Groups and Teamwork - Pearson Canada

Chapter 5 Groups and Teamwork 197
The evidence indicates, for instance,
that smaller teams are faster at completing
tasks than larger ones. However, if
the team is engaged in problem-solving,
large teams consistently get better marks
than their smaller counterparts.
Translating these results into specific
numbers is a bit more hazardous, but
we can offer some parameters. Large
teams—with a dozen or more members—are
good for gaining diverse input.
So if the goal of the team is fact-finding,
larger groups should be more effective.
On the other hand, smaller groups are
better at doing something productive
with that input. Teams of approximately
seven members, therefore, tend to be
more effective for taking action.
Member Flexibility
Teams made up of flexible individuals have members who can complete each other’s
tasks. This is an obvious plus to a team because it greatly improves its adaptability and
makes it less reliant on any single member. 65 So selecting members who themselves
value flexibility, then cross-training them to be able to do each other’s jobs, should
lead to higher team performance over time.
Not every employee is a team player. Given the option, many employees will “select
themselves out” of team participation. When people who would prefer to work alone are
required to team up, there is a direct threat to the team’s morale. 66 This suggests that,
when selecting team members, individual preferences should be considered, as well as
abilities, personalities, and skills. High-performing teams are likely to be composed of
people who prefer working as part of a team.
Watching a veteran employee on
the housekeeping staff helped
Lisa Jackson (left) learn her role as
a housekeeper at a Marriott
hotel. In addition to teaching onthe-job
skills such as the proper
way to make a bed, Jackson’s
apprenticeship training included
observing how employees should
react in stressful situations.
Context
The three contextual factors that appear to be most significantly related to team performance
are the presence of adequate resources, effective leadership, and a performance
evaluation and reward system that reflects team contributions.
Resources
All work teams rely on resources outside the team to sustain them. A scarcity of resources
directly reduces the ability of a team to perform its job effectively. As one set of
researchers concluded, after looking at 13 factors potentially related to team performance,
“perhaps one of the most important characteristics of an effective work
group is the support the group receives from the organization.” 67 This includes such
support as technology, adequate staffing, administrative assistance, encouragement,
and timely information.
Teams must receive the necessary support from management and the larger organization
if they are going to succeed in achieving their goals. You may recall from the
opening vignette that one of the reasons for the Glenforest team’s failure in 2001 was that
it didn’t have the kind of coaching it needed to build a great robot. For the 2002 competition,
the team found a mentor, and also created a workshop at one of the team
member’s homes.