Copyright ©2011 by Cengage Learning. All rights reserved 1 Chapter 10 Managing Teams Designed & Prepared by B-books, Ltd. MGMT3 Chuck Williams.

1Copyright ©2011 by Cengage Learning. All rights reserved

Chapter 10Managing Teams

Designed & Prepared byB-books, Ltd.

MGMT3

Chuck Williams


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.


The Good and Bad of Using Teams

11

When to UseAnd

Not Use Teams

Disadvantagesof Teams

Advantagesof Teams


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


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


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


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


Kinds of Teams

How TeamsDiffer in

Autonomy

How TeamsDiffer in

Autonomy

Special Kindsof

Teams

Special Kindsof

Teams

22


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


Special Kinds of Teams

Cross-FunctionalTeams

Cross-FunctionalTeams

VirtualTeamsVirtualTeams

ProjectTeams

ProjectTeams

2.22.2


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


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


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


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.


Work Team Characteristics

TeamSize

TeamSize

TeamConflict

TeamConflict

TeamDevelopment

TeamDevelopment

Team Norms

Team Norms

TeamCohesiveness

TeamCohesiveness

33


Team Norms

• Informally agreed-on standards that regulate team behavior

• Powerful influence on work behavior

• Regulate the everyday behaviors of teams

3.13.1


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


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


Team Size

Size

Per

form

ance

3.33.3


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


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.


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

© W

alik

/iSto

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Stages of Team DevelopmentT

eam

Per

form

ance

Time

Forming

Storming

Norming

Performing

3.53.5


Enhancing Work Team Effectiveness

TeamTeamTrainingTraining

TeamTeamCompensationCompensation

SelectingSelectingTeam MembersTeam Members

SettingSettingTeam Goals andTeam Goals and

PrioritiesPriorities

44


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


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


Selecting People for Teamwork

TeamTeamDiversityDiversity

TeamTeamDiversityDiversity

TeamTeamLevelLevelTeamTeamLevelLevel

Individualism-Individualism-CollectivismCollectivism

Individualism-Individualism-CollectivismCollectivism

4.24.2


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


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


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


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

tock

phot

o.co

m


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.

Copyright ©2011 by Cengage Learning. All rights reserved 1 Chapter 10 Managing Teams Designed & Prepared by B-books, Ltd. MGMT3 Chuck Williams.

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