Making the Team 5th Edition Leigh Thompson Solutions Manual

Making the Team 5th Edition Leigh

Thompson Solutions Manual
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Making the Team 5th Edition Leigh Thompson Solutions Manual

11

CHAPTER 2
Performance and Productivity: Team Performance
Criteria and Threats to Productivity

OVERVIEW

This chapter is best discussed following a team exercise or case, so that students have
an opportunity to reflect on the success of the team. One suggestion is to ask each
student to write down a method by which to assess team productivity. The students’
different responses can lead to a discussion of performance measures. Then, the
instructor can ask what conditions need to be in place for teams to excel on the
performance measures identified by the class. Finally, the instructor can move toward a
discussion of how to design teamwork so that threats to performance are minimized. To
the extent that students and the instructor can link these concepts to real experiences—
a class exercise, a case discussion, or individual student analysis— the concepts will
become clearer.

LECTURE OUTLINE

I. TEAM PERFORMANCE CRITERIA AND THREATS TO PRODUCTIVITY

A. Need for a model that serves two purposes: (Exhibit 2-1)
1. Description—what to expect in terms of team performance
2. Prescription—ways to improve the functioning of teams
B. Integrated Model of Successful Team Performance
1. The context of the team influences three essential conditions for team
success:
a) Expertise
b) Engagement
c) Execution

II. TEAM CONTEXT

A. It includes the larger organizational setting within which a team does its work, the
design of a team in terms of internal functioning, and the culture of a team
B. The team leader must think not only about the internal functioning of the team,
but also about the external functioning of the team in the following ways:
1. Organizational context—the basic structure of the organization, the
information system, the education system, and the reward system

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 12

2. Team design—the leadership style within the team, functional roles,

communication patterns, composition of the team, and training of members
3. Team culture
a) Prescriptive norms—what should be done
b) Proscriptive norms—what should be avoided
c) Goal contagion—form of norm setting in which people adopt a goal held
by others

III. ESSENTIAL CONDITIONS FOR SUCCESSFUL TEAM PERFORMANCE

A. Expertise
1. For teams to perform effectively, teams need these crucial skills:
a) Conflict resolution
b) Collaborative problem solving
c) Communication
d) Goal setting and performance management
e) Planning and task coordination
2. Team member skills:
a) Technical
b) Interpersonal (emotional intelligence)
c) Decision-making
d) Problem-solving
e) Choking under pressure
3. Learning curves and expertise
4. Social facilitation versus social inhibition
a) Expertise
b) Practice and rehearsal
5. Flow: Optimal Performance (Exhibit 2-2)
6. Stress versus challenge
B. Engagement
1. Group potency
2. Motivation gains
a) The Kohler effect
3. Social loafing (Exhibit 2-3)
4. Free riding—main causes:
a) Diffusion of responsibility/deindividuation
b) Dispensability of effort/ reduced sense of self-efficacy
c) Sucker aversion
5. Suggestions for enhancing successful team performance:
a) Increase identifiability
b) Promote involvement (positive illusion bias)
c) Reward team members for their performance
d) Strengthen team cohesion
e) Increase personal responsibility
f) Use team charters
g) Provide team performance reviews and feedback

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 13

h) Maintain the “right” staffing level

C. Execution
1. Practical steps to ensure successful execution:
a) Use single-digit teams
b) Have an agenda
c) Train team members together
d) Practice
e) Minimize links in communication
f) Set clear performance standards

IV. PERFORMANCE CRITERIA (EXHIBIT 2-4)

A. Productivity
B. Cohesion
C. Learning
D. Integration (Exhibit 2-4)

V. THE TEAM PERFORMANCE EQUATION

A. AP = PP + S – T
1. AP = actual productivity
2. PP = potential productivity
a) Task demands
b) Resources
c) Team process
3. S = synergy
4. T = performance threats (process loss)

VI. CHAPTER CAPSTONE

A. Unless a team has a clear goal, it will be impossible to achieve success;
however, having a clear goal in no way guarantees successful team performance
B. Managers want their teams to satisfy the end user or client, but also make sure
that teamwork is satisfying and rewarding for the team members
C. If the team does not enjoy working together, sustaining long-term productivity will
be impossible
D. Managing a team successfully must include managing and investing in individual
members

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