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1Copyright ©2011 by Cengage Learning. All rights reserved
Chapter 10Managing Teams
Designed & Prepared byB-books, Ltd.
MGMT3
Chuck Williams
2Copyright ©2011 by Cengage Learning. All rights reserved
Why Work Teams?
After reading these sections, you should be able to:
1. explain the good and bad of using teams.
2. recognize and understand the different kinds of teams.
3Copyright ©2011 by Cengage Learning. All rights reserved
The Good and Bad of Using Teams
11
When to UseAnd
Not Use Teams
Disadvantagesof Teams
Advantagesof Teams
4Copyright ©2011 by Cengage Learning. All rights reserved
The Advantages of Teams
Customer SatisfactionCustomer Satisfaction
Product and Service QualityProduct and Service Quality
Employee Job SatisfactionEmployee Job Satisfaction
Decision MakingDecision Making
Commitment to decisionsCommitment to decisions
More alternate solutionsMore alternate solutionsMultiple perspectivesMultiple perspectives
1.11.1
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The Disadvantages of Teams
Initially High Employee TurnoverInitially High Employee Turnover
Social LoafingSocial Loafing
Disadvantages of Group Decision Making
Disadvantages of Group Decision Making
GroupthinkGroupthink
Inefficient meetingsInefficient meetings
Minority dominationMinority domination
Lack of accountabilityLack of accountability1.21.2
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The Disadvantages of Teams Factors that Encourage People
to Withhold Effort in Teams
1. The presence of someone with expertise
2. The presentation of a compelling argument
3. Lacking confidence in one’s ability to contribute
4. An unimportant or meaningless decision
5. A dysfunctional decision-making climate
1.21.2
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When to Use Teams
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 a clear purpose
The job can’t be done unless people work together
Team-based rewards are possible
Ample resources exist
USE TEAMS WHEN… DON’T USE TEAMS WHEN…
There is no clear purpose
The job can be done independently
Only individual-based rewards exist
Resources are scarce
1.31.3
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Kinds of Teams
How TeamsDiffer in
Autonomy
How TeamsDiffer in
Autonomy
Special Kindsof
Teams
Special Kindsof
Teams
22
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Autonomy, the Key Dimension
TraditionalWork
Groups
TraditionalWork
Groups
EmployeeInvolvement
Teams
EmployeeInvolvement
Teams
Semi-autonomous
WorkGroups
Semi-autonomous
WorkGroups
Self-managing
Teams
Self-managing
Teams
Self-designing
Teams
Self-designing
Teams
Autonomy
2.12.1
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Special Kinds of Teams
Cross-FunctionalTeams
Cross-FunctionalTeams
VirtualTeamsVirtualTeams
ProjectTeams
ProjectTeams
2.22.2
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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
2.22.2
12Copyright ©2011 by Cengage Learning. All rights reserved
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 teams2.22.2
13Copyright ©2011 by Cengage Learning. All rights reserved
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
2.22.2
14Copyright ©2011 by Cengage Learning. All rights reserved
Managing Work Teams
After reading these sections, you should be able to:
3. understand the general characteristics of work teams.
4. explain how to enhance work team effectiveness.
15Copyright ©2011 by Cengage Learning. All rights reserved
Work Team Characteristics
TeamSize
TeamSize
TeamConflict
TeamConflict
TeamDevelopment
TeamDevelopment
Team Norms
Team Norms
TeamCohesiveness
TeamCohesiveness
33
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Team Norms
• Informally agreed-on standards that regulate team behavior
• Powerful influence on work behavior
• Regulate the everyday behaviors of teams
3.13.1
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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
3.23.2© iStockphoto.com
18Copyright ©2011 by Cengage Learning. All rights reserved
Promoting Team Cohesiveness
1. Make sure all team members are present at team meetings
2. Create additional opportunities for teammates to work together
3. Engage in nonwork activities as a team
4. Make employees feel that they are part of a “special” organization
3.23.2
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Team Size
Size
Per
form
ance
3.33.3
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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
3.43.4
21Copyright ©2011 by Cengage Learning. All rights reserved
Beyond the BookThe Key to Dealing with ConflictAs 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.
22Copyright ©2011 by Cengage Learning. All rights reserved
How Teams Can Have a Good Fight
1. Work with more, rather than less, information
2. Develop multiple alternatives to enrich debate
3. Establish common goals
4. Inject humor into the workplace
5. Maintain a balance of power
6. Resolve issues without forcing a consensus
3.43.4
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23Copyright ©2011 by Cengage Learning. All rights reserved
Stages of Team DevelopmentT
eam
Per
form
ance
Time
Forming
Storming
Norming
Performing
3.53.5
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Enhancing Work Team Effectiveness
TeamTeamTrainingTraining
TeamTeamCompensationCompensation
SelectingSelectingTeam MembersTeam Members
SettingSettingTeam Goals andTeam Goals and
PrioritiesPriorities
44
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Setting Team Goals and Priorities
Team goals enhance team performance
Goals clarify team priorities
Challenging team goals help team members regulate effort
4.14.1
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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
4.14.1
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Selecting People for Teamwork
TeamTeamDiversityDiversity
TeamTeamDiversityDiversity
TeamTeamLevelLevelTeamTeamLevelLevel
Individualism-Individualism-CollectivismCollectivism
Individualism-Individualism-CollectivismCollectivism
4.24.2
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Team Training
ConflictConflictConflictConflict
Interpersonal SkillsInterpersonal SkillsInterpersonal SkillsInterpersonal Skills
Decision MakingDecision Makingand Problem Solvingand Problem Solving
Decision MakingDecision Makingand Problem Solvingand Problem Solving
Technical TrainingTechnical TrainingTechnical TrainingTechnical Training
Training for Team LeadersTraining for Team LeadersTraining for Team LeadersTraining for Team Leaders
4.34.3
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Problems Reported by Team Leaders1. Confusion about new roles1. Confusion about new roles
2. Feeling they’ve lost control2. Feeling they’ve lost control
3. Not knowing what it means to coach or empower3. Not knowing what it means to coach or empower
4. Having doubts about whether team concept will work4. Having doubts about whether team concept will work
5. Uncertainty about dealing with employees’ doubts5. Uncertainty about dealing with employees’ doubts
6. Confusion about when team is ready for more responsibility6. Confusion about when team is ready for more responsibility
7. Confusion about how to share responsibility and accountability7. Confusion about how to share responsibility and accountability
8. Concern about promotional opportunities8. Concern about promotional opportunities
9. Uncertainty about the strategic aspects of leader’s role as team matures9. Uncertainty about the strategic aspects of leader’s role as team matures
10. Not knowing where to turn for help with team problems10. Not knowing where to turn for help with team problems4.34.3
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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
4.44.4
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Team Compensation and Recognition
4.44.4
Evidence of the challenge presented by developing team-based compensation:
According to one survey, only 37% of companies are
satisfied with their team compensation plans.
Only 10% are extremely positive about their team
compensation plans.
© iS
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32Copyright ©2011 by Cengage Learning. All rights reserved
Beyond the BookTeams: 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.