This document discusses teams and teamwork. It defines a team and describes different types of teams such as work teams, project teams, parallel teams, management teams, transnational teams, and virtual teams. It also covers topics like team autonomy, stages of team development (forming, storming, norming, performing), stepping up to team leadership, cohesiveness, the relationship between cohesiveness and performance, and different conflict styles like avoidance, accommodation, compromise, competing, and collaboration.

1. McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
TeamworkTeamwork
Chapter FourteenChapter Fourteen

2. The New Team EnvironmentThe 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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3. Types of TeamsTypes 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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4. Types of TeamsTypes of Teams
 Parallel teams
 Teams that operate
separately from the
regular work structure,
and exist temporarily.
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5. Types of TeamsTypes 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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6. Types of TeamsTypes 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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7. Team Autonomy ContinuumTeam Autonomy Continuum
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Figure 14.1

8. Group ActivitiesGroup 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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9. Group ActivitiesGroup 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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10. Stepping upStepping up
to Teamto Team
LeadershipLeadership
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Figure 14.2

11. CohesivenessCohesiveness
 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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12. Cohesiveness, Performance Norms, andCohesiveness, Performance Norms, and
Group PerformanceGroup Performance
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Figure 14.3

13. Conflict StylesConflict 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 one’s own interests.
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14. Conflict Styles (cont.)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 one’s own goals and little or no concern
for the other person’s goals.
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15. Conflict Styles (cont.)Conflict Styles (cont.)
 Collaboration
 A style of dealing with conflict emphasizing both
cooperation and assertiveness to maximize both
parties’ satisfaction.
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