Chap 17 Teamwork Insights: Collaboration in Large Projects môn Principles of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

Chap 17
*Team & Teamwork
Example: In large projects (e.g., building a skyscraper), a construction project team may
include architects, engineers, contractors, and city planners.
Teamwork: The team must coordinate timelines, budgets, and designs to deliver the project safely and on time.
Example: At Apple, product development teams often include designers, engineers,
marketers, and supply chain experts.
Teamwork: Each member brings specialized knowledge to create products like the iPhone.
Collaboration ensures the design is feasible, marketable, and manufacturable. *Syner gy :
Synergy in Action: Directors, screenwriters, visual effects artists, actors, costume designers,
and editors all collaborate on a single movie.
Results: The Marvel Cinematic Universe is a multibillion-dollar franchise that succeeded
because of this tight, cross-functional teamwork.
Performance Gains: Greater innovation, strong commitment to the project, and high
satisfaction from being part of a winning team. *Pr
os & Cons of teamwork :
In an IT company, a tech support team collaborates to solve a complex server issue—one
knows networking, another databases, and another system security. Together, they fix it faster than anyone alone.
At a design agency, the brainstorming team combines a graphic designer’s visuals, a
copywriter’s language, and a strategist’s market insight to create a compelling ad campaign.
Example: In a marketing team, two team members disagree strongly over the campaign
direction. One prefers a bold, edgy approach, while the other wants to play it safe. Their
constant arguing slows progress. Impact: Tension affects team morale and productivity. (Cons)
*Formal Group :
Example: In a company like General ,
Motors the finance unit handles large-scale
capital investments and cost control for production.
At Nike, the marketing division develops global campaigns and coordinates with regional teams to adapt them locally. *
Informal Group:
A group of employees from different departments meets daily for lunch in the cafeteria.
They chat, share ideas, and support each other. Impact: Boosts morale, reduces stress,
and strengthens cross-departmental relationships.
At a tech company, employees who enjoy fitness form a running club and meet after
work to jog together. Impact: Encourages healthy habits and teamwork outside of formal roles. * Forming:
Example: A project team is formed to create a new mobile app.
Forming Stage Behavior:
Team members from design, engineering, and marketing meet for the first time.
They discuss general goals and timelines but avoid detailed planning.
Everyone is polite, trying to make a good impression. * Storming:
Main Concern: Building trust and clarifying roles without stepping on toes.
Situation: A cross-functional team is developing a new product.
Storming Behavior: Marketing pushes for features that will attract customers, but engineers
argue these are unrealistic. There's competition for influence over project direction.
Resolution Attempt: The project manager steps in to mediate, helping the team clarify
priorities and agree on trade-offs. *Norming :
Corporate Product Development Team
The team clarifies responsibilities: engineers focus on feasibility, marketers on customer
needs. They establish regular status updates and agreed-upon decision-making processes.
Conflicts drop as team members respect each other’s expertise. Result: The team collaborates
smoothly and meets milestones on time. *Performing:
Corporate Software Development Team
Developers, testers, and product managers work in sync using agile methods. Conflicts about
priorities or bugs are resolved through open communication without disrupting progress. The
team delivers regular updates, continuously improving the software based on user feedback.
High trust and motivation keep productivity and innovation levels high. *Adjourning:
Corporate Project Team
The team completes a major product launch and holds a meeting to review achievements.
The manager acknowledges everyone's effort, and the team celebrates with a lunch or
event before members move to new assignments. *Figure 17.2
The open-systems model of team effectiveness demonstrates how teams operate as
dynamic systems shaped by inputs, processes, and outcomes, with feedback enabling
continuous improvement. Inputs include membership characteristics (abilities, values,
diversity), resources (technology, rewards), task nature (clarity, complexity), and team
size, all of which influence collaboration. The team process focuses on interaction
through norms, cohesion, roles, communication, and decision-making. Effectiveness is
measured by task performance, member satisfaction, and future viability. Feedback loops
allow teams to refine inputs and processes for better results. Ultimately, team success
depends on aligning the right inputs with efficient processes while adapting through feedback. *Figure 17.4
This figure demonstrates how team cohesiveness and performance norms jointly determine team
performance. Team cohesiveness (the degree of unity among members) interacts with
performance norms (shared standards for behavior) to produce four possible outcomes: high
cohesiveness paired with positive norms leads to high performance, while the same cohesion
with negative norms results in poor outcomes. Teams with low cohesiveness show moderate
performance when norms are positive, but perform poorly to moderately when norms are
negative. The key insight is that cohesion alone doesn't guarantee success - it must be combined
with constructive norms to maximize team effectiveness. Managers should therefore focus on
building both strong team bonds and positive performance standards while actively discouraging
negative norms, particularly in highly cohesive groups where harmful behaviors can become
entrenched. The model emphasizes that optimal team performance requires alignment between
interpersonal dynamics and work standards. *Figure 17.5
The figure illustrates the concept of distributed leadership in teams, highlighting how effective
team leaders balance task-oriented and maintenance-oriented roles while avoiding disruptive
behaviors. Task activities include initiating discussions, sharing information, summarizing
points, elaborating on ideas, and giving opinions - all focused on achieving work objectives.
Maintenance activities involve gatekeeping (ensuring equal participation), encouraging
members, following others' contributions, harmonizing relationships, and reducing tension to
preserve team cohesion. The model also identifies disruptive activities to avoid, such as
aggression, blocking progress, self-centered behaviors, competition, withdrawal, and attention-
seeking actions. This framework demonstrates that successful team leadership isn't about one
person directing everything, but rather about distributing these essential functions among
members to simultaneously drive task completion and maintain positive group dynamics. By
consciously performing productive roles and avoiding negative behaviors, teams can achieve
both high performance and strong working relationships. *Figure 17.6
The figure presents a distributed leadership model where team members share leadership
responsibilities across three key areas. Effective teams balance task-oriented activities (initiating
discussions, sharing information, summarizing progress) with relationship-focused maintenance
activities (encouraging participation, resolving conflicts, building harmony). Simultaneously,
teams must avoid disruptive behaviors like aggression, withdrawal, or attention-seeking that
undermine collaboration. This approach demonstrates that successful teamwork emerges when
leadership functions are collectively performed - with different members contributing task
direction and social support as needed, rather than relying on a single leader. By distributing
these complementary roles, teams can achieve both productivity and positive dynamics Chap 16
Practical Example of Maslow’s Hierarchy in the Workplace:
Scenario: A new employee joins a company.
1. Physiological Needs (Base Level):
oExample: The company provides a livable salary so the employee can afford food,
housing, and basic necessities.
oIf unmet: The employee may struggle to focus on work due to financial stress. 2. Safety Needs:
oExample: The company offers job security, health insurance, and a safe
workspace (e.g., ergonomic chairs, hazard-free environment).
oIf unmet: The employee feels anxious about layoffs or unsafe conditions.
3. Social Needs (Belongingness):
oExample: Team-building activities, a supportive manager, and inclusive culture
help the employee build relationships.
oIf unmet: The employee feels isolated or disengaged. 4. Esteem Needs:
oExample: The employee receives praise for good work, a promotion, or
opportunities to lead projects, boosting confidence.
oIf unmet: They may feel undervalued and lose motivation.
5. Self-Actualization (Peak):
oExample: The employee is given challenging projects, creative freedom, or
training to grow their skills and achieve their potential.
oIf unmet: They may stagnate or seek opportunities elsewhere. Key Takeaways:
Deficit Principle: Once a need is met (e.g., fair pay), it no longer motivates—the
employee then seeks the next need (e.g., job security).
Progression Principle: A manager can’t motivate with recognition (esteem) if the
employee lacks job security (safety).
Practical Application: A company might first offer competitive pay (physiological), then foster
teamwork (social), and finally provide leadership training (self-actualization).
Practical Example of Herzberg's Two-Factor Theory in the Workplace
Scenario: A mid-level employee at a tech company
1. Satisfiers (Motivators) – Drive Job Satisfaction
These factors increase motivation when present but don’t necessarily cause dissatisfaction if missing.
Job Challenge: The employee is assigned an innovative project that stretches their skills.
Recognition: Their manager publicly praises their work in a team meeting.
Responsibility: They’re given ownership of a key client account.
Growth Opportunity: The company sponsors their certification course.
→ Result: The employee feels engaged, motivated, and loyal to the company.
2. Hygiene Factors – Prevent Job Dissatisfaction
These factors demotivate when poor but don’t motivate when good—they’re expected.
Working Conditions: The office has slow computers and poor lighting.
Interpersonal Relations: Team members gossip and exclude the employee.
Policies: The approval process for leave is overly bureaucratic.
Compensation: Their salary is below market rate.
→ Result: The employee becomes frustrated, disengaged, and may start looking for another job. Key Takeaways:
To motivate employees: Focus on
satisfiers (meaningful work, recognition, growth).
To prevent dissatisfaction: Ensure hygiene factors (fair pay, good environment,
respectful culture) are adequate.
Example in Action:
A company struggling with high turnover improves:
Hygiene: Raises salaries and upgrades office equipment (reduces dissatisfaction).
Satisfiers: Introduces mentorship programs and career paths (boosts motivation).
Without good hygiene, even the best motivators won’t work—but hygiene alone won’t inspire excellence.
Practical Example of ERG Theory in the Workplace
Scenario: A marketing specialist at a mid-sized company
1. Existence Needs (Basic Survival & Security)
Material and physiological well-being (salary, safety, work conditions). Example:
oThe employee earns a fair salary that covers living expenses.
oThe company provides health insurance and a safe office environment. If Unmet:
oIf salaries are cut or benefits removed, the employee becomes anxious and demotivated.
2. Relatedness Needs (Social & Workplace Relationships)
Desire for positive connections with colleagues, managers, and teams. Example:
oThe employee has a supportive manager who gives constructive feedback.
oThey enjoy team lunches and collaborative projects. If Unmet:
oIf the workplace becomes toxic (e.g., office politics, poor communication), the
employee feels isolated and may disengage.
3. Growth Needs (Personal & Professional Development)
Desire for challenge, creativity, and career advancement. Example:
oThe employee gets promoted to lead a new campaign.
oThey attend a leadership training program to develop new skills. If Unmet:
oIf the job becomes routine with no growth opportunities, they may feel
stagnant and look for another job.
Frustration-Regression Principle in Action
Situation: The employee is denied a promotion (growth need blocked). Reaction: They regress
to focusing more on relatedness needs (e.g., bonding with
coworkers) or existence needs (e.g., demanding a raise). Key Takeaway:
Unlike Maslow’s strict hierarchy, ERG theory allows multiple needs to matter at once.
If higher needs (growth) are blocked, employees may refocus on lower needs (relatedness or existence). Managerial Solution:
Ensure basic needs (salary, safety) are met.
Foster team collaboration to satisfy relatedness.
Provide training, challenges, and promotions to fulfill growth needs.
This keeps employees motivated even if one need is temporarily unmet.
Process Theories of Motivation 1. Equity Theory
Example: An employee discovers a coworker earns more for the same work.
Reaction: They may reduce effort, demand a raise, or quit.
Fix: Ensure fair pay and transparency.
2. Expectancy Theory
Formula: Motivation = Expectancy (Can I do it?) × Instrumentality (Will I be rewarded?)
× Valence (Do I value the reward?)
Example: A salesperson works harder if they believe effort → performance → bonus.
Fix: Clearly link performance to meaningful rewards.
3. Goal-Setting Theory
Example: A team with clear targets (e.g., "Boost sales by 15%") outperforms vague goals.
Fix: Set specific, challenging goals with feedback.
4. Self-Efficacy Theory
Example: An employee gains confidence after small wins (e.g., leading a meeting).
Fix: Provide training, mentorship, and achievable challenges. Key Takeaways:
Fairness (Equity) + Clear Rewards (Expectancy) + Specific Goals + Confidence- Building = High . Motivation
Example: A company combines fair pay, performance bonuses, quarterly targets, and skill development to motivate staff.
Practical Examples of Reinforcement & Punishment in the Workplace
1. Positive Reinforcement
Example: An employee consistently meets deadlines.
Action: Manager praises them in a team meeting and gives a bonus.
Result: Employee continues meeting deadlines to earn more praise/rewards.
2. Negative Reinforcement
Example: A team dislikes daily micromanagement check-ins.
Action: Manager says, "If you submit reports on time, we’ll stop the check-ins."
Result: Team submits reports early to avoid the unpleasant check-ins. 3. Punishment
Example: An employee is frequently late.
Action: Manager assigns them extra weekend work.
Result: Employee stops being late to avoid the penalty. 4. Extinction
Example: A coworker constantly interrupts meetings with jokes.
Action: Team stops laughing or acknowledging the jokes.
Result: Coworker stops interrupting because they no longer get attention.
Practical Examples of Job Design Strategies
1. Job Simplification
Example: A fast-food worker is assigned only to fry station duties (no cashier or prep tasks).
Pros: Reduces training time, minimizes errors.
Cons: Can lead to boredom and low engagement. 2. Job Rotation
Example: A bank trains tellers to handle customer service, cash transactions, and loan inquiries —rotating roles weekly.
Pros: Reduces monotony, builds versatile skills.
Cons: Requires cross-training; may disrupt workflow.
3. Job Enlargement
Example: A factory worker previously assembling parts is also trained to inspect finished products.
Pros: Adds task variety without increasing complexity.
Cons: May feel like "more work" without added meaning.
4. Job Enrichment
Example: A junior marketer is given ownership of a campaign—including budgeting, creative
decisions, and results analysis.
Pros: Boosts motivation, develops leadership skills.
Cons: Requires trust and support to avoid overwhelm.