Week 2: Building Effective Teams
Instructor: Professor Ken Welch
Management and Global Business Department
Week 2: Building Effective Teams
Course Roadmap
Category Description Topics Status
Part 1: How are effective teams Team Effectiveness
Building & Managing developed and maintained? Team Processes
Effective Teams
Part 2: How do team members EQ & Individual differences
Understanding Self & differ and how can Culture & Group Diversity
Others managers accommodate Values, Justice & Feedback
those differences?
Part 3: How can we motivate team Motivation
Mobilizing the Self & members and the self to do Interpersonal & Intragroup
Others the right work well? Influence
Group Dynamics
Part 4: How can teams effectively Individual problem-solving
Problem-solving make decisions? Group problem-solving
Part 5: How should conflicts and Managing interpersonal
Reaching agreement solutions be negotiated? conflict
Negotiations
Part 6: Closing thoughts Final Presentations
Course Wrap-Up on our course content
Management Skills
Week 2: Building Effective Teams
Class Agenda
• Introduction to Teams
• Team Project Discussion
• AIM2Flourish - UNSDG’s - presentation
– Team Assignments
– Project Description, Deliverables, and FAQ
– Norms Charter
• Team Work – Part 1 – Who are we?
--- BREAK ---
• Team Work – Part 2 – What do we want to accomplish?
• Case Discussion – Harry and Learning Team #28
• Session Summary
Management Skills
Week 2: Building Effective Teams
Opening Question
Why don’t we call a book club a “book
team” and why don’t we call a soccer
team a “soccer group?”
Management Skills
Week 2: Building Effective Teams
Groups vs. Teams
Groups (e.g. Clubs) Teams (e.g. Project Team)
• Single leader • Single or shared leadership
• Individual focus, work roles
products, and • Individual + mutual
accountability accountability, collective work
• Meetings are short products
coordination efforts • Meetings are longer with
(discuss, decide, delegate) more open-ended discussions
• Focus on sharing (active problem solving,
information collaboration)
• Performance is greater than
the sum of individual inputs
Katzenbach & Smith
Management Skills
(1993)
Week 2: Building Effective Teams
More on Teams
• Members have complementary skills
• Members work to achieve a shared goal
• Members’ behaviors and outcomes are
interdependent
• Membership stable over time
Management Skills
Week 2: Building Effective Teams
Four Types of Teams
• Problem-Solving: Generate ideas on improving work
processes or methods, but don’t have the authority to
implement ideas without approval from higher-ups.
• Self-Managed: Teams solve problems but also have the
authority for decision-making and to implement their ideas
for improvement.
• Cross Functional: Teams comprised of different areas in
an organization to solve a problem (e.g., manufacturing,
procurement, finance, and fulfillment)
• Virtual: Teams comprised of members who are not
physically located together – connected via technology
Management Skills
Week 2: Building Effective Teams
Team Characteristics
Autonomy
(self-managed or manager-led?)
Function
(problem solving, creative, tactical, etc.?)
Structure
(cross-functional, dedicated?)
Proximity
(face-to-face or virtual?)
Management Skills
Week 2: Building Effective Teams
Types of Teams (continued)
• What do you think some of the challenges are in
working on each type of team?
• Do you think some teams are more preferable than
others?
• Have you had positive/negative experiences being
part of a team?
Management Skills
Week 2: Building Effective Teams
Hackman’s Team Effectiveness Model
What makes teams effective?
Context:
• Adequate Resources – support from the organization:
- Timely information - Adequate staffing
- Proper equipment - Encouragement
• Leadership and Structure – who does what and how
work is distributed
• Climate of Trust – trust each other and their leader
• Performance Evaluation and Reward System
- Evaluate and reward individual contribution
- Evaluate and reward team effort and commitment
Management Skills
Week 2: Building Effective Teams
Hackman’s Team Effectiveness Model
What makes teams effective?
Team Composition:
• Abilities of members – varied skill set:
- technical skills
- problem-solving and decision-making
- interpersonal
• Personality of Members – conscientiousness, openness
to new experiences, and agreeableness are important
• Allocating Roles – Who does what?
• Diversity – focus on similarities and differences
• Size of Teams – 5 to 9 members is ideal
• Member Flexibility and Member Preferences – focus on
people who want to be part of a group and can be flexible
Management Skills
Week 2: Building Effective Teams
Hackman’s Team Effectiveness Model
What makes teams effective?
Work Design:
• Autonomy and freedom – ability to work
independently and with latitude to make decisions
• Skill variety – ability to use different skills
• Task Identity – complete a whole and identifiable task
• Task Significance – impact on others
Management Skills
Week 2: Building Effective Teams
Hackman’s Team Effectiveness Model
What makes teams effective?
Process:
• Common Plan and Purpose – provides direction,
momentum and commitment
• Specific Goals – SMART goals
• Specific
• Measurable
• Achievable
• Realistic
• Time-bound
• Team Efficacy – belief in team effectiveness and success
• Conflict Levels – can improve effectiveness, but can also
be dysfunctional
• Social Loafing – individuals who don’t perform or
contribute
Management Skills
Week 2: Building Effective Teams
Team Project Discussion
• Assign Team Membership
• Project Description – READ GUIDELINES posted
on Blackboard -- Course Documents → TEAM
PROJECT
• Deliverables and Deadlines
• Norms Contract– refer to Teams Project
document for information on the Norms
Contract.
Management Skills
Week 2: Building Effective Teams
Team Project Discussion
Deliverable (100 points total) Level & Type Due
T1 Norms Contract (10 points) Team (Process) Week 4
T2 Company Access, AIM2Flourish noted innovation, and Team (Outcome) Week 5
Data Collection Plans (10 points)
T3 Midpoint Analysis of Team Performance: Weeks 2-6 (10 Team (Process) Individual: Week 6
points)
Individual: Prepared Feedback of Recorded Team Meeting Team Leader:
and Individual Completion of Team Assessment Survey from Week 6
the Team Handbook
Team Leader: Submission of Recorded Team Meeting to the Team: Week 7
instructor following instructions via Blackboard or via google
drive
Team: Team Completion of Team Assessment Survey and
Analysis of Team Performance as a single document –
submit to the instructor
T4 Completion and Submission of AIM2Flourish case Team (Outcome) Week 9: Submit
analysis in AIM2Flourish format (Background information, case analysis paper
Interview results, Course concepts). (10 points) for review
T5 Team Leader Self-Analysis (10 points) Individual (Process) Varies*
T6 Updated T2, T4 and Analysis of new innovation, Team (Outcome) Week 13
integration with course content, written paper & bibliography
(20 points)
T7 Final Analysis of Team Performance: Weeks 8-13 (10 Team (Process) Week 14
points)
Individual: Prepared Feedback, Individual Completion of
Team Assessment Survey
Team: Team Completion of Team Assessment Survey and
Analysis of Team Performance
T8 Poster Presentation (15 points) Team (Outcome) Week 14
T9 Peer Evaluation (5 points) Individual (Process) Week 14
* Due one week after your second leadership period.
Management Skills
Week 2: Building Effective Teams
Team Work – Part 1,
Who Are We?
• Begin the process of getting to know one another
– One at a time, each team member shares the following:
• Background: Where are you from?
• Hobbies/interests?
• Why business school / your major?
• Where have you worked?
• What are you best at, academically?
• If your best friend had to describe you in one word, what would
it be?
ROLES
• Member A: Compile the team roster of everyone’s contact information
• Member B: Compile highlights of the team’s discussion
• Member C: Report out to the class during the de-brief
Management Skills
Week 2: Building Effective Teams
Management Skills
Week 2: Building Effective Teams
Harry & the Learning Team #28 (Case)
1. What is your general impression of this learning team?
2. Is Harry LT 28’s problem?
3. If not, who or what is?
4. Was the secret meeting a good idea?
5. What needs to happen now?
ROLES
• Scribe (to take notes of the team’s discussion)
• Timekeeper (to monitor the team’s progress)
• Report out person (to class during de-brief)
• Discussion facilitator (to keep the conversation moving and on point)
• Devil’s advocate (to deliberately and creatively challenge the team’s
thinking)
Management Skills
Week 2: Building Effective Teams
Harry & the Learning Team #28
Key Takeaways
1. Personalities/backgrounds have profound effects
on team dynamics
2. Talk EARLY about norms, expectations and goals
3. Call an “honesty meeting” to address a problem
out loud
– Use of “I” messages instead of finger-pointing
Management Skills
Week 2: Building Effective Teams
Harry & the Learning Team #28
Key Takeaways
• Not all problems require a team; sometimes individual
contributors or groups are sufficient
• Getting to know team members, establishing team norms
and understanding roles in the beginning of a teams
development can help to avoid future conflicts
• Team effectiveness is reliant upon a number of factors and
the requirements for each team can differ depending on
goals, contextual factors, team members etc.
Management Skills
Week 2: Building Effective Teams
Next Time
1. For following class:
– Article: What Makes a Leader
– Chapter: Psychological Processes in Organizations
– Case Study #2: Bob’s Meltdown
Management Skills
