Chapter eight can be thought of as an OB primer on teams. Here is where you’ll find information on the different types of teams and the elements necessary for teams to function effectively. The problems with teams and team decision making are also discussed as are the various ways to fix those problems. That’s what a primer is. It provides the basics from which you can build upon.

Alright, so this chapter is a primer which sounds simple, but it’s full of details nonetheless. It is very easy to lose sight of the forest for the trees so to speak. Therefore, I encourage you to look at the study/lecture outline I’ve provided. As you read through the chapter and make notes go back to the outline and use it as a directional map.

By far, the model of team effectiveness (Exhibit 8.2) is the most important part in this chapter. In fact, the majority of the chapter is built around it. Within each of the five major parts of the model (organizational and team environment, team design, team states, team processes, and team effectiveness) you will find a varying number of elements, some of which are expanded upon with critical information you’ll need. For example, in the team design part, you’ll find three design elements to consider. The task characteristics element is expanded upon with discussions about the three forms of task interdependence (pooled, sequential, and reciprocal). Confused? Lost? If that happens, go back to the map (model) and find your way ASAP, then keep going. Before you know it you’ll have an excellent understanding of the entire model, and the majority of this chapter.

There are two other parts of this chapter you will need to read and study as well. One deals with differentiating groups from teams, and their various forms. You’ll find it at the beginning of the chapter. The last part of the chapter describes the typical problems with team decision making and how to fix them using team structures.