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Chapter 13

Chapter 13. Managing Teams. What Would You Do? Teams at GE Aircraft Engines. When does it make sense to use teams? What kinds of teams should GE Aircraft Engines use and why? How should people who work on teams be paid?. Boeing 1987 Caterpillar 1986 Champion International 1985

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Chapter 13

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  1. Chapter 13 Managing Teams

  2. What Would You Do?Teams at GE Aircraft Engines • When does it make sense to use teams? • What kinds of teams should GE Aircraft Engines use and why? • How should people who work on teams be paid?

  3. Boeing 1987 Caterpillar 1986 Champion International 1985 Cummings Engine 1973 Digital Equipment 1982 Ford 1982 General Electric 1985 LTV Steel 1985 Procter & Gamble 1962 When Selected Companies Began Using Work Teams Adapted From Exhibit 13.1

  4. Learning ObjectivesWhy Work Teams? • explain the good and bad of using teams. • recognize and understand the different kinds of teams. After discussing this section, you should be able to:

  5. The Advantages of Teams Cross Training Customer satisfaction Product and service quality Speed and efficiency in product development Employee satisfaction Better decision making and problem solving (multiple perspectives, more alternative solutions, increased commitment to decisions

  6. The Disadvantages of Teams Initially High Turnover Social Loafing Self-Limiting Behavior Legal Risk Disadvantages of group decision making (groupthink, inefficient meetings, minority domination, lack of accountability

  7. Factors That Encourage Self-Limiting Behavior in 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 Adapted From Exhibit 13.3

  8. Minimizing the Legal Risks Associated with Teams and the National Labor Relations Act • Suggestion boxes • Greater worker control • Don’t overrule • Don’t turn teams into representative bodies • Timing is important Adapted From Exhibit 13.4

  9. Don’t Use Teams When: There is no clear purpose The job can be done individually Only individual-based rewards exist Resources are scarce Management controls When to Use Teams Use Teams When: • There is a clear purpose • The job can’t be done individually • Team-base rewards are possible • Ample resources exist • Teams have authority Adapted From Exhibit 13.5

  10. Kinds of Teams Autonomy, the Key Dimension Special Kinds of Teams

  11. Autonomy Autonomy, the Key Dimension Self- designing Teams Self- managing Teams Semi- autonomous Work Groups Employee Involvement Teams Traditional Work Groups

  12. Been There, Done That AAL and Self-Managed Teams • Implemented team concept while organization was downsizing • Self-managed teams closer to customer • response time improved • satisfaction level of field people increased • Now lowest-cost provider in industry

  13. Special Kinds of Teams Virtual Teams Cross-Functional Teams Project Teams

  14. Managing Successful Virtual Teams • Self-starters and strong communicators • Clear, specific goals • Frequent feedback • Upbeat and action-oriented interactions • Periodically bring team members together • Communications via more telephone calls, e-mails, internet messaging and videoconference sessions • Ask team members for feedback Adapted from Exhibit 13.7

  15. Learning ObjectivesManaging Work Teams • understand the general characteristics of work teams. • explain how to enhance work team effectiveness. After discussing this section, you should be able to:

  16. Work Team Characteristics Team Norms Team Cohesiveness Team Size Team Conflict Stages of Team Development

  17. Team Norms • Informally agreed-on standards of team behavior • Develop over time • Clarify expectations • Can lead to positive and/or negative outcomes

  18. 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 consistent performance

  19. What Really Works? Cohesion and Team Performance Team Performance 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Probability of success 66% Team Performance with Interdependent Tasks 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Probability of success 73%

  20. What Really Works? (cont’d) Cohesion and Team Performance Team Performance with Independent Tasks 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 60% Probability of success

  21. Performance Size Team Size • Curvilinear relationship

  22. Team Conflict • C-type Conflict • cognitive conflict • focuses on problems and issues • A-type Conflict • affective conflict • emotional, personal disagreements • Both types often occur simultaneously

  23. 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 consensus Adapted from Exhibit 13.8

  24. Stages of Team Development Performing De-Norming Norming Team Performance De-Storming Storming De-Forming Forming Time Adapted from Exhibit 13.9

  25. Enhancing Work Team Effectiveness Setting Team Goals and Priorities Team Training Selecting People for Teamwork Team Compensation and Recognition

  26. Setting Team Goals and Priorities • Team goals enhance team performance • Goals clarify team priorities • Challenging team goals help team members to regulate effort

  27. Requirements for Stretch Goals to Motivate Teams • A high degree of autonomy • Empowered with control resources • Structural accommodation • Bureaucratic immunity

  28. Blast From The PastWork Teams: Just Horsing Around • Hawthorne Studies • importance of “informal” norms • Eric Trist and work teams • Skunkworks • a team insulated from bureaucracy

  29. Selecting People for Teamwork Individualism- Collectivism Team Level Team Diversity

  30. Team Training • Need for training often underestimated • Type of training needed to work well on team • interpersonal skills • decision-making & problem-solving • technical • leadership

  31. Team Compensation and Recognition • The level of reward must match the level of performance • Three methods: • skill-based pay • gainsharing • nonfinancial rewards

  32. What Really Happened?Teams at GE Aircraft Engines • Newly hired employees received group training • All employees receive feedback concerning teamwork and job performance • Used combination of self-designing and cross-functional teams • Used skill-based pay program • Costs are down and performance is up

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