Northern Arizona University Teamwork Dysfunctions Roles & Diversity Questions 1. Exhibit 14.4 Five Common Dysfunctions of Teams includes the dysfunction as

Northern Arizona University Teamwork Dysfunctions Roles & Diversity Questions 1. Exhibit 14.4 Five Common Dysfunctions of Teams includes the dysfunction as well as the respective effective team characteristic. Relate each of the five dysfunctions to the article. Be specific in your connections, “I see a connection between avoidance of accountability and “blah blah” because …”

2. Read Section 14.2 The Personal Dilemma of Teamwork and Section 14.4 Virtual Teams. After reading both sections, describe how the dilemma of teamwork vs. individual work can be intensified in a virtual team. Draw on and use examples from both sections.

3. Read Section 14.5b Diversity. Research on team interactions indicates that when people eat lunch at 12-person tables, they are more productive and collaborative than when they eat at 4-person tables, even if they aren’t eating with their own team members. Thinking about what you learned in this chapter and section 14.5b, what do you think would explain this finding?

5. In Section 14.5c Member Roles, the authors state “For a team to be successful over the long run, it must be structured in a way that both maintains its members’ social well-being and accomplishes its task.” To accomplish this, there are two types of roles that must exist on the team. These roles are the task specialist role and the socioemotional role. Briefly (this can be three-four sentences) describe which role best fits your managerial style and explain why in detail. Jot this down as we will come back to it in Individual Behavior and Leadership. Take the New Manager Self-Test What Team Role Do You Play in the section to get a feel.

6. Section 14.7d Styles of Handling Conflict discusses ways to manage conflict either on an individual or group basis. Please read the section and answer the following questions:

a. When working in teams in FCB classes, it can be common to resort to the avoiding style when a team member completely disengages. While this may work well for the situation (it is one semester and we don’t have time to deal with the situation) it is not taking advantage of learning how to manage conflict in a non-work environment. What style might you use when a team member has disengaged and why? Think about what we learned about personalities just last week and incorporate that into your analysis.

b. Here is a scenario: The team has met several times and it seems that no one wants to be the leader. You like that type of role but right now is a tough time. You are taking 18 credits because you want to get out of this place, and you are working 30 hours a week because you booted that nutty roommate that didn’t smell so fresh and never did their dishes. You don’t want another roommate because you need peace and quiet to study. What conflict management style would you use now with your team because that jumbo project must get done? 3/30/2020
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Chapter 14: Leading Teams: 14.1a What Is a Team?
Book Title: Understanding Management
Printed By: Mohammed Hubail (mh2599@nau.edu)
© 2017 Cengage Learning, Cengage Learning
14.1a What Is a Team?
A team (A team is a unit of two or more people who interact and coordinate their work to
accomplish a common goal to which they are committed and hold themselves mutually
accountable.) is a unit of two or more people who interact and coordinate their work to
accomplish a common goal to which they are committed and hold themselves mutually
accountable.
The definition of a team has three components. First, two or more people
are required. Second, people in a team interact regularly. People who do not interact (for
example, people standing in line at a lunch counter or riding in an elevator) do not compose
a team. Third, people in a team share a performance goal, whether it is to design a new
tablet, build an engine, or complete a class project.
Green Power
The Team’s the Thing
Managers at Subaru Indiana Automotive (SIA) put the company’s desire to
reduce, reuse, and recycle waste squarely on the line with television ads boasting
“zero-landfill.” SIA was not hedging, maintaining that “zero means zero,” and
managers placed confidence in every member of every team in every manufacturing
process to hit the target. And the teams proved to be up to the challenge. For
example, shop floor initiatives within the stamping unit led to partnering agreements
with suppliers for more precise steel sheeting that reduced 100 pounds of steel per
vehicle. Teams initiated efforts to use plant water flow to drive mini-hydraulic electric
generators, and the company’s Green Payback Curve recycled a variety of waste
products. Assembly-line lights were turned down during breaks and shift changes to
decrease the company’s carbon footprint. Respect for and confidence in its teams
has made SIA a recognized leader of sustainability in manufacturing.
https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=5565879767702792572800153&dockAppUid=101&eISBN=9781305627772&id=672768665&nbId=1520168&snapshotId=1520168&
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Sources: Brad Kenney, “The Zero Effect: How to Green Your Facility,” Industry Week (July 2008): 36–41;
and Dean M. Schroeder and Alan G. Robinson, “Green Is Free: Creating Sustainable Competitive
Advantage Through Green Excellence,” Organizational Dynamics 39, no. 4 (2010): 345–352.
Putting together a team and building teamwork aren’t the same thing, as the coach of the
Miami Heat basketball team learned. In the spring of 2010, LeBron James, Dwyane Wade,
and Chris Bosh were the top scorers on their respective basketball teams. The next year,
they were all playing for the Miami Heat. With that kind of talent, the team should have been
tough for anyone to beat, but the Heat opened with a humiliating loss and stumbled through
the early weeks of the season. Star players who were used to being in charge at crunch
time found themselves working at cross purposes. Discussing the Heat’s loss to the New
York Knicks, former Chicago Bulls player Steve Kerr said, “It was a total meltdown. It was,
‘I’m so talented, I’ll take over.’ They looked awful.”
Individual stars don’t necessarily make a great team, in sports or in business. The Heat
turned things around by incorporating the elements of effective teamwork, as shown in
Exhibit 14.1. Teamwork requires bringing together the right set of personalities, specialties,
and skills; clearly defining roles and responsibilities; focusing everyone on a well-defined
mission; establishing clear channels of communication and information sharing so that team
members communicate their objectives and needs in all directions; and getting everyone to
sublimate their individual egos and pull together in the same direction. Trust is a crucial
aspect of teamwork. People have to be willing to collaborate and sometimes sacrifice their
individual objectives for the sake of the larger goal, which requires that they believe that
others are willing to do the same thing.
Exhibit 14.1
Requirements of Teamwork
https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=5565879767702792572800153&dockAppUid=101&eISBN=9781305627772&id=672768665&nbId=1520168&snapshotId=1520168&
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Sources: Based on Rick Wartzman, “Microsoft’s New Mission: To Create Real Teamwork, Not Just Teams,” Time,
July 17, 2013, http://business.time.com/2013/07/17/microsofts-new-mission-to-create-real-teamwork-not-justteams/ (accessed July 19, 2013); and Chuck Salter, “What LeBron James and the Miami Heat Teach Us About
Teamwork,” Fast Company, April 2011, http://www.fastcompany.com/magazine/155/the-worlds-greatest-chemistryexperiment.html (accessed April 25, 2011).
David Novak, CEO of Yum Brands
(including KFC, Pizza Hut, and Taco
Bell), has built the world’s largest
“Individual commitment to a group
restaurant company based on
effort—that is what makes a team
teamwork. Since Yum was spun off from
work, a company work, a society
PepsiCo in 1997, its stock has returned
work, a civilization work.”
16.5 percent compounded annually,
—Vince Lombardi (1913–1970), NFL football
versus the S&P 500’s 3.9 percent over
coach
that same period. When he was first put
in charge of running KFC, the U.S.
division hadn’t met its profit target for
ages. Headquarters blamed the
franchisees; the franchisees blamed headquarters. Novak embarked on a team-building
crusade that is still going on today. KFC resumed growing, and its profits nearly doubled in
three years. “What really made the difference,” Novak says, “was the idea that if we trusted
https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=5565879767702792572800153&dockAppUid=101&eISBN=9781305627772&id=672768665&nbId=1520168&snapshotId=1520168&
3/4
3/30/2020
Print Preview
each other, we could work together to make something happen that was bigger than our
individual capabilities.”
Chapter 14: Leading Teams: 14.1a What Is a Team?
Book Title: Understanding Management
Printed By: Mohammed Hubail (mh2599@nau.edu)
© 2017 Cengage Learning, Cengage Learning
© 2020 Cengage Learning Inc. All rights reserved. No part of this work may by reproduced or used in any form or by any means – graphic, electronic, or mechanical, or in any other
manner – without the written permission of the copyright holder.
https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=5565879767702792572800153&dockAppUid=101&eISBN=9781305627772&id=672768665&nbId=1520168&snapshotId=1520168&
4/4
3/30/2020
Print Preview
Chapter 14: Leading Teams: 14.1a What Is a Team?
Book Title: Understanding Management
Printed By: Mohammed Hubail (mh2599@nau.edu)
© 2017 Cengage Learning, Cengage Learning
14.1a What Is a Team?
A team (A team is a unit of two or more people who interact and coordinate their work to
accomplish a common goal to which they are committed and hold themselves mutually
accountable.) is a unit of two or more people who interact and coordinate their work to
accomplish a common goal to which they are committed and hold themselves mutually
accountable.
The definition of a team has three components. First, two or more people
are required. Second, people in a team interact regularly. People who do not interact (for
example, people standing in line at a lunch counter or riding in an elevator) do not compose
a team. Third, people in a team share a performance goal, whether it is to design a new
tablet, build an engine, or complete a class project.
Green Power
The Team’s the Thing
Managers at Subaru Indiana Automotive (SIA) put the company’s desire to
reduce, reuse, and recycle waste squarely on the line with television ads boasting
“zero-landfill.” SIA was not hedging, maintaining that “zero means zero,” and
managers placed confidence in every member of every team in every manufacturing
process to hit the target. And the teams proved to be up to the challenge. For
example, shop floor initiatives within the stamping unit led to partnering agreements
with suppliers for more precise steel sheeting that reduced 100 pounds of steel per
vehicle. Teams initiated efforts to use plant water flow to drive mini-hydraulic electric
generators, and the company’s Green Payback Curve recycled a variety of waste
products. Assembly-line lights were turned down during breaks and shift changes to
decrease the company’s carbon footprint. Respect for and confidence in its teams
has made SIA a recognized leader of sustainability in manufacturing.
https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=5565879767702792572800153&dockAppUid=101&eISBN=9781305627772&id=672768665&nbId=1520168&snapshotId=1520168&
1/4
3/30/2020
Print Preview
Sources: Brad Kenney, “The Zero Effect: How to Green Your Facility,” Industry Week (July 2008): 36–41;
and Dean M. Schroeder and Alan G. Robinson, “Green Is Free: Creating Sustainable Competitive
Advantage Through Green Excellence,” Organizational Dynamics 39, no. 4 (2010): 345–352.
Putting together a team and building teamwork aren’t the same thing, as the coach of the
Miami Heat basketball team learned. In the spring of 2010, LeBron James, Dwyane Wade,
and Chris Bosh were the top scorers on their respective basketball teams. The next year,
they were all playing for the Miami Heat. With that kind of talent, the team should have been
tough for anyone to beat, but the Heat opened with a humiliating loss and stumbled through
the early weeks of the season. Star players who were used to being in charge at crunch
time found themselves working at cross purposes. Discussing the Heat’s loss to the New
York Knicks, former Chicago Bulls player Steve Kerr said, “It was a total meltdown. It was,
‘I’m so talented, I’ll take over.’ They looked awful.”
Individual stars don’t necessarily make a great team, in sports or in business. The Heat
turned things around by incorporating the elements of effective teamwork, as shown in
Exhibit 14.1. Teamwork requires bringing together the right set of personalities, specialties,
and skills; clearly defining roles and responsibilities; focusing everyone on a well-defined
mission; establishing clear channels of communication and information sharing so that team
members communicate their objectives and needs in all directions; and getting everyone to
sublimate their individual egos and pull together in the same direction. Trust is a crucial
aspect of teamwork. People have to be willing to collaborate and sometimes sacrifice their
individual objectives for the sake of the larger goal, which requires that they believe that
others are willing to do the same thing.
Exhibit 14.1
Requirements of Teamwork
https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=5565879767702792572800153&dockAppUid=101&eISBN=9781305627772&id=672768665&nbId=1520168&snapshotId=1520168&
2/4
3/30/2020
Print Preview
Sources: Based on Rick Wartzman, “Microsoft’s New Mission: To Create Real Teamwork, Not Just Teams,” Time,
July 17, 2013, http://business.time.com/2013/07/17/microsofts-new-mission-to-create-real-teamwork-not-justteams/ (accessed July 19, 2013); and Chuck Salter, “What LeBron James and the Miami Heat Teach Us About
Teamwork,” Fast Company, April 2011, http://www.fastcompany.com/magazine/155/the-worlds-greatest-chemistryexperiment.html (accessed April 25, 2011).
David Novak, CEO of Yum Brands
(including KFC, Pizza Hut, and Taco
Bell), has built the world’s largest
“Individual commitment to a group
restaurant company based on
effort—that is what makes a team
teamwork. Since Yum was spun off from
work, a company work, a society
PepsiCo in 1997, its stock has returned
work, a civilization work.”
16.5 percent compounded annually,
—Vince Lombardi (1913–1970), NFL football
versus the S&P 500’s 3.9 percent over
coach
that same period. When he was first put
in charge of running KFC, the U.S.
division hadn’t met its profit target for
ages. Headquarters blamed the
franchisees; the franchisees blamed headquarters. Novak embarked on a team-building
crusade that is still going on today. KFC resumed growing, and its profits nearly doubled in
three years. “What really made the difference,” Novak says, “was the idea that if we trusted
https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=5565879767702792572800153&dockAppUid=101&eISBN=9781305627772&id=672768665&nbId=1520168&snapshotId=1520168&
3/4
3/30/2020
Print Preview
each other, we could work together to make something happen that was bigger than our
individual capabilities.”
Chapter 14: Leading Teams: 14.1a What Is a Team?
Book Title: Understanding Management
Printed By: Mohammed Hubail (mh2599@nau.edu)
© 2017 Cengage Learning, Cengage Learning
© 2020 Cengage Learning Inc. All rights reserved. No part of this work may by reproduced or used in any form or by any means – graphic, electronic, or mechanical, or in any other
manner – without the written permission of the copyright holder.
https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=5565879767702792572800153&dockAppUid=101&eISBN=9781305627772&id=672768665&nbId=1520168&snapshotId=1520168&
4/4
3/30/2020
Print Preview
Chapter 14: Leading Teams: 14.1a What Is a Team?
Book Title: Understanding Management
Printed By: Mohammed Hubail (mh2599@nau.edu)
© 2017 Cengage Learning, Cengage Learning
14.1a What Is a Team?
A team (A team is a unit of two or more people who interact and coordinate their work to
accomplish a common goal to which they are committed and hold themselves mutually
accountable.) is a unit of two or more people who interact and coordinate their work to
accomplish a common goal to which they are committed and hold themselves mutually
accountable.
The definition of a team has three components. First, two or more people
are required. Second, people in a team interact regularly. People who do not interact (for
example, people standing in line at a lunch counter or riding in an elevator) do not compose
a team. Third, people in a team share a performance goal, whether it is to design a new
tablet, build an engine, or complete a class project.
Green Power
The Team’s the Thing
Managers at Subaru Indiana Automotive (SIA) put the company’s desire to
reduce, reuse, and recycle waste squarely on the line with television ads boasting
“zero-landfill.” SIA was not hedging, maintaining that “zero means zero,” and
managers placed confidence in every member of every team in every manufacturing
process to hit the target. And the teams proved to be up to the challenge. For
example, shop floor initiatives within the stamping unit led to partnering agreements
with suppliers for more precise steel sheeting that reduced 100 pounds of steel per
vehicle. Teams initiated efforts to use plant water flow to drive mini-hydraulic electric
generators, and the company’s Green Payback Curve recycled a variety of waste
products. Assembly-line lights were turned down during breaks and shift changes to
decrease the company’s carbon footprint. Respect for and confidence in its teams
has made SIA a recognized leader of sustainability in manufacturing.
https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=5565879767702792572800153&dockAppUid=101&eISBN=9781305627772&id=672768665&nbId=1520168&snapshotId=1520168&
1/4
3/30/2020
Print Preview
Sources: Brad Kenney, “The Zero Effect: How to Green Your Facility,” Industry Week (July 2008): 36–41;
and Dean M. Schroeder and Alan G. Robinson, “Green Is Free: Creating Sustainable Competitive
Advantage Through Green Excellence,” Organizational Dynamics 39, no. 4 (2010): 345–352.
Putting together a team and building teamwork aren’t the same thing, as the coach of the
Miami Heat basketball team learned. In the spring of 2010, LeBron James, Dwyane Wade,
and Chris Bosh were the top scorers on their respective basketball teams. The next year,
they were all playing for the Miami Heat. With that kind of talent, the team should have been
tough for anyone to beat, but the Heat opened with a humiliating loss and stumbled through
the early weeks of the season. Star players who were used to being in charge at crunch
time found themselves working at cross purposes. Discussing the Heat’s loss to the New
York Knicks, former Chicago Bulls player Steve Kerr said, “It was a total meltdown. It was,
‘I’m so talented, I’ll take over.’ They looked awful.”
Individual stars don’t necessarily make a great team, in sports or in business. The Heat
turned things around by incorporating the elements of effective teamwork, as shown in
Exhibit 14.1. Teamwork requires bringing together the right set of personalities, specialties,
and skills; clearly defining roles and responsibilities; focusing everyone on a well-defined
mission; establishing clear channels of communication and information sharing so that team
members communicate their objectives and needs in all directions; and getting everyone to
sublimate their individual egos and pull together in the same direction. Trust is a crucial
aspect of teamwork. People have to be willing to collaborate and sometimes sacrifice their
individual objectives for the sake of the larger goal, which requires that they believe that
others are willing to do the same thing.
Exhibit 14.1
Requirements of Teamwork
https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=5565879767702792572800153&dockAppUid=101&eISBN=9781305627772&id=672768665&nbId=1520168&snapshotId=1520168&
2/4
3/30/2020
Print Preview
Sources: Based on Rick Wartzman, “Microsoft’s New Mission: To Create Real Teamwork, Not Just Teams,” Time,
July 17, 2013, http://business.time.com/2013/07/17/microsofts-new-mission-to-create-real-teamwork-not-justteams/ (accessed July 19, 2013); and Chuck Salter, “What LeBron James and the Miami Heat Teach Us About
Teamwork,” Fast Company, April 2011, http://www.fastcompany.com/magazine/155/the-worlds-greatest-chemistryexperiment.html (accessed April 25, 2011).
David Novak, CEO of Yum Brands
(including KFC, Pizza Hut, and Taco
Bell), has built the world’s largest
“Individual commitment to a group
restaurant company based on
effort—that is what makes a team
teamwork. Since Yum was spun off from
work, a company work, a society
PepsiCo in 1997, its stock has returned
work, a civilization work.”
16.5 percent compounded annually,
—Vince Lombardi (1913–1970), NFL football
versus the S&P 500’s 3.9 percent over
coach
that same period. When he was first put
in charge of running KFC, the U.S.
division hadn’t met its profit target for
ages. Headquarters blamed the
franchisees; the franchisees blamed headquarters. Novak embarked on a team-building
crusade that is still going on today. KFC resumed growing, and its profits nearly doubled in
three years. “What really made the difference,” Novak says, “was the idea that if we trusted
https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=5565879767702792572800153&dockAppUid=101&eISBN=9781305627772&id=672768665&nbId=1520168&snapshotId=1520168&
3/4
3/30/2020
Print Preview
each other, we could work together to make something happen that was bigger than our
individual capabilities.”
Chapter 14: Leading Teams: 14.1a What Is a Team?
Book Title: Understanding Management
Printed By: Mohammed Hubail (mh2599@nau.edu)
© 2017 Cengage Learning, Cengage Learning
© 2020 Cengage Learning Inc. All rights reserved. No part of this work may by reproduced or used in any form or by any means – graphic, electronic, or mechanical, or in any other
manner – without the written permission of the copyright holder.
https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=5565879767702792572800153&dockAppUid=101&eISBN=9781305627772&i…
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