Essentials of Organizational Behavior Physics Constants and Equations

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Essentials of Organizational Behavior
Fourteenth Edition
Chapter 10
Understanding Work Teams
Copyright © 2018, 2016, 2014 Pearson Education, Inc. All
Rights Reserved.
Rights Reserved.
Rights Reserved.
After studying this chapter you should be able to:
Analyze the growing popularity of teams in organizations.
Contrast groups and teams.
Contrast the five types of team arrangements.
Identify the characteristics of effective teams.
Explain how organizations can create team players.
Decide when to use individuals instead of teams.
Rights Reserved.
Why Are Teams So Popular?
Increased competition has forced companies to restructure to
compete more efficiently
Teams:
Better utilize employee talents
Are more flexible and responsive to change
Democratize and motivate

Rights Reserved.
Over the last decade we have seen the use of teams grow
exponentially in organizations. There are a number of reasons
why this is true. Teams can enhance the use of employee talents
and tend to be more flexible and responsive to change. Teams
can help to keep employees engaged in their work and increase
their participation in decision making, thus increasing their
motivation. However, teams are not always effective, and so it
is important to take a look at how to deploy teams effectively.
3
Groups and Teams
Work group: Interacts primarily to share information and to
make decisions to help one another perform within each
member’s area of responsibility
Work team: Generates positive synergy through coordinated
effort; individual efforts result in a level of performance that is
greater than the sum of those individual inputs
Rights Reserved.
Groups and teams are not the same thing. A group is primarily
there to share information and make decisions; no real joint
effort is required. A team works in a more coordinated effort to
achieve a goal.
4
Comparing Work Groups and Work Teams
Rights Reserved.

Work groups and work teams differ on their goals, level of
synergy, accountability, and skills. Their function is different.
Work groups share information, while work teams work
together for a collective performance. The synergy in groups is
neutral whereas, work teams have a positive synergy.
Accountability can be individual in both, but it is more often
mutual in teams. The skills in a group can be varied, whereas
the skills on a team need to be complementary.
5
Four Types of Teams
Rights Reserved.
There are four main types of teams: problem-solving, self-
managed, cross-functional, and virtual.
6
Problem-Solving Teams
Members often from the same department
Share ideas or suggest improvements
Rarely given authority to unilaterally implement any of their
suggested actions
Rights Reserved.
Problem-solving teams are a very popular method used in many
organizations. Typically this type of team meets for a few hours
each week to solve a particular problem.
7
Self-Managed Work Teams
10-15 employees in highly related jobs

Team takes on supervisory responsibilities:
Work planning and scheduling
Assigning tasks
Operating decisions/actions
Working with customers
May select and evaluate members
Effectiveness is dependent on the situation
Rights Reserved.
Self-managed work teams are comprised of a group of people
who perform highly related or interdependent jobs and take on
the responsibilities of their former supervisors.
The effectiveness of this type of team greatly depends on the
situation and the goals of the team.
8
Cross-Functional Teams
Members from same level, but diverse areas, within and
between organizations
Exchange information
Develop new ideas and solve problems
Coordinate complex projects
Development may be time consuming due to complexity and
diversity
Rights Reserved.
Cross-functional teams gather workers from many different
work areas to come together to accomplish a task that needs to
utilize multiple perspectives.
This type of team is good at developing new ideas and solving

problems or coordinating complex projects. Given that their
tasks are normally complex and diverse, it may take some time
for the team to develop into an effective and productive team.
9
Virtual Teams
Computer technology ties dispersed team together
Managing virtual teams:
Ensure trust is established among members
Monitor progress closely
Publicize the efforts and products of the team throughout the
organization
Rights Reserved.
Virtual teams are increasing in their use. This type of team uses
computer technology to bring people together to achieve a
common goal. Typically these types of teams get right to work
with little socializing, but they need to overcome time and space
constraints to accomplish the task. In order to be effective,
virtual teams need to find ways to establish trust among the
members, have close monitoring, and results need to be
publicized.
10
Multiteam Systems
Collections of two or more interdependent teams that share a
superordinate goal
A ‘team of teams’
Can be the best choice
Rights Reserved.
Research shows that multiteam systems perform better when

they have “boundary spanners” whose job is to coordinate with
members of other subteams.
Multiteam systems can be the best choice when teams are too
large to be effective, or when teams with distinct functions need
to be highly coordinated.
11
Creating Effective Teams
Rights Reserved.
The three key components of effective teams are context,
composition, and process variables. Next we will look at each
one of these components individually.
12
Context Factors in Team Success
Presence of adequate resources
Effective leadership and structure
Climate of trust in the team
Performance evaluation and reward system that reflects team
contributions
Rights Reserved.
Understanding the context is important for teams to be
effective. The team needs the right resources to do the job well.
Members also need effective leadership and structure to
facilitate a process that will help the team succeed. It is
important that teams fit together, so they can successfully
utilize the individual skills present in the group. Trust is also an
important aspect of teams and essential for group cohesiveness,

as we have seen previously. Finally, the reward system needs to
be equitable and based on team contributions.
13
Team Composition and Success
Abilities of members
High-ability
Adaptability
Personality of members
Conscientious and open-minded
Allocation of roles
Diversity of members
Organizational demography
Cultural differences
Size of teams
Member preferences
Rights Reserved.
A manager must pay close attention to how a team is put
together to assure group cohesiveness and effectiveness. Each
member should be selected based on the type of skills and
abilities needed to accomplish the task at hand. However,
abilities are not the only characteristic that managers need to
pay attention to; personality is also important so that the team
can bond and form trust.
In addition, the manager must be sure he assigns the right
people to fill the roles needed, but maintain adequate diversity
so that idea generation still occurs. The manager must also pay
attention to the size of the team and ensure that members want
to be on the team and enjoy teamwork.
Organizational demography suggests that diversity in attributes
such as age or the date of joining should help us to predict

turnover.
14
Potential Team Member Roles
Rights Reserved.
We can identify nine potential team member roles. Teams that
are successful select people to play all of these roles based on
their experience and preferences.
15
Team Process and Success (1 of 2)
Rights Reserved.
Teams should create outputs greater than the sum of their
inputs. This exhibit shows how group processes can have an
impact on a group’s actual effectiveness.
16
Team Process and Success (2 of 2)
Common plan and purpose
Specific goals
Team efficacy
Team identity
Team cohesion
Mental models
Conflict levels
Social loafing

Rights Reserved.
A team’s processes can have a big impact on its effectiveness.
Teams must have a strong commitment to a common purpose
that provides direction, and yet incorporates reflexivity so that
plans can be adjusted if necessary. The goals of the team must
be set up so they are specific, measurable, and realistic yet
challenging in order to keep the team members engaged.
Successful teams share a common belief that they can succeed
at their tasks. Members also identify with their teams and are
emotionally attached to each other and motivated toward the
team because of that attachment.
Members must believe they can succeed and have a mental map
of how to get the work done to assist in the process of
accomplishing their task.
Finally, members must navigate through conflict and social
loafing to encourage a healthy and effective group.
17
Turning Individuals into Team Players
Selection: Need employees who have the interpersonal as well
as technical skills
Training: Workshops on problem-solving, communications,
negotiation, conflict-management, and coaching skills
Rewards: Encourage cooperative efforts rather than individual
ones
Rights Reserved.
Not all employees are team players. In the United States, for
example, our individualistic culture can create challenges for
teams. In fact, it is not always possible to turn everyone into a

team player. When formulating teams it is important to
carefully select the right employees who are more attuned to
teamwork. Managers should also carefully craft a reward system
to encourage cooperative efforts rather competitive ones. In
addition, while managers need to recognize individual
contributions to the team, they also need to discourage social
loafing.
18
Teams Aren’t Always the Answer
Complexity of Work: Can the work be done better by more than
one person?
Common Purpose: Does the work create a common purpose or
set of goals for the people in the group that is more than the
aggregate of individual goals?
Interdependence: Are the members of the group interdependent?
Rights Reserved.
We have looked at a number of ways to make teams effective
and to encourage good team work. However, teams are not
always the answer. There are three questions to ask to assess
whether teams fit the situation.
Is the work complex, and is there a need for different
perspectives?
Does the work create a common purpose or set of goals for the
group that is larger than the aggregate of the goals for
individuals?
Are members of the group involved in interdependent tasks?
If these three questions all can be answered with a yes, then a
team might be the solution!
19

Implications for Managers
Effective teams have adequate resources, effective leadership, a
climate of trust, and a performance evaluation system that
reflects team contributions.
Effective teams tend to be small.
Effective teams have members who believe in the team’s
capabilities, are committed to a common plan and purpose, and
have an accurate shared mental model of what is to be
accomplished.
Select individuals who have the interpersonal skills to be
effective team players; provide training to develop teamwork
skills; and reward individuals for cooperative efforts.
Do not assume that teams are always needed.
Rights Reserved.
There are a number of common characteristics of effective
teams such as a need for trust, smaller in size, a chance to
contribute, significant tasks, and a team who believes in itself.
Managers do need to modify the environment to help the team
succeed and pay careful attention to the makeup of the team
members to ensure success.
20
Copyright
Rights Reserved.
1

Physics 30 Unit 4
Electromagnetism Exam Part B
Name: __________________ Date: ________________
Written Response #1
Use the following information to answer the next question.
• Describe two experiments or observations which show EMR
behaving like a
wave. Explain how the observed behaviors are ‘wave-like’. (2
marks)
• Describe two experiments or observations which show EMR
behaving like a
particle. Explain how the observed behaviors are ‘particle-
like’. (2 marks)
Electromagnetic radiation (EMR) has been modeled by
physicists as a wave and as
a photon which has both wave and particle characteristics.
2
Written Response #2 Name: ______________

Zoe conducted an experiment to determine the focal length of a
convex lens. She used
an optics bench to illuminate an object and project a real image
of it onto a screen and
recorded the data in the chart below:
Object
Distance
(cm)
Inverse of distance
to object
(cm-1)
Image Distance
(cm)
Inverse of distance
to image
(cm-1)
25.0
100.0
27.0

77.1
31.0
56.4
35.0
46.7
42.0
38.2
• Complete the above chart (2 marks)
Optics Bench
Illuminated
Object
Convex Lens Screen
3

• Graph the data to produce a straight line. Be sure to include:
(3 marks)
o Labels for the x and y axes, including correct units , and
o a title
• Use the graph to determine the focal length of the convex lens.
(2 marks)
4
Written Response #3 Name: ______________
Use the following information to answer the next question

You must completely analyze the data and identify the metal. In
your response,
• Identify the region of the electromagnetic spectrum to which
the incident
frequency radiation belongs. (1 mark)
• Provide a graph of the results on the next page. (3 marks)
• Determine the value, with units, of the slope. Identify the
significance of the
slope. (2 marks)
Name: ______________
A student performed a photoelectric effect experiment in which
he exposed an
unidentified metal to various frequencies of incident
electromagnetic radiation and
measure the stopping voltage of the emitted photoelectrons.

He calculated the maximum kinetic energy of the emitted
photoelectrons.
His results are given in the table below.
Frequency of incident electromagnetic
Radiation (1015 Hz)
1.3 1.4 1.5 1.6 1.7 1.8
Maximum kinetic energy of emitted
Photoelectrons (10-19 J)
1.0 1.8 2.4 3.1 3.8 4.4
The teacher provided the student with the following table of
work functions for
selected metals.
Metal Work Function
(eV)
Na 2.28
Co 3.90
Pb 4.14
Ag 4.73
Pt 6.35
5
• Determine the values, with units, of the x-intercept and the y-
intercept.

Identify the significance of each of the intercepts. Use your
results to identify
the metal. Justify your answer. (3 marks)
(Title)
(y
–
a
xi
s)
(x – axis)

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