The Good and Bad of Using Teams

1. Advantagesof Teams Disadvantagesof Teams When to Use And Not Use Teams The Good and Bad of Using Teams 1

2. Customer Satisfaction Product and Service Quality Speed and Efficiency in Product Development Employee Job Satisfaction Multiple perspectives More alternate solutions Decision Making The Advantages of Teams Commitment to decisions 1.1

3. 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

4. Don’t be a Team Slacker—Do Your Share • Slacking on teams is wrong • Slacking hurts a team’s performance • In the real world, team slacking contributes tolost sales, poorer decisions, lower-quality products,and lower productivity DOING THE RIGHT THING Doing the Right Thing 1.2

5. 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 Adapted From Exhibit 10.2

6. 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 • Teams have authority • There is no clear purpose • The job can be done independently • Only individual-based rewards exist • Resources are scarce • Management controls When to Use Teams 1.3 Adapted From Exhibit 10.3

7. How TeamsDiffer in Autonomy Special Kinds Of Teams Kinds of Teams 2

8. Self- designing Teams Self- managing Teams Semi- autonomous Work Groups Employee Involvement Teams Traditional Work Groups Autonomy, the Key Dimension Autonomy 2.1 Adapted From Exhibit 10.4

9. Cross-FunctionalTeams VirtualTeams ProjectTeams Special Kinds of Teams 2.2

10. 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

11. 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 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 Adapted From Exhibit 10.5

12. 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

13. Team Norms Team Cohesiveness Team Size Team Conflict Team Development Work Team Characteristics 3

14. Team Norms • Informally agreed-on standards that regulate team behavior • Powerful influence on work behavior • Regulate the everyday behaviors of teams 3.1

15. 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

16. 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

17. Performance Size Team Size 3.3

18. 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

19. 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 3.4 Adapted from Exhibit 10.6

20. Performing De-Norming Norming Team Performance De-Storming Storming De-Forming Forming Time Stages of Team Development 3.5 Adapted from Exhibit 110.7

21. Setting Team Goals and Priorities Team Training Selecting Team Members Team Compensation Enhancing Work Team Effectiveness 4

22. Setting Team Goals and Priorities • Team goals enhance team performance • Goals clarify team priorities • Challenging team goals help team members to regulate effort 4.1

23. 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

24. Selecting People for Teamwork Individualism- Collectivism Team Level Team Diversity 4.2

25. Interpersonal Skills Decision Makingand Problem Solving Conflict Technical Training Training for Team Leaders Team Training 4.3

26. 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 Adapted from Exhibit 10.9

27. Team Compensation and Recognition • The level of reward must match the level of performance • Three methods of compensating teamparticipants: • skill-based pay • gainsharing • nonfinancial rewards 4.4

28. Team Compensation and Recognition 4.4 Exhibit 10.10