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Chapter 10 Managing Teams






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MGMT3 Chuck Williams. Chapter 10 Managing Teams. Designed & Prepared by B-books, Ltd. Why Work Teams?. After reading these sections, you should be able to:. explain the good and bad of using teams. recognize and understand the different kinds of teams. The Good and Bad of Using Teams.
Chapter 10 Managing Teams

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Slide 1

MGMT3

Chuck Williams

Chapter 10Managing Teams

Designed & Prepared byB-books, Ltd.

Slide 2

Why Work Teams?

After reading these sections, you should be able to:

  • explain the good and bad of using teams.

  • recognize and understand the different kinds of teams.

Slide 3

The Good and Bad of Using Teams

Advantagesof Teams

Disadvantagesof Teams

When to Use

And

Not Use Teams

1

Slide 4

Customer Satisfaction

Product and Service Quality

Employee Job Satisfaction

Decision Making

Multiple perspectives

More alternate solutions

The Advantages of Teams

Commitment to decisions

1.1

Slide 5

Initially High Employee Turnover

Social Loafing

Disadvantages of Group Decision Making

Groupthink

Minority domination

Inefficient meetings

Lack of accountability

The Disadvantages of Teams

1.2

Slide 6

Factors that Encourage Peopleto Withhold Effort in Teams

The Disadvantages of Teams

  • The presence of someone with expertise

  • The presentation of a compelling argument

  • Lacking confidence in one’s ability to contribute

  • An unimportant or meaningless decision

  • A dysfunctional decision-making climate

1.2

Slide 7

USE TEAMS WHEN…

DON’T USE TEAMS WHEN…

  • There is a clear purpose

  • The job can’t be done unless people work together

  • Team-based rewards are possible

  • Ample resources exist

  • There is no clear purpose

  • The job can be done independently

  • Only individual-based rewards exist

  • Resources are scarce

When to Use Teams

1.3

Slide 8

How TeamsDiffer in

Autonomy

Special Kinds

of

Teams

Kinds of Teams

2

Slide 9

Self-

designing

Teams

Self-

managing

Teams

Semi-

autonomous

Work

Groups

Employee

Involvement

Teams

Traditional

Work

Groups

Autonomy, the Key Dimension

Autonomy

2.1

Slide 10

Cross-FunctionalTeams

VirtualTeams

ProjectTeams

Special Kinds of Teams

2.2

Slide 11

Cross-Functional Teams

  • Employees from different functional areas

  • Attack problems from multiple perspectives

  • Generate more ideas and alternative solutions

  • Often used in conjunction with matrix and product organizational structures

2.2

Slide 12

Tips for ManagingSuccessful Virtual Teams

Virtual Teams

  • Select self-starters and strong communicators

  • Keep the team focused on clear, specific goals

  • Provide frequent feedback

  • Keep team interactions upbeat and action-oriented

  • Periodically bring team members together

  • Improve communications

  • Ask team members for feedback on how well team is working

  • Empower virtual teams

2.2

Slide 13

Project Teams

  • Created to complete specific, one-time projects within a limited time

  • Often used to develop new products, improve existing products, roll out new information systems, or build new factories/offices

  • Can reduce or eliminate communication barriers and speed up the design process

  • Promote flexibility

2.2

Slide 14

Managing Work Teams

After reading these sections, you should be able to:

  • understand the general characteristics of work teams.

  • explain how to enhance work team effectiveness.

Slide 15

Work Team Characteristics

Team

Norms

Team

Cohesiveness

Team

Size

Team

Conflict

Team

Development

3

Slide 16

Team Norms

  • Informally agreed-on standards that regulate team behavior

  • Powerful influence on work behavior

  • Regulate the everyday behaviors of teams

3.1

Slide 17

Team Cohesiveness

  • The extent to which members are attracted to the team and motivated to remain in it

  • Cohesive teams:

    • retain their members

    • promote cooperation

    • have high levels of performance

3.2

© iStockphoto.com

Slide 18

Promoting Team Cohesiveness

  • Make sure all team members are present at team meetings

  • Create additional opportunities for teammates to work together

  • Engage in nonwork activities as a team

  • Make employees feel that they are part of a “special” organization

3.2

Slide 19

Team Size

Performance

Size

3.3

Slide 20

Team Conflict

  • C-type Conflict

    • cognitive conflict

    • focuses on problems and issues

    • associated with improvements in team performance

  • A-type Conflict

    • affective conflict

    • emotional, personal disagreements

    • associated with decreases in team performance

  • Both types often occur simultaneously

3.4

Slide 21

Beyond the Book

The Key to Dealing with Conflict

As Generation Y workers begin to mix in the workforce with Generation Xers and Baby Boomers, generational differences can create conflict within teams and work groups. Gen Xers, Gen Yers, and Boomers can disagree on many levels, such as communication methods (IM/email/face to face), problem solving strategies (group brainstorming/individual brainstorming/using past solutions), and values (good ideas/professionalism/experience). All of these groups, however, ultimately want to be respected and feel like their contributions are valued. The key to managing these conflicts is to keep everyone focused on what they have in common: the task at hand.

Source: C. Pentilla, “Talking About My Generation”, Entrepreneur, March 2009. 53-55.

Slide 22

How Teams Can Have a Good Fight

  • Work with more, rather than less, information

  • Develop multiple alternatives to enrich debate

  • Establish common goals

  • Inject humor into the workplace

  • Maintain a balance of power

  • Resolve issues without forcing a consensus

© Walik/iStockphoto.com

3.4

Slide 23

Performing

Norming

Team Performance

Storming

Forming

Time

Stages of Team Development

3.5

Slide 24

Setting

Team Goals and

Priorities

Team

Training

Selecting

Team Members

Team

Compensation

Enhancing Work Team Effectiveness

4

Slide 25

Setting Team Goals and Priorities

  • Team goals enhance team performance

  • Goals clarify team priorities

  • Challenging team goals help team members regulate effort

4.1

Slide 26

Requirements for Stretch Goals to Motivate Team Performance

  • Teams have a high degree of autonomy

  • Teams are empowered with control resources

  • Teams need for structural accommodation

  • Teams need bureaucratic immunity

4.1

Slide 27

Selecting People for Teamwork

Individualism-

Collectivism

Team

Level

Team

Diversity

4.2

Slide 28

Interpersonal Skills

Decision Makingand Problem Solving

Conflict

Technical Training

Training for Team Leaders

Team Training

4.3

Slide 29

1. Confusion about new roles

2. Feeling they’ve lost control

3. Not knowing what it means to coach or empower

4. Having doubts about whether team concept will work

5. Uncertainty about dealing with employees’ doubts

6. Confusion about when team is ready for more responsibility

7. Confusion about how to share responsibility and accountability

8. Concern about promotional opportunities

9. Uncertainty about the strategic aspects of leader’s role as team matures

10. Not knowing where to turn for help with team problems

Problems Reported by Team Leaders

4.3

Slide 30

Team Compensation and Recognition

  • The level of reward must match the level of performance

  • Three methods of compensating team participants:

    • skill-based pay

    • gainsharing

    • nonfinancial rewards

4.4

Slide 31

Evidence of the challenge presented by developing team-based compensation:

According to one survey, only37%of companies are satisfied with their team compensation plans.

Only10%are extremely positive about their team compensation plans.

Team Compensation and Recognition

© iStockphoto.com

4.4

Slide 32

Beyond the Book

Teams: An Organizational Thermometer?

  • The relationships between managers and teams often provide indications of the overall state of the company.

  • Positive signs:

    • Arguments are supported with data, evidence, and logic.

    • Team members work toward accomplishing objectives once decisions are made, even if they disagree with them.

    • Team members give credit where it is due.

  • Negative signs:

    • Team members hesitate to relay bad news to management.

    • Team members undermine efforts to achieve objective that they don’t agree with.

    • Team members seek people to blame for failure, rather than lessons to learn from their mistakes.

Source: J. Collins, “How the Mighty Fall: In an exclusive excerpt from his new book, Good to Great author Jim Collins pinpoints the insidious (and often invisible) problems that send great companies crashing to earth,” in Business Week, May 24, 2009. 28.


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