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·Discuss the key disadvantages to an incentive pay system. Within an incentive pay system, what are the disadvantages to rewarding team members in terms of their competencies? In terms of their results?need a 1.5 page length with references. Please answer the question from attached textbook making_the_team_a_guide_for_managers__6th_edition__by_lieigh_thompson__z_lib.org_.pdf Unformatted Attachment Preview Sixth Edition Making the Team: A Guide for Managers Leigh L. Thompson Kellogg School of Management Northwestern University 330 Hudson Street, NY NY 10013 A01_THOM4204_06_SE_FM.indd 1 10/31/16 8:03 PM Vice President, Business Publishing: Donna Battista Director of Portfolio Management: Stephanie Wall Director, Courseware Portfolio Management: Ashley Dodge Senior Sponsoring Editor: Neeraj Bhalla Editorial Assistant: Lauren Russell Vice President, Product Marketing: Roxanne ­McCarley Director of Strategic Marketing: Brad Parkins Strategic Marketing Manager: Deborah Strickland Product Marketer: Becky Brown Field Marketing Manager: Lenny Ann Kucenski Product Marketing Assistant: Jessica Quazza Vice President, Production and Digital Studio, Arts and Business: Etain O’Dea Director of Production, Business: Jeff Holcomb Managing Producer, Business: Ashley Santora Operations Specialist: Carol Melville Creative Director: Blair Brown Manager, Learning Tools: Brian Surette Content Developer, Learning Tools: Lindsey Sloan Managing Producer, Digital Studio, Arts and Business: Diane Lombardo Digital Studio Producer: Monique Lawrence Digital Studio Producer: Darren Cormier Digital Studio Producer: Alana Coles Full-Service Project Management and Composition: SPi Global Interior Design: SPi Global Cover Design: Pam Verros Cover Art: © Paul Capobianco Printer/Binder: RRD Crawfordsville Cover Printer: Phoenix Copyright © 2018, 2014, 2011 by Pearson Education, Inc. or its affiliates. All Rights Reserved. Manufactured in the United States of America. This publication is protected by copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise. For information regarding permissions, request forms, and the appropriate contacts within the Pearson Education Global Rights and Permissions department, please visit www.pearsoned.com/permissions/. Acknowledgments of third-party content appear on the appropriate page within the text. PEARSON and ALWAYS LEARNING are exclusive trademarks owned by Pearson Education, Inc. or its affiliates in the U.S. and/or other countries. Unless otherwise indicated herein, any third-party trademarks, logos, or icons that may appear in this work are the property of their respective owners, and any references to third-party trademarks, logos, icons, or other trade dress are for demonstrative or descriptive purposes only. Such references are not intended to imply any sponsorship, endorsement, authorization, or promotion of Pearson’s products by the owners of such marks, or any relationship between the owner and Pearson Education, Inc., or its affiliates, authors, licensees, or distributors. Library of Congress Cataloging-in-Publication Data Names: Thompson, Leigh L., author. Title: Making the team : a guide for managers / Leigh L. Thompson, Kellogg School of Management, Northwestern University. Description: Sixth Edition. | New York : Pearson Education, 2016. | Revised edition of the author’s Making the team, [2014] Identifiers: LCCN 2016042609| ISBN 9780134484204 | ISBN 0134484207 Subjects: LCSH: Teams in the workplace. | Performance. | Leadership. | Organizational effectiveness. Classification: LCC HD66 .T478 2016 | DDC 658.4/022—dc23 LC record available at https://lccn.loc. gov/2016042609 ISBN 10:   0-13-448420-7 ISBN 13: 978-0-13-448420-4 A01_THOM4204_06_SE_FM.indd 2 10/31/16 8:03 PM For my home team: Bob, Sam, Ray, and Anna A01_THOM4204_06_SE_FM.indd 3 10/31/16 8:03 PM BRIEF CONTENTS Part 1 Building the Team Chapter 1 Chapter 2 Chapter 3 Chapter 4 Types of Teams 3 Designing the Team 26 Leading Teams 51 Team Cohesion and Trust Part 2 Team Performance Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 1 82 109 Performance and Productivity 111 Team Communication and Collective Intelligence Team Decision Making 163 Managing Team Conflict 196 Creativity and Innovation in Teams 219 Part 3 Teams in Organizations 133 249 Chapter 10 Chapter 11 Chapter 12 Chapter 13 Subgroups and Multi-Teams 251 Team Networking and Social Capital Virtual Teamwork 299 Multicultural Teams 323 Appendix 1 Appendix 2 Appendix 3 Rewarding Teamwork 345 Managing Meetings 361 Creating Effective Study Groups 275 371 References 374 Name Index 434 Subject Index 449 iv A01_THOM4204_06_SE_FM.indd 4 10/31/16 8:03 PM Contents Preface Part 1 xvii Building the Team Chapter 1 TYPES OF TEAMS 1 3 Teams vs. Groups 4 Why Should Organizations Have Teams? Information Technology 5 Competition 6 Globalization and Culture 7 Multigenerational Teams 7 Task Focus 8 Tactical Teams 8 Problem-Solving Teams 9 Creative Teams 9 Types of Team Autonomy 12 Manager-Led Teams 12 Self-Managing Teams 13 Self-Directing Teams 15 Self-Governing Teams 15 5 Observations About Teams and Teamwork 16 Teams Should Be the Exception, Not the Rule 16 Managers Fault the Wrong Causes for Team Failure 17 Teams Require Attention 17 Experimenting with Failures Leads to Better Teams 17 Conflict is Not Always Detrimental 18 Strong Leadership is Not Always Necessary for Strong Teams 18 Good Teams Can Still Fail Under the Wrong Circumstances 18 Retreats Will Not Fix All the Conflicts Between Team Members 19 What Leaders Tell Us About Their Teams 20 Most Common Type of Team 20 Team Size 20 Team Autonomy versus Manager Control 20 Team Longevity 20 The Most Frustrating Aspect of Teamwork 20 v A01_THOM4204_06_SE_FM.indd 5 10/31/16 8:03 PM vi Contents Developing Your Team-Building Skills 22 Accurate Diagnosis of Team Problems 22 Evidence-Based Management 23 Expert Learning 24 A Warning 24 Chapter Capstone 25 Chapter 2 DESIGNING THE TEAM 26 Team Design 27 Define the Goal 27 Ends vs. Means 27 Performance vs. Learning Goals 28 Promotion vs. Prevention Goals 29 Goal fit 29 Pre-Planning vs. On-line Planning 30 Timelines and Time Pressure 30 Capacity Problems vs. Capability Problems Selecting Team Members 32 Member-Initiated Team Selection 33 Optimal Team Size 33 Skills, Talents, and Abilities 35 Roles and Responsibilities 35 Diversity 38 Processes: How to Work Together 43 Task vs. Outcome Interdependence 43 Transition and Action Processes 45 Structure 45 Norms 46 Team Coaching 48 Chapter Capstone Chapter 3 LEADING TEAMS 32 50 51 Leadership Versus Management 52 The Leadership Paradox 52 Leaders and the Nature–Nurture Debate 54 Trait Theories of Leadership 54 Incremental Theories of Leadership 57 Leadership Styles 58 Task Versus Person Leadership 59 Transactional Versus Transformational Leadership A01_THOM4204_06_SE_FM.indd 6 60 10/31/16 8:03 PM Contents Autocratic Versus Democratic Leadership 62 Leader Mood 65 Expectations of Leaders 66 Implicit Leadership Theories 66 Prototypicality 66 Status & Uncertainty 66 Leader–Member Exchange 68 Attributes that Influence Differential Treatment Advantages of Differential Treatment 69 Disadvantages of Differential Treatment 70 Power 70 Sources of Power 71 Power Distance 72 Using Power 73 Effects of Using Power 73 Participative Management 74 Task Delegation 77 Parallel Suggestion Involvement 77 Job Involvement 79 Organizational Involvement 79 Chapter Capstone 68 81 Chapter 4 TEAM COHESION AND TRUST 82 Team Identity 83 Group Entitativity 83 Group Identity 83 Identity Fusion 84 Common Identity and Common Bond Groups Relational and Collective Identity 84 Self-verification vs. Group-verification 85 Team-Member Exchange 85 Group-serving Attributions 87 Group Potency and Collective Efficacy 87 Team Efficacy and Performance 87 Group Mood and Emotion 88 Group Affect and Performance 90 Emotional Contagion 90 Behavioral Entrainment 91 Emotional Nonconformity 92 A01_THOM4204_06_SE_FM.indd 7 vii 84 10/31/16 8:03 PM viii Contents Emotional Intelligence 92 Leadership and Group Emotion 92 Group Cohesion 94 Cohesion and Team Behavior 94 Cohesion and Performance 94 Building Cohesion in Groups 95 Fear of Social Exclusion 96 Group Trust 96 Trust vs. Respect 96 Trust & Monitoring 97 Trust Congruence 98 Propensity to Trust 98 Types of Trust 98 Repairing Broken Trust 100 Psychological Safety 100 Group Socialization & Turnover 101 Group Socialization 102 Phases of Group Socialization 102 Old-timers’ Reactions to Newcomers Deviant Opinions 106 Newcomer Innovation 106 Turnover and Reorganizations 107 Chapter Capstone Part 2 Team Performance 105 108 109 Chapter 5 PERFORMANCE AND PRODUCTIVITY 111 An Integrated Model of Team Performance 112 Team Context 112 Organizational Context 113 Team Design 113 Team Culture 113 Essential Conditions for Successful Team Performance Expertise 115 Engagement 118 Execution 126 Performance Criteria 128 Productivity 128 A01_THOM4204_06_SE_FM.indd 8 114 10/31/16 8:03 PM Contents Cohesion 129 Learning 130 Integration 130 Team Performance Equation Chapter Capstone ix 131 132 Chapter 6 TEAM COMMUNICATION AND COLLECTIVE INTELLIGENCE 133 Collaboration 134 Uneven Communication 134 Knowledge Specialization 135 Knowledge Sharing and Knowledge Hiding 135 Transforming Knowledge into Solutions 136 Experienced Community of Practice 136 Adaptive Capacity 137 Monitoring and Talking to the Room 137 Team Mental Models 137 Reflective vs. Reflexive Mental Models 138 Representational Gaps 138 Accuracy 139 Correspondence 140 Transactive Memory Systems 141 Centralized vs. Decentralized TMS 142 Differentiated vs. Integrated TMS 142 Tacit Coordination 143 Routine vs. Nonroutine Tasks 143 Resilience to Team Member Loss 144 Reaction to Free-Riding 144 Developing a TMS 144 Common Information Effect 148 Hidden Profile 151 Ineffective Strategies 153 Effective Interventions 154 Team Learning 158 Environment 158 Newcomers and Rotators 158 Vicarious vs. In Vivo Experience 159 Threat, Change, and Failure 159 A01_THOM4204_06_SE_FM.indd 9 10/31/16 8:03 PM x Contents After-Action Review (AAR) 159 Routinization vs. Innovation Trade-Offs Chapter Capstone 159 162 Chapter 7 TEAM DECISION MAKING 163 Team Decision Making 164 Individual Decision-Making Biases 164 Framing Bias 165 Overconfidence 165 Confirmation Bias 167 Decision Fatigue 168 Individual Versus Group Decision Making 168 Demonstrable versus Non-Demonstrable Tasks 168 Groups Out-Perform Individuals 168 Group to Individual Transfer 169 Minorities versus Majorities 170 Group Decision Rules 170 Refusal to Make Decisions 172 Groupthink 172 Learning from History 174 Reducing Groupthink 174 Escalation of Commitment 178 Project Determinants 180 Psychological Determinants 180 Social Determinants 181 Structural Determinants 181 Minimizing Escalation of Commitment to a Losing Course of Action 182 Abilene Paradox 183 How to Avoid the Abilene Paradox 184 Group Polarization 185 The Need to be Right 187 The Need to be Liked 187 Conformity Pressure 188 Unethical Decision Making 190 Rational Expectations Model 190 False Consensus 191 Vicarious Licensing 191 Desensitization 191 Chapter Capstone A01_THOM4204_06_SE_FM.indd 10 195 10/31/16 8:03 PM Contents Chapter 8 MANAGING TEAM CONFLICT 196 Relationship, Task & Process Conflict 197 Relationship Conflict 197 Task Conflict 199 Process Conflict 199 Impact on Performance 200 Personality & Conflict 202 Team Identification 202 Power & Conflict 202 Organizational Climate and Conflict 203 Global Culture and Conflict 203 Types of Conflict 204 Proportional and Perceptual Conflict 204 Conflict States vs. Conflict Processes 205 Conflict Contagion 205 Distributive vs. Procedural Conflict 205 Equity, Equality and Need 205 Minority and Majority Conflict 207 Work–Family Conflict 209 Organizational Culture Conflict 209 Conflict Management 209 Conflict Modes 209 Contingency Theory of Task Conflict and Performance in Teams 211 Investment Model of Conflict 212 Wageman and Donnenfeld’s Conflict Intervention Model Interests, Rights, and Power Model of Disputing 216 Chapter Capstone xi 214 217 Chapter 9 CREATIVITY AND INNOVATION IN TEAMS 219 Nature vs. Nurture 220 Creativity Versus Innovation 221 Convergent versus Divergent Thinking 221 Radical versus Incremental Innovation 223 Creative Realism 224 Fluency, Flexibility, and Originality 226 Exploration versus Exploitation 227 Brainstorming Versus Brainwriting 228 Brainstorming 228 Brainstorming versus Nominal Group 229 A01_THOM4204_06_SE_FM.indd 11 10/31/16 8:03 PM xii Contents Brainwriting 230 Speedstorming 231 Electronic Brainstorming 232 Threats to Team Creativity 233 Social Loafing 233 Conformity 234 Production Blocking 234 Performance Matching 235 What Goes on During a Typical Group Brainstorming ­Session? 236 Best Practices for Enhancing Team Creativity 236 Motivational Methods 236 Cognitive Methods 238 Facilitator-Led Methods 241 Leader and Organizational Methods 244 Chapter Capstone 247 Part 3 Teams in Organizations 249 Chapter 10 SUBGROUPS AND MULTI-TEAMS 251 Intergroup Relations 252 In-Groups and Out-Groups 252 Social Comparison 252 Team Rivalry 253 In-group Bias 254 Transgression Credit 254 Subgroups 254 Size 255 Identity, Resource, and Knowledge Subgroups 255 Number of Groups 256 Impact on Performance 256 Faultlines 257 Status 259 Deference 261 Intragroup Deviance 261 Team Boundaries 261 Underbounded versus Overbounded Teams 261 Founding Teams 262 Informing, Parading, and Probing Teams 262 X-Teams 263 A01_THOM4204_06_SE_FM.indd 12 10/31/16 8:03 PM Contents xiii Teams in Matrix Organizations 264 Cross-functional Teams 264 Multi-team Systems 264 Integration Between Teams 265 Integration Across Multiple Teams and Components of a Business Unit 266 Teamwork in Reorganizations & Mergers 267 Reorganizations 267 Mergers 267 Improving Interteam Relationships 269 Perspective Taking 269 Superordinate Identity 269 Contact 270 Apology 272 Assistance and Help 273 Affirmation 273 Chapter Capstone 274 Chapter 11 TEAM NETWORKING AND SOCIAL CAPITAL 275 Taskwork and Teamwork 276 Taskwork vs. Teamwork 276 Taskwork and Teamwork Network Structures 276 Factors that Affect Networks 277 External Leadership 277 General vs. Differential 278 External Roles of Team Members 278 Organizational Networks 280 Sharing Knowledge 280 Insider vs. Outsider Knowledge Valuation 280 Human Capital and Social Capital 282 Boundary Spanning 284 Boundary Loosening Versus Boundary Tightening 285 Cliques Versus Entrepreneur Networks 285 Team Social Capital 287 Friendship, Trust, and Advice Ties 288 Leadership Ties 290 Increasing your Social Capital 292 Analyze your Social Network 293 Identify Structural Holes 293 Expand the Size of the Network 294 A01_THOM4204_06_SE_FM.indd 13 10/31/16 8:03 PM xiv Contents Diversify Networks 295 Build Hierarchical Networks 296 Recognize Gender Scripts in Networks Reputation Management 297 Chapter Capstone 297 298 Chapter 12 VIRTUAL TEAMWORK 299 Place–Time Model of Social Interaction 300 Face-to-Face Communication 301 Same Time, Different Place 303 Different Time, Same Place 305 Different Place, Different Time 306 Information Technology and Social Behavior 309 Reduced Status Differences: The Weak Get Strong Effect Equalization of Participation 310 Increased Time to Make Decisions 310 Information Suppression 311 Risk Taking 311 Disinhibition and the Negativity Effect 312 Task Performance and Decision Quality 312 Trust and Rapport 313 Virtual, Hybrid, and Traditional Teams 313 Prevalence 313 Advantages 314 Identification 315 Leadership 315 Attention and Problem-Solving 316 Conflict 316 Geographic Faultlines 316 Enhancing Virtual Teamwork 317 Team Formation 317 Technology 317 Shared Mental Models 318 Boundary Objects 319 Initial Face-to-Face Experience 320 Objective Self-Awareness 321 Integrity 321 A01_THOM4204_06_SE_FM.indd 14 309 10/31/16 8:03 PM Contents xv Cave and Commons Flexibility 321 Coaching the Virtual Team 322 Chapter Capstone 322 Chapter 13 MULTICULTURAL TEAMS 323 Challenges of Cross-Cultural Teamwork 324 Multinational Teams 324 Stereotypes versus Prototypes 324 Cultural Values 325 Defining Culture 325 Iceberg Model 325 Hofstede’s Model 325 Dignity, Face and Honor Cultures 331 Tight versus Loose Cultures 333 Cultural Intelligence 333 CQ Model 333 Cultural Metacognition 335 Fusion Teamwork 336 Multicultural Engagement 336 Work Ways 337 Multicultural Teamwork 337 Creative Innovation 337 Relationship Orientation 338 Networks 338 Egalitarian Values 338 Status Perceptions 339 Emotional Display 339 Multicultural Collaboration 340 Ethnocentrism 340 Cultural Relativism 340 Managing Multicultural Teams 341 Change and Adaptation 341 Transactive Memory Systems 342 Language Barriers 342 Cultural Change 342 Integration 343 Assimilation 343 A01_THOM4204_06_SE_FM.indd 15 10/31/16 8:03 PM xvi Contents Separation 343 Marginalization 344 Chapter Capstone Appendix 1 Appendix 2 Appendix 3 References 374 Name and Author Index Subject Index 449 A01_THOM4204_06_SE_FM.indd 16 344 Rewarding Teamwork Managing Meetings 345 361 Creating Effective Study Groups 371 434 10/31/16 8:03 PM PREFACE Making the Team has two audiences: leaders and team members. For leaders, the book provides direction about how teams can be designed to function optimally; for team members, the book focuses on the skills necessary to be productive. Since the publication of the first five editions, many advances have occurred in team and group research. Every chapter has new information, new research, updated examples, and more. Specifically, I have made the following major changes to the sixth edition of Making the Team: 1. Revised chapter structure: The order of the chapters is slightly changed to reflect the revised three-part structure of the book: Building the Team, Team Performance, and Teams in Organizations. The book still contains 13 chapters (suitable for semester or quarter-length courses). Rewarding Teamwork is now an appendix. And Virtual Teams and Multicultural Teams are each separate chapters. 2. Internal structure of chapters: Most of the chapters have new subheads that reflect new theories, research, and topics. 3. New, updated research: True to the book’s defining characteristic—providing managers with the most up-to-date research in a digestible fashion—I have included the latest research about teamwork and group behavior, thus keeping the book true to its strong research focus and theory-driven approach. 4. Surveys of managers and executives: The updated research also reports on the survey of executives that we have conducted at Kellogg for the past 17 years. The survey in the first edition reported the responses of 149 managers and executives; the sixth edition has a database of more than 1,200 team managers. 5. New research studies: More than 220 new research studies have been cited. 6. More case studies: I have included more examples and illustrations of effective (as well as ineffective) teamwork. More than 160 new case studies and examples of actual company teams have been added. And, each chapter has a new, updated opening example. 7. Illustrations and examples: Many of the concepts and techniques in the chapters are supplemented with illustrations and examples from real teams, both contemporary and historical. I do not use these examples to prove a theory; rather, I use them to illustrate how many of the concepts in the book are borne out in real-world situations. New exercises, cases, and supplemental material: The supplemental material and teaching support materials have been greatly improved so as to complement the text. This allows students to have a more integrated experience inside and outside of the classroom. The book strongly advocates experientially based teaching, and the instructor now has even more options for making the concepts come alive in the classroom. All of the supplements are available on Pearson’s Instructor’s Resource Center; instructors should contact a Pearson sales representative to be assign ... Purchase answer to see full attachment