Page 337 - Fundamentals of Management Myths Debunked (2017)_Flat

336 Part 4 • Leading
Exhibit 10–7 Team member Roles

Creator-
Innovator
Explorer-
Linker Initiates Promoter
creative ideas
Coordinates and Champions ideas after
integrates they have been
initiated
Reporter- Assessor-
Adviser Encourages the O ers insightful Developer
search for more analysis of
information Team options

Fights external Provides structure
battles
Upholder- Thruster-
Maintainer Examines Provides Organizer
details and direction and
enforces rules follow-through

Controller- Concluder-
Inspector Producer

Source: Based on C. Margerison and D. McCann, Team Management: Practical New Approaches
(London: Mercury Books, 1990).

employees will opt not to be part of a team. When people who would prefer to work alone
are forced on a team, it creates a direct threat to the team’s morale and to individual member
satisfaction. 39

hoW doeS Work deSign aFFeCT TeaM eFFeCTiveneSS? Effective teams need to
work together and take collective responsibility for completing tasks. An effective team must
40
be more than a “team in name only.” Important work design elements include autonomy,
using a variety of skills, being able to complete a whole and identifiable task or product, and
working on a task or project that has a significant impact on others. Research indicates that
these characteristics enhance team member motivation and increase team effectiveness. 41

WhaT TeaM proCeSSeS are reLaTed To TeaM eFFeCTiveneSS? Five team pro-
cess variables have been shown to be related to team effectiveness. These include a common
purpose, specific team goals, team efficacy, managed conflict, and minimal social loafing.
An effective team has a common plan and purpose. This common purpose provides di-
42
rection, momentum, and commitment for team members. Members of successful teams put
a lot of time and effort into discussing, shaping, and agreeing on a purpose that belongs to
them both individually and as a team.
Teams also need specific goals. Such goals facilitate clear communication and help
teams maintain their focus on getting results.
43
Team efficacy emerges when teams believe in themselves and believe they can succeed.
Effective teams have confidence in themselves and in their members.

Of team managers, 63.5 percent say they are somewhat
effective at resolving conflict. 44

Effective teams need some conflict. Conflict on a team isn’t necessarily bad and can
45
actually improve team effectiveness. But it has to be the right kind of conflict. Relationship
conflicts—those based on interpersonal incompatibilities, tension, and autonomy toward