CHAPTER 13
GROUPS & TEAMS
Increasing Cooperation,
Reducing Conflict
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LEARNING OBJECTIVES
13.1 Identify the characteristics of groups and
teams.
13.2 Describe the development of groups and
teams.
13.3 Discuss ways managers can build effective
teams.
13.4 Describe ways managers can deal successfully
with conflict.
13.5 Describe how to develop the career readiness
competency of teamwork/collaboration.
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WHY TEAMWORK IS IMPORTANT
Table 13.1
THE
IMPROVEMENTS
EXAMPLE
Increased productivity
At one GE factory, teamwork resulted in a workforce that was 20%
more productive than comparable GE workforces elsewhere.
Increased speed
Guidant Corp.,
maker of lifesaving medical devices, halved the time
it took to get products to market.
Reduced costs
Boeing used teamwork to develop the 777 at costs far less than
normal.
Improved quality
Westinghouse used teamwork to improve
quality performance in its
truck and trailer division and within its electronic components
division.
Reduced destructive internal
competition
Men’s Warehouse fired
a salesman who wasn’t sharing walk–in
customer traffic, and total clothing sales volume among all
salespeople increased significantly.
Improved workplace
cohesiveness
Cisco Systems told executives they would gain or lose 30% of their
bonuses based on how well they worked with peers and in 3 years
had record profits.
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GROUPS AND TEAMS: HOW DO THEY DIFFER?
Group
•Defined as (1) two or more freely interacting individuals
who (2) share norms, (3) share goals, and (4) have a
common identity.
Team
•Small group of people with complementary skills who are
committed to a common purpose, performance goals,
and approach for which they hold themselves mutually
accountable.
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FORMAL VERSUS INFORMAL GROUPS
Formal group
•Group assigned by organizations or its managers to
accomplish specific goals.
Informal group
•Group formed by people whose overriding purpose is
getting together for friendship or a common interest.
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VARIOUS TYPES of TEAMS
•Work teams: have a clear purpose that all members share, usually
permanent, and members must give their complete commitment to the
team’s purpose in order for the team to succeed.
•Project teams: assembled to solve a particular problem or complete a
specific task, such as brainstorming new marketing ideas for one of the
company’s products.
•Cross-functional teams: include members from different areas
within an organization, such as finance, operations, and sales.
•Self-managed teams: groups of workers who are given
administrative oversight for their task domains.
•Virtual teams: work together over time and distance via electronic
media to combine efforts and achieve common goals.
VIRTUAL TEAM: BENEFITS and CHALLENGES
Potential benefits:
•Reduced real estate costs.
•Ability to leverage diverse knowledge across geography
and time.
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