summary by Learning Outcome
- Applying: Getting Ready for the Workplace
- Case Application #1
- Case Application #2
- Case Application #3
- Endnotes
- Professionalism Module Professionalism and Employability
- 10 Managing Work Groups and Work Teams
- Learning Outcomes
- What Is a Group and What Stages of Development Do Groups Go Through?
- 5 Major Concepts of Group BehaviorMajor Concepts of Group Behavior
- How Are Groups Turned into Effective Teams?
- What Current Issues Do Managers Face in Managing Teams?
- Knowing: Getting Ready for Exams and Quizzes
- Applying: Getting Ready for the Workplace
- Case Application #1
- Case Application #2
- Case Application #3
- Endnotes
- 8 Organizational Structure and Design
- Part 4 Leading
- 11 Understanding Individual Behavior
- Learning Outcomes
- What Are the Focus and Goals of Organizational Behavior?
- What Role Do Attitudes Play in Job Performance?
- What Do Managers Need to Know About Personality?
- What Is Perception and What Influences It?
- How Do Learning Theories Explain Behavior?
- Shaping Behavior
- How Can an Understanding of Learning Help Managers Be More Effective?
- Manage Employees’ Learning
- 12 Motivating and Rewarding Employees
- Learning Outcomes
- What Is Motivation?
- 4 Early Theories of Motivation (1950s & 1960s)Early Theories of Motivation (1950s & 1960s)
- How Do the Contemporary Theories Explain Motivation?
- What Current Motivation Issues Do Managers Face?
- Knowing: Getting Ready for Exams and Quizzes
- Applying: Getting Ready for the Workplace
- Case Application #1
- Case Application #2
- Case Application #3
- Endnotes
- 13 Leadership and Trust
- Learning Outcomes
- Who Are Leaders, and What Is Leadership?
- What Do Early Leadership Theories Tell Us About Leadership?
- What Do the Contingency Theories of Leadership Tell Us?
- What Is Leadership Like Today?
- Why Is Trust the Essence of Leadership?
- Knowing: Getting Ready for Exams and Quizzes
- Applying: Getting Ready for the Workplace
- Case Application #1
- Case Application #2
- Case Application #3
- Endnotes
- 14 Managing Organizational and Interpersonal Communication
- Learning Outcomes
- How Do Managers Communicate Effectively?
- How Does the Communication Process Work?
- Are Written Communications More Effective Than Verbal Ones?
- Is the Grapevine an Effective Way to Communicate?
- How Do Nonverbal Cues Affect Communication?
- What Barriers Keep Communication from Being Effective?
- How Does Filtering Affect Communication?
- How Does Selective Perception Affect Communication?
- How Does Information Overload Affect Communication?
- How Do Emotions Affect Communication?
- How Does Language Affect Communication?
- How Does Gender Affect Communication?
- How Does National Culture Affect Communication?
- How Can Managers Overcome Communication Barriers?
- Technology and Managerial Communication
- What Communication Issues Do Managers Face Today?
- How Do We Manage Communication in an Internet World?
- How Does Knowledge Management Affect Communication?
- What Role Does Communication Play in Customer Service?
- How Can We Get Employee Input and Why Should We?
- How Do We Have Civil Conversations in the Workplace?
- How Does Workplace Design Affect Communication?
- Why Should Managers Be Concerned with Communicating Ethically?
- Knowing: Getting Ready for Exams and QuizzesChapter Summary by Learning Outcome
- Applying: Getting Ready for the Workplace
- Case Application #1
- Case Application #2
- Case Application #3
- Endnotes
- Part 5 Controlling
- 15 Controlling Work and Organizational Processes
- Learning Outcomes
- What Is Control and Why Is It Important?
- What Takes Place as Managers Control?
- What Should Managers Control?
- KEEPING TRACK: What Gets Controlled?
- What Contemporary Control Issues Do Managers Confront?
- Knowing: Getting Ready for Exams and Quizzes
- Applying: Getting Ready for the Workplace
- Case Application #1
- Case Application #2
- Case Application #3
- Endnotes
- Operations Module Managing Operations
- 15 Controlling Work and Organizational Processes
- Glossary
- Index
- How Can an Understanding of Learning Help Managers Be More Effective?
- Shaping Behavior
- 11 Understanding Individual Behavior
How Are Groups Turned into Effective Teams?
10-3 Discuss how groups are turned into effective teams.
When companies like W. L. Gore, Volvo, and Kraft Foods introduced teams into their production processes, it made news because no one else was doing it. Today, it’s just the opposite—the organization that doesn’t use teams would be newsworthy. It’s estimated that some 80 percent of Fortune 500 companies have at least half of their employees on teams. In fact, more than 70 percent of U.S. manufacturers use work teams.13 Teams are likely to continue to be popular. Why? Research suggests that teams typically outperform individuals when the tasks being done require multiple skills, judgment, and experience.14 Organizations are using team-based structures because they’ve found that teams are more flexible and responsive to changing events than are traditional departments or other permanent work groups. Teams have the ability to quickly assemble, deploy, refocus, and disband. In this section, we’ll discuss what a work team is, the different types of teams that organizations might use, and how to develop and manage work teams.
Are Work Groups and Work Teams the Same?
At this point, you may be asking yourself: Are teams and groups the same thing? No. In this section, we clarify the difference between a work group and a work team.15
Most of you are probably familiar with teams especially if you’ve watched or participated in organized sports events. Work teams do differ from work groups and have their own unique traits (see Exhibit 10–5). Work groups interact primarily to share information and to make decisions to help each member do his or her job more efficiently and effectively. There’s no need or opportunity for work groups to engage in collective work that requires joint effort. On the other hand, work teams are groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills.
Exhibit 10–5
Groups versus Teams
These descriptions should help clarify why so many organizations have restructured work processes around teams. Managers are looking for that positive synergy that will help the organization improve its performance.16 The extensive use of teams creates the potential for an organization to generate greater outputs with no increase in (or even fewer) inputs. For example, until the economic downturn hit, investment teams at Wachovia’s Asset Management Division (which is now a part of Wells Fargo & Company) were able to significantly improve investment performance. As a result, these teams helped the bank improve its Morningstar financial rating.17
Recognize, however, that such increases are simply “potential.” Nothing inherently magical in the creation of work teams guarantees that this positive synergy and its accompanying productivity will occur. Accordingly, merely calling a group a team doesn’t automatically increase its performance.18 As we show later in this chapter, successful or high-performing work teams have certain common characteristics. If managers hope to gain increases in organizational performance, they will need to ensure that the teams possess those characteristics.
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