12 Managing Teams

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2004 by Nelson, a division of Thomson Canada Limited1

Chapter 12

Managing Teams


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What Would You Do? Cignas Customer Service Centre has slow

response times

You are contemplating eliminating separatedepartments and setting up customer-serviceteams

Advantages include reduced call times,reduced costs, and increased customer andemployee satisfaction

Disadvantages include possible employeecomplaints and increased turnover

What should you do?


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Learning Objectives:

Why Work Teams?After reading the next twosections, you should be able to:

1. explain the good and bad of usingteams

2. recognize and understand thedifferent kinds of teams


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The Good and Bad

of Using TeamsAdvantages of teams include

increased

customer satisfaction product and service quality

speed and efficiency of product

development employee satisfaction

Adapted from Exhibit 12.1


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The Good and Bad

of Using TeamsDisadvantages of teams include:

initially high turnover

social loafing legal risk

groupthink


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When to Use TeamsUse teams when there is a clear purpose the job requires people to work

together team-based rewards are possible

ample resources are available teams have required authority to

get the job done


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When Not to Use TeamsDont use teams when

there is no clear purpose

the job can be done by individualsindependently

rewards are for individual

performance required resources are not available management will monitor and control

the work



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Kinds of Teams

Authority, the key

dimension

Special kinds of teams


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Autonomy,

the Key DimensionAutonomy, discretion that workershave over work, varies from low to

high across types of groups: Traditional work groups Employee involvement groups

Semi-autonomous work groups Self-managing teams Self-designing teams


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2004 by Nelson, a division of Thomson Canada Limited 10

Special Kinds of Teams

Cross-

functionalteams

Virtual team Project team


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Learning Objectives:

Managing Work TeamsAfter reading the next twosections, you should be able to:

3. understand the generalcharacteristics of work teams

4. explain how to enhance workteam effectiveness


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Work Team

CharacteristicsTeam norms

Team cohesiveness

Team size

Team conflict

Stages of team development


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Team Norms Informally agreed-on standards

that regulate team behaviour

Develop over time

Clarify expectations

Can have positive and/or negativeoutcomes


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Team CohesivenessThe extent to which team

members are attracted to a team

and motivated to remain in it Cohesive teams:

retain their members promote cooperation achieve high levels of performance


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What Really WorksCohesion and Team Performance

Team Performance

Team Performance with Interdependent Tasks


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What Really WorksTeam Performance with Independent Tasks


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Team Size Very large or very small teams may not

perform as well as moderately sized

teams The right size for most teams is

between six and nine members

Teams that are too large might sufferfrom minority domination

Teams that are too small may lackdiversity of skills and knowledge


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Team Conflict C-type conflict

cognitive conflict focuses on problem-related

differences of opinion

A-type conflict affective conflict emotional, personal disagreements


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How Teams CanHave a Good Fight

Work with more, rather than less, information Develop several alternatives to enrich debate Establish common goals Inject humour into the workplace Maintain a balance of power Resolve issues without forcing consensus



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Stages of Teamdevelopment

Exhibit 12.4


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Enhancing Work TeamEffectiveness

Setting team goals and priorities

Selecting people for teamwork

Team training

Team compensation andrecognition


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Setting Team Goalsand Priorities

Team goals increase teamperformance

Goals clarify team priorities Challenging team goals regulate

team effort


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Stretch Goals toMotivate Teams

A high degree of autonomy

Empowered with control resources

Structural accommodation

Bureaucratic immunity


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Selecting People forTeamwork

Individualism-collectivism degree to which a person believes that

people should be self-sufficient and loyal toones self rather than a team

Team level average level of ability, experience or other

factor on a a team Team diversity

variances in ability or other factors on ateam


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Team Training

Need for training oftenunderestimated

Various types of training needed interpersonal skills

decision-making and problem-solving

skills technical skills leadership


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Team Compensationand Recognition

The level of reward must matchthe level of performance

Three methods: skill-based pay

gainsharing

nonfinancial rewards


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Reported by TeamLeaders

1. Confusion about roles and what theyshould do differently

2. Feeling theyve lost control3. Not knowing what coaching orempowering means

4. Having personal doubts about the

efficacy of the team concept5. Uncertainty about how to deal withemployees doubts about teams



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Reported by TeamLeaders

6. Confusion about when a team is readyfor responsibility

7. Confusion about how to shareresponsibility and accountability

8. Concern about promotionalopportunities

9. Uncertainty about strategic aspects of

leaders role10. Not knowing where to turn for help

with team problems



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What Really Happened?

Cignas Customer Service Centreteams

Initially high turnover Employees felt there were fewer

opportunities for promotion

Eventually turnover decreased,costs dropped and qualityincreased

Customer satisfaction increased

12 Managing Teams

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