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by Leigh L. Thompson
Making the Team: A Guide for Managers, Fifth Edition
Making the Team: A Guide for Managers
Brief Contents
Contents
Preface
Part I The Basics of Teamwork
Chapter 1 Teams in Organizations Facts and Myths
What Is a Team?
Why Should Organizations Have Teams?
Information Technology
Competition
Globalization and Culture
Multigenerational Teams
Types of Teams in Organizations
Manager-Led Teams
Self-Managing Teams
Self-Directing Teams
Self-Governing Teams
Some Observations about Teams and Teamwork
Teams Are Not Always the Answer
Managers Fault the Wrong Causes for Team Failure
Managers Fail to Recognize Their Team-Building Responsibilities
Experimenting with Failures Leads to Better Teams
Conflict Among Team Members Is Not Always a Bad Thing
Strong Leadership Is Not Always Necessary for Strong Teams
Good Teams Can Still Fail Under the Wrong Circumstances
Retreats Will Not Fix All the Conflicts Between Team Members
What Leaders Tell Us about Their Teams
Most Common Type of Team
Team Size
Team Autonomy Versus Manager Control
Team Longevity
The Most Frustrating Aspect of Teamwork
Developing Your Team-Building Skills
Skill 1: Accurate Diagnosis of Team Problems
Skill 2: Research-Based Intervention
Skill 3: Expert Learning
A Warning
Chapter Capstone
Chapter 2 Performance and Productivity Team Performance Criteria and Threats to Productivity
An Integrated Model of Successful Team Performance
Team Context
Organizational Context
Team Design
Team Culture
Essential Conditions for Successful Team Performance
Expertise
Team Member Skills
Learning Curves and Expertise
Social Facilitation Versus Social Inhibition
Flow: Optimal Performance
Stress Versus Challenge
Engagement
Motivation Gains
Social Loafing
Free Riders
Three Main Causes of Free Riding
Diffusion of Responsibility.
Reduced sense of self-efficacy.
Sucker Aversion.
Suggestions for Enhancing Successful Team Performance
Increase Identifiability.
Promote Involvement.
Reward Team Members for Performance.
Strengthen Team Cohesion.
Increase Personal Responsibility.
Use Team Charters.
Provide Team Performance Reviews and Feedback.
Maintain the “Right” Staffing Level.
Execution
Use Single-Digit Teams
Have an Agenda
Train Team Members Together
Practice
Minimize Links in Communication
Set Clear Performance Standards
Performance Criteria
Productivity
Cohesion
Learning
Integration
The Team Performance Equation
Chapter Capstone
Chapter 3 Rewarding Teamwork Compensation and Performance Appraisals
Types of Team Pay
Incentive Pay
Recognition
Cash and Noncash
Profit Sharing
Gainsharing
Teams and Pay for Performance
Team Performance Appraisal
What Is Measured?
Job-Based Pay
Skill-Based Pay
Competency-Based Pay
Who Does the Measuring?
Developing a 360-Degree Program
Rater Bias
Inflation Bias
Extrinsic Incentives Bias
Homogeneity Bias
Halo Bias
Fundamental Attribution Error
Communication Medium
Experience Effect
Reciprocity Bias
Bandwagon Bias
Primacy and Recency Bias
Conflict of Interest Bias
Ratee Bias
Egocentric Bias
Intrinsic Interest
Social Comparison
Fairness
Listening to Advice
Guiding Principles
Principle 1: Goals Should Cover Areas That Team Members Can Directly Affect
Principle 2: Balance the Mix of Individual and Team-Based Pay
Principle 3: Consult the Team Members Who Will Be Affected
Principle 4: Avoid Organizational Myopia
Principle 5: Determine Eligibility (Who Qualifies for the Plan)
Principle 6: Determine Equity Method
Principle 7: Quantify the Criteria Used to Determine Payout
Principle 8: Determine How Target Levels of Performance Are Established and Updated
Principle 9: Develop a Budget for the Plan
Principle 10: Determine Timing of Measurements and Payments
Principle 11: Communicate with Those Involved
Principle 12: Plan for the Future
Chapter Capstone
Part II Internal Dynamics
Chapter 4 Designing the Team Tasks, People, and Processes
Building the Team
The Task: What Work Needs to Be Done?
Is the Goal Clearly Defined?
How Much Authority Does the Team Have?
What Is the Focus of the Work the Team Will Do?
Roles and Responsibilities
What Is the Degree of Task Interdependence Among Team Members?
Is There a Correct Solution That Can Be Readily Demonstrated and Communicated to Members?
Are Team Members’ Interests Perfectly Aligned (Cooperative), Opposing (Competitive), or Mixed-Motive in Nature?
How Big Should the Team Be?
Time Pressure: Good or Bad?
The People: Who Is Ideally Suited to Do the Work?
Diversity
Challenges of Diversity
Unconscious Homogeneity
Surface- Versus Deep-Level Diversity
Perceived Versus Actual Diversity
Faultlines
How Much Diversity?
Conflict
Solos and Tokens
Creating Diverse Teams
Publicly Commit to Valuing Diversity
Solicit Ideas and Best Practices from Employees on How to Diversify
Educate Members on the Advantages of Diversity
Diversify at All Levels
Processes: How to Work Together?
Team Structure
Team Norms
Development and Enforcement
Norm Violation
Changing Norms
Team Coaching
Types of Coaching
Chapter Capstone
Chapter 5 Team Identity, Emotion, and Development
Are We a Team?
Group Entitativity
Group Identity
Identity Fusion
Multiple Identities
Common Identity and Common Bonds
Relational and Collective identity
Self-verification and Group-verification
Group-serving Attributions
Group Potency and Collective Efficacy
Group Mood and Emotion
How Emotions Get Shared in Groups
Emotional Contagion
Vicarious Affect
Behavioral Entrainment
Emotional Intelligence in Teams
Leadership and Group Emotion
Group Cohesion
Cohesion and Team Behavior
Building Cohesion in Groups
Trust
Types of Trust
Incentive-Based Trust
Trust Based on Familiarity
Trust Based on Similarity
Trust Based on Social Networks
Implicit Trust
Mood
Status
Mere Exposure: “He Grew on Me.”
Mirroring
“Flattery Can Get You Anywhere.”
Face-to-Face Contact
Psychological Safety
Status
Perceptions of status
Status competition
Team Development and Socialization
Group Socialization
The Phases of Group Socialization
Evaluation
Commitment
Role Transition
Upper Management and Leaders: Make It Clear Why the New Member Is Joining the Team
Existing Team Members: Explain What You Regard to Be the Strengths and Weaknesses of the Team
New Members: Understand the Team’s Goals and Processes
Old-timers’ Reactions to Newcomers
Newcomer Innovation
Turnover and Reorganizations
Chapter Capstone
Chapter 6 Sharpening the Team Mind Communication and Collective Intelligence
Team Communication
Message Tuning
Message Distortion
Saying Is Believing
Biased Interpretation
Perspective-Taking Failures
Illusion of Transparency
Indirect Speech Acts
Uneven Communication
Absorptive Capacity
The Information Dependence Problem
The Common Information Effect
Hidden Profile
Best Practices for Optimal Information Sharing
Things That Don’t Work
Increase the Amount of Discussion
Separate Review and Decisions
Increase the Size of the Team
Increase Information Load
Accountability
Prediscussion Polling
Effective Interventions
Redirect and Maintain the Focus of the Discussion to Unshared (Unique) Information
Approach the Task as a “Problem” to Be Solved, Not a “Judgment” to Be Made
Rank Rather Than Choose
Consider the Decision Alternatives One at a Time
Heighten Team Members’ Awareness of the Types of Information Likely to Be Possessed by Different Individuals
Suspend Initial Judgment
Build Trust and Familiarity Among Team Members
Team Reflexivity
Communicate Confidence
Minimize Status Differences
Virtual Teaming
Collaborative Problem Solving
Collective Intelligence
Team Mental Models
Accuracy
Correspondence
The Team Mind: Transactive Memory Systems
Tacit Coordination
The TMS and Team Performance
Developing a TMS in Teams
Example of Training in Work Groups
Recommendations for Team Development
Work Planning
Optimizing Human Resources
Monitor Stress and Pressure
Teams That Will Work Together Should Train Together
Plan for Turnover
Team Learning
Learning from the Environment
Learning from Newcomers and Rotators
Learning from Vicarious Versus in Vivo Experience
Learning from Threat, Change, and Failure
Team Longevity: Routinization Versus Innovation Trade-Offs
Chapter Capstone
Chapter 7 Team Decision Making Pitfalls and Solutions
Decision Making in Teams
Individual Decision-Making Biases
Framing Bias
Overconfidence
Confirmation Bias
Decision Fatigue
Individual versus Group Decision Making in Demonstrable Tasks
Group Decision Rules
Decision-Making Pitfall 1: Groupthink
Learning from History
How to Avoid Groupthink
Monitor Team Size
Provide a Face-saving Mechanism for Teams
The Risk Technique
Invite Different Perspectives
Appoint a Devil’s Advocate
Structure Discussion Principles
Establish Procedures for Protecting Alternative Viewpoints
Second Solution
Beware of Time Pressure
Decision-Making Pitfall 2: Escalation of Commitment
Project Determinants
Psychological Determinants
What Are the Personal Rewards for Me in This Project?
Are My Ego and the Team’s Reputation on the Line?
Social Determinants
Structural Determinants
Avoiding Escalation of Commitment to a Losing Course of Action
Set Limits
Avoid the Bystander Effect
Avoid Tunnel Vision
Recognize Sunk Costs
Avoid Bad Mood
External Review
Decision-Making Pitfall 3: The Abilene Paradox
How to Avoid the Abilene Paradox
Confront the Issue in a Team Setting
Conduct a Private Vote
Minimize Status Differences
Utilize The Scientific Method
Provide a Formal Forum for Controversial Views
Take Responsibility for Failure
Decision-Making Pitfall 4: Group Polarization
The Need to Be Right
The Need to Be Liked
Conformity Pressure
Decision-Making Pitfall 5: Unethical Decision Making
Rational Expectations Model
False Consensus
Vicarious Licensing
Desensitization
Accountability for Behavior
Contemplation
Eliminate Conflicts of Interest
Create Cultures of Integrity
Future Self-Orientation
Chapter Capstone
Chapter 8 Conflict in Teams Leveraging Differences to Create Opportunity
Types of Conflict
Relationship, Task, and Process Conflict
Proportional and Perceptual Conflict
Types of Conflict and Work Team Effectiveness
Conflict In Teams
Power and Conflict
Conflict in Cross-Functional Teams
Minority and Majority Conflicts in Teams
Conflict in Culturally Diverse Teams
Work–Family Conflict in Teams
Conflict Management Approaches
The Managerial Grid
A Contingency Theory of Task Conflict and Performance in Teams
Interests, Rights, and Power Model of Disputing
Wageman and Donnenfelds’ Conflict Intervention Model
Fairness and Conflict
Norms of Fairness
Distributive and Procedural Justice
Chapter Capstone
Chapter 9 Creativity Mastering Strategies for High Performance
Creative Realism
Measuring Creativity
Convergent and Divergent Thinking
Exploration and Exploitation
Creative People or Creative Teams?
Brainstorming
Brainstorming on Trial
Threats to Team Creativity
Social Loafing
Conformity
Production Blocking
Performance Matching
What Goes on During a Typical Group Brainstorming Session?
Enhancing Team Creativity
Cognitive-Goal Instructions
Set High-Quantity Goals
Competition
Focus on Categories
Explicit Set of Rules
Increase Individual Accountability
Energizing States
Analogical Reasoning
Social-Organizational Methods
Trained Facilitators
Brainwriting
Brief Breaks
Background Noise
Feedback
Nominal Group Technique
Delphi Technique
Stepladder Technique
Structural-Environmental Methods
Diversify the Team
Fluid Membership
Organizational Networking
Empowered teams
Electronic Brainstorming
Advantages of Electronic Brainstorming
Parallel Entry of Ideas
Anonymity
Size
Proximity
Memory
Refinement and Evaluation of Ideas
Equality
Disadvantages of Electronic Brainstorming
Small Teams
Loss of Social Interaction
Loss of Power
Lack of Recognition
Chapter Capstone
Part Three External Dynamics
Chapter 10 Networking, Social Capital, and Integrating across Teams
Team Boundaries
Insulating Teams
Broadcasting Teams
Marketing Teams
Surveying Teams
X-Teams
External Roles of Team Members
Networking: A Key to Successful Teamwork
Communication
Human Capital and Social Capital
Boundary Spanning
Cliques Versus Boundary-Spanning Networks
Team Social Capital
Leadership Ties
Increasing Your Social Capital
Analyze Your Social Network
Identify Structural Holes in Your Organization
Expand the Size of the Network
Diversify Networks
Build Hierarchical Networks
Understand Gender Scripts in Networks
Multiteam Systems
Types of Ties in Teams
Knowledge Valuation
Chapter Capstone
Chapter 11 Leadership Managing the Paradox
The Leadership Paradox
Leadership and Management
Leaders and the Nature–Nurture Debate
Trait Theories of Leadership
Intelligence and Leadership
Personality and Leadership
Birth Order and Leadership
Gender and Leadership
Incremental Theories of Leadership
Seating Arrangements
Random Selection of Leaders
Leadership Styles
Task Versus Person Leadership
Transactional Versus Transformational Leadership
Autocratic Versus Democratic Leadership
Leader Mood
What Teams Expect of leaders
Implicit Leadership Theories
Status, Uncertainty, and Leadership Expectations
Perceptions of Male and Female Leaders
Leader–Member Exchange
Key Attributes That Influence Differential Treatment
Advantages of Differential Treatment
Disadvantages of Differential Treatment
Leadership and Power
Sources of Power
Using Power
Encouraging Participative Management
Task Delegation
Parallel Suggestion Involvement
Job Involvement
Organizational Involvement
Chapter Capstone
Chapter 12 Interteam Relations Balancing Competition and Cooperation
Personal and Team Identity
Individual, Relational, and Collective Selves
Independent Versus Interdependent Self-Orientation
Self-Interest Versus Group Interest
In-Groups and Out-Groups
Optimal Distinctiveness Theory
Balancing the Need to Belong and the Need to Be Distinct
Intrateam and Interteam Respect
Interteam Relationships
Social Comparison
Team Discontinuity Effect
Team Rivalry
Postmerger Behavior
Intergroup Conflict
Realistic Conflict
Symbolic Conflict
Mixed-Motive Conflict
Extremism
Biases Associated with Intergroup Conflict
Stereotyping
Categorization: Us Versus Them
In-Group Bias (or “We Are Better Than Them”)
Racism and Racial Discrimination
Denial
Out-Group Homogeneity Bias
Out-Group Approach Bias
Reducing Intergroup Conflict
Contact
Perspective Taking and Perspective Giving
Apology and Help
Affirmation
Chapter Capstone
Chapter 13 Teaming Across Distance and Culture
Place–Time Model of Social Interaction
Face-to-Face Communication
Same Time, Different Place
Loss of Informal Communication
Disconnected Feedback
Loss of Informal Modeling
Out-of-the-Loop Employees
Different Time, Same Place
Different Place, Different Time
Lost In Translation
E-Mail and Productivity
Communication Technology and Health
Community Building
Information Technology and Social Behavior
Reduced Status Differences: The “Weak Get Strong” Effect
Equalization of Participation
Increased Time to Make Decisions
Communication
Risk Taking
Social Norms
Task Performance and Decision Quality
Trust and Rapport
Virtual Teams
Threats to Virtual Teamwork
Strategies for Enhancing Virtual Teamwork
Technology
Boundary Objects
Initial Face-to-Face Experience
Schmoozing
Enhancing The Effectiveness Of Virtual Teams
Show Integrity
Coach the Virtual Team
Cross-Cultural Teamwork
Cultural Intelligence
Work Ways
Cultural Values
Individualism Versus Collectivism
Egalitarianism Versus Hierarchy
Direct Versus Indirect Communication
Managing Multicultural Teams
change and adaptation
Transactive memory systems
Chapter Capstone
Appendixes Appendix 1 Managing Meetings: A Toolkit
The 4P Meeting Management Model
Dealing with Problem People in Meetings
Common Meeting Diseases and Fallacies
Appendix 2 Tips for Meeting Facilitators
Do Your Homework
Plan the Physical Environment
Explain Who You Are and Why You Are There
Find Out Who the Group Is
Establish Ground Rules
Create an Agenda
Closing the Meeting
Solicit Feedback for Yourself and the Group
Appendix 3 A Guide for Creating Effective Study Groups
Very Early On
Sometime during the First Week or Two
After the Group is Well Under Way
On a Regular Basis
Special Tips for Long-Term Study Groups
Appendix 4 Example Items from Peer Evaluations and 360-Degree Performance Evaluations
Industrial Example of 360-Degree Evaluations
References
Name Index
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
v
w
X
Y
Z
Subject Index
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
X
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