Ch 13 - Managing Teams Chapter Overview This chapter begins with a discussion of how to manage teams and the reasons why teams are so important to the success of firms today. Then, the different types of teams are presented followed by material on the behavioral aspects of teams. Finally, the skills needed to effectively manage teams are explored. Chapter Objectives 1. Translate the benefits teams provide into competitive advantages. 2. Identify the different types of teams – self-managed, parallel, project, and virtual. 3. Track the stages of team development that occur over the life of a project and help the team perform effectively. 4. Recognize key roles that team members must play to ensure high performance. 5. Master the skills to detect and control team performance problems. 6. Manage team conflict through negotiation. Lecture Outline I. The Benefits of Teams As tasks have become more complex in today’s highly competitive environment, teams have become an essential component in most organizations. The effectiveness of teams has a direct effect on the success of the company.

A. A team is a small number of people with complimentary skills who are committed to a common purpose, a set of performance goals, and an approach for which they hold themselves mutually accountable.

1. Teams need to be large enough to take advantage of the different skill sets members bring, but small enough to allow for cohesion and a feeling of community.

2. High performing teams are usually between 5 and 12 members.

B. Good teams have synergy – when individuals blend complimentary skills and talents to produce a product that is more valuable than the sum of the individual contributors.

C. A work group is a group whose members are held accountable for individual work, but are not responsible for the output of the entire group.

D. The benefits of using teams include

1. Lower costs and higher productivity 2. Quality improvements 3. Speed 4. Innovation

1. Costs and Productivity

A. When management responsibilities are delegated to teams, fewer supervisors are needed.

B. Companies can also use cross-training to expand the capabilities of team members

and reduce the total number of employees needed. 2. Quality Improvements

A. Companies that have delegated management responsibilities to the team have a “do it right the first time” approach rather than having a supervisor evaluate performance after the fact. This approach saves money on raw materials and reduces the number of quality specialists needed.

B. W. Edwards Deming championed the use of teams and continuous quality

improvements. 3. Speed

A. Speed is important for responding to customers and for developing new products.

B. A business process is a value-adding, value-creating activity such as product development or order fulfillment. When teams are organized around business processes, the time to complete the process can be reduced.

4. Innovation

A. Teams facilitate the development of new products and services. 1. Being first to market can be an important competitive advantage.

B. Cross-functional teams can reduce the cycle for new product development.

II. Types of Teams There are four common types of teams in companies

1. Self-managed teams 2. Project teams 3. Parallel teams 4. Virtual teams

1. Self-Managed Teams

A. A self-managed team (SMT), also called a process team, is responsible for producing an entire product, component, or service.

1. This type of team is a formal part of the company’s organization structure and employees are assigned to the team on a full-time basis.

B. SMTs have the authority to make decisions that are often made by supervisors or

managers such as who to hire or which work method to use.

C. Members of an SMT need three types of skills to be fully functional: 1. Technical skills – members should be able to rotate between different

tasks or workstations. 2. Management skills – members need to make budgeting, scheduling, time

management, goal setting, and other types of decisions. 3. Interpersonal skills – members need to be able to communicate ideas,

negotiate when there are differences of opinion, and manage conflict. 2. Project Teams

A. A project team works on a specific project that has a beginning and an end. 1. The team is together for the duration of the project and then is disbanded.

B. Project teams are composed of members from different functional areas and are

judged according to their ability to meet or exceed deadlines. 3. Parallel Teams

A. Parallel teams, also called problem-solving teams or special purpose teams, are groups that focus on a problem or issue that requires only part-time commitment from team members.

1. Parallel teams are disbanded once the problem is resolved.

B. There are many types of parallel teams including suggestion teams, safety teams, selection committees, and grievance committees.

4. Virtual Teams

A. A virtual team is a group that uses interactive computer technologies such as the Internet, groupware, or video-conferencing to work together regardless of distance.

1. Virtual teams require only part-time commitment from members.

B. By bringing together individuals who would otherwise not work together, virtual teams can give an organization a competitive advantage.

C. Firms can cross organizational boundaries using virtual teams and bring together

customers, suppliers, and business partners. III. Managing Team Performance For teams to perform effectively, organizations need to consider

1. Stages of team development 2. The roles of team members and leaders 3. Team member behaviors

1. Stages of Team Development

A. There are five stages of development in a team: 1. Forming – team members meet for the first time to get acquainted and

discuss expectations. 2. Storming – team members voice differences about team goals and

procedures. a. Coalitions may form and compete for dominance.

3. Norming – characterized by resolution of conflict and agreement over team goals and values.

4. Performing – characterized by a focus on the performance and tasks delegated to the team.

a. Synergies between members emerge. 5. Adjourning – teams complete their work and disband if designed to do

so. a. The successful completion of the task may be celebrated.

2. Roles of Team Members

A. Roles are expectations regarding how team members should act in given situations.

B. There are two roles that are needed:

1. The task-facilitating role – places a priority on helping the team accomplish its task goals.

a. It can include

1) Direction giving - identifying ways to achieve goals. 2) Information seeking – asking questions, identifying

knowledge gaps, and seeking members’ opinions. 3) Information giving – providing facts and data, offering

judgments. 4) Summarizing – combining ideas made by members and

drawing conclusions. 2. The relationship-building role focuses on sustaining harmony between

team members. a. It involves

1) Supporting – praising member contributions and ideas. 2) Harmonizing – mediating differences between members

and identifying compromises. 3) Tension relieving – using humor to put others at ease. 4) Energizing – using enthusiasm and good spirits to

motivate members. 5) Facilitating – smoothing interactions between members

who have difficulty communicating with each other.

C. A team can only be successful if both the task-facilitating role and the relationship-building role are filled.

3. The Role of the Team Leader

A. Leaders help teams balance task-facilitating and relationship-building roles, and deal with people who create problems.

B. Self-managed teams typically have leaders who are selected from the ranks, while

parallel and project teams often have leaders who are also managers or supervisors.

4. Behavioral Aspects of Effective Teams

A. Members of effective teams are: 1. Cohesive with each other – the degree of team cohesiveness refers to the

extent to which team members feel a high degree of camaraderie, team spirit, and sense of unity.

a. To encourage team cohesiveness: 1. Provide opportunities for members to interact. 2. Give all members a voice in determining team goals. 3. Celebrate team successes.

2. Select high performance norms – shared beliefs that regulate the behavior of team members are referred to as team norms.

a. Teams with high performance norms are more likely to be effective and have less tolerance for poor performance.

b. Team norms are enforced via rewards and sanctions. 3. Cooperate – the willingness to share information and help others reflects

the level of cooperation in a team. a. Cooperative behaviors can be at odd with competitive behaviors

(behavior that views other people as rivals for a limited pool of resources and focuses on individual goals, non-collaboration, and the withholding of information).

b. Teams need to reward cooperation and sanction competitive behaviors.

4. Exhibit interdependence – the extent to which members depend on each other for resources, information, assistance, or mutual support to accomplish their tasks is the degree of interdependence present.

a. Pooled interdependence involves sharing common resources such as copy machines or secretarial support, but doing most work independently.

b. Sequential interdependence is a series of hand-offs of work flow between members in which the output of one team member becomes the input of the next team member, and so forth.

c. Reciprocal interdependence occurs when team members interact intensively back and forth with each other until their work is judged to meet performance standards.

1. This type of team is often used for projects involving research and scientific work.

5. Trust one another – the willingness of one person to increase his or her vulnerability to the actions of another person whose behavior he or she cannot control is trust.

a. Trust among team members can be created by: 1. Communicating openly. 2. Sharing credit with others. 3. Reciprocating help from teammates. 4. Avoiding acting purely out of self-interest.

IV. Team Performance Problems There are several problems teams can expect to encounter including

1. Free riders 2. The nonconforming high performer 3. The lack of rewards for teamwork

1. Free Riders

A. Individuals who find it rational to withhold effort and provide minimum input to the team in exchange for a full share of the rewards are known as free riders.

B. This type of behavior is also known as social loafing or shirking and usually has a

negative impact on team performance.

C. To make free riding difficult, team members should have control over recruitment

and selection of new members and a voice in performance evaluation and discipline decisions. In addition, high performance norms should be established early on.

2. The Nonconforming High Performer

A. Nonconforming high performers are team members who are individualistic and whose presence is disruptive to the team.

B. These individuals are better suited to problem-solving teams, virtual teams, and

project teams where there is less intense team interaction as compared to self-managed teams.

3. Lack of Rewards for Teamwork

A. Many organizations reward individual performance, but not team performance. When employees are competing for merit pay, their performance in a team setting may be compromised.

B. Organizations that depend on teams need to reward team efforts.

V. Team Management Skills Two management skills are critical for team members and team leaders:

1. Conflict management 2. Negotiation

1. Conflict Management Skills

A. Conflict is a normal part of teams, but it must be managed.

B. The first step in managing conflict is to determine whether the conflict is A. Functional conflict – stimulates team and organizational performance.

a. This type of conflict can be beneficial because 1) Creativity is stimulated. 2) Poor solutions are avoided. 3) Team members are energized.

b. Task conflict involves disagreements over ideas, plans, and projects. This type of conflict can force people to rethink problems and identify better solutions.

B. Dysfunctional conflict – has a negative effect on team and organizational performance. a. This type of conflict can include relationship conflict.

b. Teams might try to avoid conflict and instead engage in groupthink (team behavior that occurs when members prefer to avoid conflict rater than tolerate a healthy diversity of opinions). This is also known as dysfunctional avoidance of conflict.

C. There are different approaches to dealing with dysfunctional conflict including: a. The integrating style (also known as problem-solving style) is used when

the manager can frame the issue as a problem and encourage the parties to identify the problem, examine alternatives, and agree on a solution.

1. This approach depends on the negotiating skills of all parties involved, can offer long-term solutions to conflicts, but can be time-consuming and lead to resentment.

b. The obliging style (also known as smoothing style) is used when the party managing the conflict is willing to neglect his or her own needs in order to accommodate the needs of the other party.

1. This approach can create resentment. c. The dominating style (also known as forcing style) can be used when the

manager acts in an assertive and forceful way and persuades the other party to abandon his or her objectives.

1. This is the best style to use when time is critical. d. The avoiding style is used when the individual decided it is better to avoid

the conflict rather than deal with it. 1. If all team members take this approach, the team may engage in

groupthink. e. The compromising style can be used when the manager or team member

makes some concessions to the other party and the other party is willing to reciprocate.

1. This can result in a low quality solution.

D. The problem solving approach can be the best way to get both parties to achieve their interests, but it needs to be started when both parties are motivated to find a solution.

a. Time-outs may be needed if one or both parties get angry or frustrated. b. If a party has a hidden agenda, the process is likely to unsuccessful.

E. Individuals should select a conflict management style that fits with his or her

combined level of assertiveness and cooperativeness. 2. Negotiation Skills

A. The win-win style of negotiating (also called integrative bargaining) that requires all interested parties to convert a potential conflict into a problem-solving process in which each party seeks to identify common, shared, or joint goals is one of the most useful negotiating skills.

1. This type of skill is especially important in long-term working relationships.

B. The win-lose style of negotiating (also called distributive bargaining) is used

when there is a single issue that consists of a fixed amount of resources in which one party attempts to gain at the expense of the other.

a. This skill has only limited use in a team setting.

C. Negotiators should avoid a. assuming that a negotiation must always result in a settlement. b. becoming fixated on one particular issue in the negotiation. c. assuming that the other party has all the power due to greater levels of

experience. Chapter Discussion Questions 1. Based on your personal experiences, what do you think are the advantages of teams? Which situations in a business are most likely to be favorable for teams to perform effectively? Answer: Responses to this question will vary by student. 2. Again, drawing on your own personal experiences, indicate what you think are the disadvantages of using teams. Which situations in a business are least suitable for team performance? Answer: Responses to this question will vary by student. 3. What is the role of the team leader? Should teams always have leaders? When might it be reasonable for a team to purposely leave out the role of team leader? Answer: Team leaders are responsible for helping teams balance tasks and build relationships among team members. They also deal with individuals who create problems within the group, and ensure that all team members are on the same page in terms of expectations and performance. Project teams and parallel teams typically have leaders, but not all teams have leaders. When a team is composed of highly motivated and experienced individuals, all members are essentially leaders. 4. How do teams deal with individuals who violate important norms, for example, by engaging in negative conflict? Which do you think is a more effective way to sustain team performance: (a) the use of peer pressure or (b) a supervisor who monitors and controls the behavior of team members? Answer: Many students will probably suggest that peer pressure can be a more effective means of sustaining team performance than supervisory control. However, students may note that in cases where negative conflict threatens the overall productivity of the team, a supervisor may need to assume the role of a mediator.

5. Suppose you are working on a class project with five students, and one of the team members never shows up for your weekly meetings. Soon your project is due to be turned in to the professor. You and other team members are getting concerned about this “free rider.” How should the team deal with this problem? Answer: Free riders are individuals who find it rational to withhold effort and provide minimum input to the team in exchange for a full share of the reward. Most students will have encountered free riders before, and will probably express their frustration about the situation. Some students will probably suggest that it is important to let the professor know of the problem, but other students may argue that the project is a team project and that therefore, it must be completed anyway. Some students may suggest going ahead with the project, but leaving the name of the free rider off the final paper. 6. Suppose you are on a project team similar to the one in Question 5. One of the team members is very abrasive – using foul language and having a negative attitude – and is highly critical of the work of all the other team members, including you. This person also has an A (3.95) grade point average and wants to do the whole project alone and is willing to turn it in to the professor and share the credit with the whole team. The team is divided about how to respond to this offer, because this team member could possible achieve a better grade on the project than the team. How should the team deal with this individual? Answer: Responses to this question will vary by student. This question could also be the basis for a great debate and discussion of negotiating. 7. Can too little conflict be a problem for a team? What are the effects on team performance of little or no conflict? In cases where there is an absence of functional conflict, how can conflict be stimulated? Which role(s) are most likely to stimulate the conflict? Answer: A little conflict in a team can be beneficial if it encourages team members to consider alternative views or ways of doing things. If there is always total agreement, teams run the danger of engaging in groupthink. Many students will probably suggest that it is the responsibility of the team leader to encourage team members to avoid dysfunctional avoidance of conflict. Study Questions 1) A small number of people with complementary skills who are committed to a common purpose, a set of performance goals, and an approach for which they hold themselves mutually accountable is a A) work group. B) department. C) team. D) nonconforming group. Answer: C

Diff: 1 Page Ref: 384 Objective: LO1 2) Members of a work group are held accountable for individual work, but they are not A) committed to a common purpose. B) responsible for the output of the entire group. C) supportive of organizational goals. D) likely to have a strong, directive leader. Answer: B Diff: 2 Page Ref: 384 Objective: LO1 3) When individuals blend complementary skills and talents to produce a product that is more valuable than the sum of the individual contributions, they are experiencing A) accountability. B) a process team. C) cohesiveness. D) synergy. Answer: D Diff: 1 Page Ref: 384 Objective: LO1 4) Which of the following is a characteristic of a team? A) Shared leadership roles B) Variable input from members solicited by the group leader C) Individual work assignments D) all of the above Answer: A Diff: 2 Page Ref: 385 Objective: LO1 5) Which of the following is a benefit of using teams? A) Lower costs and higher productivity B) Quality improvements C) Innovation D) all of the above Answer: D Diff: 2 Page Ref: 385 Objective: LO1

6) When a company delegates management work to teams, the company can save on A) the cost of machinery. B) the labor cost of surplus supervisors and middle managers. C) the number of hours worked. D) quality improvements. Answer: B Diff: 2 Page Ref: 385

Objective: LO1 AACSB: Reflective thinking skills 7) Which auto manufacturer used self-managed teams to achieve one of the highest levels of customer satisfaction of any U.S. firm in the industry? A) Chevrolet B) Ford C) Toyota D) Saturn Answer: D Diff: 2 Page Ref: 385 Objective: LO1 8) Teams in the banking industry may be used to reduce barriers between departments and avoid having paperwork sit between loan processing departments. The result is an increase in A) fees for the bank. B) speed in processing the loan. C) additional services for the customer. D) the use of technology. Answer: B Diff: 3 Page Ref: 386 Objective: LO1 AACSB: Reflective thinking skills 9) When the linear approach of building an airplane is replaced by cross-functional teams A) the company can innovate more quickly. B) the company can avoid conflict between departments. C) quality issues often arise. D) the company can incur the cost of altering the configuration after the fact. Answer: A Diff: 3 Page Ref: 386 Objective: LO1 AACSB: Reflective thinking skills 10) The team with high time durations and low team member time commitments is the A) project team. B) self-managed team. C) parallel team. D) virtual team. Answer: C Diff: 2 Page Ref: 387 Objective: LO2

11) A process team which is a formalized part of the organization's structure that is responsible for producing an entire product, component, or service is also referred to as a A) project team.

B) self-managed team. C) parallel team. D) virtual team. Answer: B Diff: 2 Page Ref: 387 Objective: LO2 12) To be fully functional, self-managed team members need to be trained in A) technical skills. B) management skills. C) interpersonal skills. D) all of the above Answer: D Diff: 1 Page Ref: 388 Objective: LO2 13) A key criterion for judging project team performance is A) the quality of the decisions made. B) meeting or exceeding deadlines. C) whether the problem was solved. D) the quality of communication. Answer: B Diff: 2 Page Ref: 388 Objective: LO2 14) A problem solving team or special purpose team whose membership requires only part-time commitment is also referred to as a A) project team. B) self-managed team. C) parallel team. D) virtual team. Answer: C Diff: 2 Page Ref: 389 Objective: LO2 15) A team that meets to reduce accidents and back injuries in a poultry processing plant is an example of a A) project team. B) self-managed team. C) parallel team. D) virtual team. Answer: C Diff: 2 Page Ref: 388 Objective: LO2 AACSB: Analytic skills

16) Groupware has enabled companies to create

A) project teams. B) self-managed teams. C) parallel teams. D) virtual teams. Answer: D Diff: 1 Page Ref: 389 Objective: LO2 AACSB: Use of information technology 17) The type of team that has the greatest potential for misunderstandings to occur is the A) project team. B) self-managed team. C) parallel team. D) virtual team. Answer: D Diff: 2 Page Ref: 389 Objective: LO2 AACSB: Communication abilities 18) Which is not one of the stages of team development? A) Forming B) Dorming C) Storming D) Adjourning Answer: B Diff: 1 Page Ref: 390 Objective: LO3 19) In the ________ stage of team development, the basic ground rules are established. A) forming B) storming C) norming D) performing Answer: A Diff: 2 Page Ref: 390 Objective: LO3 20) Mary's group is in conflict. Coalitions have formed and they are competing for dominance to set the team's agenda. Mary's group is in the ________ stage of development. A) forming B) storming C) norming D) performing Answer: B Diff: 2 Page Ref: 390

Objective: LO3 AACSB: Reflective thinking skills

21) An important role for team leaders in the storming stage of development is A) establishing ground rules. B) identifying the purpose of the team. C) defusing the negative aspects of conflict to achieve harmony and cohesion. D) capturing the synergies between individuals with complementary skills. Answer: C Diff: 3 Page Ref: 390 Objective: LO3 AACSB: Reflective thinking skills 22) Closer relationships are established and the interdependence of team members is intensified in the ________ stage of development. A) forming B) storming C) norming D) performing Answer: C Diff: 2 Page Ref: 390-391 Objective: LO3 AACSB: Reflective thinking skills 23) The final stage of group development is A) forming. B) storming. C) adjourning. D) performing. Answer: C Diff: 1 Page Ref: 391 Objective: LO3 24) The task-facilitating role includes A) using humor to put others at ease. B) recognizing the members' contributions. C) providing facts and data. D) exuding enthusiasm to motivate others. Answer: C Diff: 2 Page Ref: 392 Objective: LO4 AACSB: Analytic skills 25) The relationship-building role includes A) asking questions. B) providing good clarification. C) providing facts and data.

D) exuding enthusiasm to motivate others. Answer: D Diff: 2 Page Ref: 392 Objective: LO4 AACSB: Analytic skills

26) Mark spends a lot of time acting as a catalyst to smooth interaction between team members who have difficulty communicating with each other. He is engaged in the ________ role. A) task-facilitating B) relationship-building C) team leader D) team facilitator Answer: B Diff: 3 Page Ref: 392 Objective: LO4 AACSB: Reflective thinking skills 27) The role of the team leader is A) similar to that of a coach. B) providing feedback to team members. C) expressing a shared vision for the team. D) all of the above Answer: D Diff: 2 Page Ref: 392 Objective: LO4 28) An effective team A) does not enforce violations of norms with sanctions. B) operates with low levels of cohesiveness. C) exhibits independence among team members. D) trusts one another. Answer: D Diff: 2 Page Ref: 393 Objective: LO4 29) To positively influence team cohesiveness A) provide ample opportunities for team members to interact with each other during the early stages of team development. B) ensure that all team members have a voice in determining team goals. C) celebrate successful team outcomes with rewards for team members. D) all of the above Answer: D Diff: 2 Page Ref: 393-394 Objective: LO4

30) The extent to which team members feel a high degree of camaraderie and team spirit is known as A) norms. B) cohesiveness. C) cooperation. D) pooled interdependence. Answer: B Diff: 1 Page Ref: 393 Objective: LO4

31) The U.S. Navy SEALS are an effective team as a result of their A) communication. B) goal commitment. C) high cohesion. D) independence. Answer: C Diff: 2 Page Ref: 394 Objective: LO4 32) The values and aspirations of the team members that are likely to be formed during the forming and norming stages of development are A) team norms. B) organizational culture. C) cohesiveness. D) synergy. Answer: A Diff: 1 Page Ref: 394 Objective: LO4 33) According to Professor Robert Daft, the optimal size of a team is about A) 4. B) 7. C) 11. D) 15. Answer: B Diff: 1 Page Ref: 394 Objective: LO4 34) One way to ensure that team members have high performance norms is A) to increase the cohesiveness of the group. B) to select high performing individuals as team members. C) to tolerate loafers. D) all of the above Answer: B Diff: 2 Page Ref: 395 Objective: LO4

35) ________ is found in teams requiring the lowest amount of reliance on other members. A) Pooled interdependence B) Sequential interdependence C) Reciprocal interdependence D) Competitive behavior Answer: A Diff: 2 Page Ref: 395 Objective: LO4

36) When an insurance agent collects the information, hands the accident claim over to the accident investigator who inspects for damage and then sends it to a claims adjuster who determines the payout amount, the team is demonstrating A) pooled interdependence. B) sequential interdependence. C) reciprocal interdependence. D) competitive behavior. Answer: B Diff: 3 Page Ref: 395 Objective: LO4 AACSB: Analytic skills 37) The greatest amount of interdependence occurs with A) pooled interdependence. B) sequential interdependence. C) reciprocal interdependence. D) competitive behavior. Answer: C Diff: 2 Page Ref: 396 Objective: LO4 38) Team members who are highly dependent on one another A) develop solutions more quickly. B) finish more tasks. C) perform better than those teams whose members are not highly dependent on one another. D) all of the above Answer: D Diff: 3 Page Ref: 396 Objective: LO4 39) The willingness of one team member to increase his or her vulnerability to the actions of another person whose behavior he or she cannot control is A) cohesiveness. B) interdependence. C) trust. D) synergy.

Answer: C Diff: 1 Page Ref: 396 Objective: LO4 40) Trust can be created by A) communicating openly. B) sharing credit with others. C) reciprocating help from teammates. D) all of the above Answer: D Diff: 2 Page Ref: 397 Objective: LO4

41) Free riders are also known as A) social loafers. B) disruptive high performers. C) insecure supervisors. D) nonconforming high performers. Answer: A Diff: 2 Page Ref: 397 Objective: LO5 42) Social loafing takes place because individuals A) empower team members to hire high performers. B) can hide behind the collective effort of the team. C) conform and want to be treated like everybody else on the team. D) are supportive of the team goals. Answer: B Diff: 2 Page Ref: 398 Objective: LO5 AACSB: Reflective thinking skills 43) Allen Iverson of the Philadelphia 76ers is an example of a A) nonconforming high performer. B) social loafer. C) disruptive high performer. D) all of the above Answer: A Diff: 2 Page Ref: 398 Objective: LO5 AACSB: Reflective thinking skills 44) When the only rewards are for individual performance A) team members are likely to compete with each other for the incentive pay. B) the employees' willingness to collaborate is undermined. C) the team's cohesiveness is undermined. D) all of the above

Answer: D Diff: 3 Page Ref: 399 Objective: LO5 AACSB: Analytic skills 45) Conflict A) is a normal part of the work of teams. B) cannot be managed effectively. C) is always dysfunctional. D) cannot stimulate team performance. Answer: A Diff: 2 Page Ref: 400 Objective: LO6

46) Moderate levels of conflict can have a positive influence on the team because A) creativity is stimulated. B) poor solutions are avoided. C) team members are energized. D) all of the above Answer: D Diff: 2 Page Ref: 400-401 Objective: LO6 47) When team members have a disagreement over ideas, plans, and projects, it is referred to as A) relationship conflict. B) dysfunctional conflict. C) task conflict. D) avoidance. Answer: C Diff: 1 Page Ref: 401 Objective: LO6 48) Team members engage in ________ when they prefer to avoid conflict rather than tolerate a healthy diversity of opinions. A) functional conflict B) avoidance C) compromising D) groupthink Answer: D Diff: 1 Page Ref: 401 Objective: LO6

49) When the intensity of the conflict is high or pervasive but too low, ________ conflict results. A) relationship B) dysfunctional C) task D) functional Answer: B Diff: 2 Page Ref: 401 Objective: LO6 50) The conflict resolution style that enables each party to achieve its interests is the ________ style. A) integrating B) obliging C) dominating D) compromising Answer: A Diff: 2 Page Ref: 402 Objective: LO6

51) The conflict resolution style that makes it likely for the team to suffer from groupthink if all members use it is the ________ style. A) compromising B) avoiding C) obliging D) dominating Answer: B Diff: 2 Page Ref: 402 Objective: LO6 52) The willingness of both parties in a conflict to communication openly is needed for the ________ style to be effective. A) dominating B) avoiding C) problem-solving D) obliging Answer: C Diff: 2 Page Ref: 402 Objective: LO6 53) The win-win style of negotiation is also referred to as A) distributive bargaining. B) compromising. C) smoothing. D) integrative bargaining. Answer: D Diff: 2 Page Ref: 403

Objective: LO6 54) The negotiation between a buyer and seller of a used car may take the form of A) distributive bargaining. B) integrative bargaining. C) win-win negotiation. D) smoothing. Answer: A Diff: 3 Page Ref: 404 Objective: LO6 AACSB: Analytic skills 55) Inexperienced negotiators should avoid A) the assumption that a negotiation must always result in a settlement. B) becoming fixated on one particular issue in the negotiation. C) the assumption that the other party has all the power due to greater levels of experience. D) all of the above Answer: D Diff: 3 Page Ref: 405 Objective: LO6

56) Members of a team are held accountable for individual work, but they are not responsible for the output of the entire group. Answer: FALSE Diff: 1 Page Ref: 384 Objective: LO1 57) The SMT has the authority to make many decisions traditionally reserved for supervisors or managers. Answer: TRUE Diff: 2 Page Ref: 388 Objective: LO2 58) Parallel teams require only part-time commitment from team members while the remainder of the time is spent working in a functional department. Answer: TRUE Diff: 2 Page Ref: 389 Objective: LO2 59) In the norming stage, the team members finally understand their roles and establish closer relationships to focus on the performance of the tasks. Answer: FALSE Diff: 2 Page Ref: 391 Objective: LO3

60) If team members do not address both the task-facilitating and the relationship-building roles, the team is likely to perform inadequately. Answer: TRUE Diff: 2 Page Ref: 392 Objective: LO4 61) When teams lack cohesion, individuals are less likely to enjoy meetings or social events and to work toward team goals. Answer: TRUE Diff: 2 Page Ref: 393 Objective: LO4 62) Teamwork becomes irrelevant when pooled interdependence is present. Answer: FALSE Diff: 3 Page Ref: 395 Objective: LO4 63) Less cohesive and more individualistic teams can better tolerate a nonconformist. Answer: TRUE Diff: 3 Page Ref: 398 Objective: LO5 64) Relationships conflict is dysfunctional and interferes with the team's productivity while in many cases task conflict is functional and can stimulate creativity. Answer: TRUE Diff: 3 Page Ref: 401 Objective: LO6 AACSB: Reflective thinking skills

65) The win-win negotiating style requires the parties to convert a potential conflict into a problem-solving process in which each party seeks to identify common goals. Answer: TRUE Diff: 2 Page Ref: 403 Objective: LO6 66) What is the difference between a team and a work group? Answer: A team is a small number of people with complementary skills who are committed to a common purpose, a set of performance goals, and an approach for which they hold themselves mutually accountable. Team members interact with each other on a regular basis. A work group differs from a team. Members of a work group are held accountable for individual work, but they are not responsible for the output of the entire group. A team shares leadership roles while a group is likely to have a strong, focused leader. Group membership is more variable over time while team membership is bounded and stable over time. Teams openly discuss goals and procedures with each other until they reach a consensus. Diff: 1 Page Ref: 384-385 Objective: LO1

67) What are the benefits of using teams? Answer: The benefits of using teams include lower costs and higher productivity, quality improvements, speed, and innovation. Diff: 2 Page Ref: 385 Objective: LO1 68) Discuss the four types of teams. Answer: The four types of teams are self-managed teams, project teams, parallel teams, and virtual teams. Self-managed teams are responsible for producing an entire product, component, or service. These teams are formalized as part of the organization structure. SMTs have authority to make many decisions traditionally reserved for supervisors. A project team works on a specific project that has a beginning and an end. Team members work full-time until the project is complete and then disband to work on other projects. It is composed of members from different functions. Parallel teams are sometimes called problem-solving or special purpose teams. They focus on a problem or issue that requires only part-time commitment from team members. Virtual teams use interactive computer technologies such as the internet, groupware, and computer-based videoconferencing to work together regardless of distance. Diff: 2 Page Ref: 386-389 Objective: LO2 69) What are some of the skills needed for members of SMTs to be fully functional? Answer: SMT members need to be trained in technical, management, and interpersonal skills. Team members must be cross-trained to rotate between different tasks or workstations. This offers greater flexibility to provide speed, efficiency, and quality. SMT members have the authority to make management decisions. Therefore, they need training in budgeting, scheduling, time management, planning, goal setting, and judging the performance of peers. Team members need effective interpersonal skills to form the team and sustain its performance. They must be able to communicate ideas persuasively, negotiate, and manage conflict. Diff: 2 Page Ref: 388 Objective: LO2

70) Describe the stages of team development. Answer: There are five stages of team development: forming, storming, norming, performing, and adjourning. When team members meet for the first time to get acquainted and discuss expectations the group is in the forming stage. Basic ground rules are established. Team members voice differences about team goals and procedures during the storming stage. Conflict is a normal part of team development. Conflict resolution and agreement over team goals and values emerge in the norming stage. Team members finally understand their roles and establish closer relationships, intensifying the cohesion and interdependence of members. At this point the members begin to develop a team identity rather than seeing themselves as individuals. The team is in agreement about how to deal with and sanction members who violate important team rules and procedures. The performing stage is characterized by a focus on the performance of the tasks delegated to the team. Teams that are designed to disband reach the adjourning stage in which the

team has completed its work. Diff: 2 Page Ref: 390-391 Objective: LO3 71) Discuss the task- facilitating and relationship-building roles. Answer: The task-facilitating role places a priority on helping the team accomplish its task goals. This role may include direction giving, information seeking, information giving, coordinating, and summarizing. The relationship-building role focuses on sustaining harmony between team members. This role facilitates improved interpersonal relationships and sustains team morale. This role includes supporting, harmonizing, tension relieving, energizing, and facilitating. Diff: 2 Page Ref: 392 Objective: LO4 72) What is cohesiveness? Answer: Cohesiveness is the extent to which team members feel a high degree of camaraderie, team spirit, and sense of unity. Diff: 1 Page Ref: 393 Objective: LO4 73) What are norms? Answer: Norms are the shared beliefs that regulate the behavior of team members. Diff: 1 Page Ref: 394 Objective: LO4

74) What are the three types of interdependence? Give examples of each. Answer: The extent to which team members depend on each other for resources, information, assistance, or mutual support to accomplish their tasks is the degree of interdependence present. Three types of interdependence affect teams: pooled, sequential, and reciprocal. Pooled interdependence is found in teams requiring the lowest amount of reliance on other members. Real estate agents in the same branch office may share office space, supplies, copy and fax machine, but do most of their selling independently. Sequential interdependence is a series of hand-offs of work flow between team members in which the output of one team member becomes the input of the next team member. Each member depends on all previous team members. An automobile insurance company is an example in the claims adjustment process. An insurance team handles an accident claim starting with the insurance agent who collects information, then the investigator who assesses the damage, and the adjuster who determines the payout. The greatest amount of interdependence occurs in reciprocal interdependence when team members interact intensively back and forth with one another. The output of one member becomes the input of the next and then the output returns to the first. Research projects are examples. Diff: 3 Page Ref: 395-396 Objective: LO4

75) How can trust be created among team members? Answer: Trust can be created by communicating openly, sharing credit with others, reciprocating help from teammates, and avoiding acting purely out of self-interest. Diff: 2 Page Ref: 397 Objective: LO4 76) What is a free rider? What is the impact on the other team members when a free rider is tolerated? Answer: A free rider is an individual who finds it rational to withhold effort and provide minimum input to the team in exchange for a full share of the rewards. This is also called social loafing or shirking. When free riders are tolerated, other members may reduce their efforts and team productivity suffers as a result. Diff: 2 Page Ref: 397-398 Objective: LO5 77) What is a nonconforming high performer? Answer: A nonconforming high performer is a team member who is individualistic and whose presence is disruptive to the team. Diff: 1 Page Ref: 398-399 Objective: LO5 78) Discuss functional versus dysfunctional conflict. Answer: Functional conflict stimulates team and organizational performance. Creativity is stimulated, poor solutions are avoided, and team members are energized. Dysfunctional conflict has a negative effect on team and organizational performance. Diff: 2 Page Ref: 400-401 Objective: LO6

79) Describe the five conflict management styles. Answer: The integrating style is used when the manager or team member can frame the issue as a problem and encourage the parties to identify the problem, examine alternatives, and agree on a satisfactory solution. An obliging or smoothing style may be used when the party managing the conflict is willing to neglect his or her own needs in order to accommodate the needs of the other party. A dominating style or forcing style may be used when the manager or team member acts in an assertive and forceful way and persuades the other party to abandon his or her objectives. It is a top-down approach. An avoiding style is used when the individual decides it is better to avoid the conflict rather than deal with it. A compromising style may be used when the manager makes some concessions to the other party and the other party is willing to reciprocate. Diff: 2 Page Ref: 401-402 Objective: LO6

80) What is the difference between integrative bargaining and distributive bargaining? Answer: Integrative bargaining is referred to as win-win. It requires all interested parties to convert a potential conflict into a problem-solving process in which each party seeks to identify common, shared, or joint goals. Distributive bargaining is win-lose. It is used when there is a single issue that consists of a fixed amount of resources in which one party attempts to gain at the expense of the other. Diff: 2 Page Ref: 403-404 Objective: LO6