Chapter 10 Managing Teams

1. MGMT3 Chuck Williams Chapter 10Managing Teams Designed & Prepared byB-books, Ltd.

2. Why Work Teams? After reading these sections, you should be able to: • explain the good and bad of using teams. • recognize and understand the different kinds of teams.

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

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

5. 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

6. 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

7. 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 • There is no clear purpose • The job can be done independently • Only individual-based rewards exist • Resources are scarce When to Use Teams 1.3

8. How TeamsDiffer in Autonomy Special Kinds of Teams Kinds of Teams 2

9. Self- designing Teams Self- managing Teams Semi- autonomous Work Groups Employee Involvement Teams Traditional Work Groups Autonomy, the Key Dimension Autonomy 2.1

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

11. 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

12. 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 teams 2.2

13. 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

14. Managing Work Teams After reading these sections, you should be able to: • understand the general characteristics of work teams. • explain how to enhance work team effectiveness.

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

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

17. 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 © iStockphoto.com

18. 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

19. Team Size Performance Size 3.3

20. 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

21. Beyond the Book The Key to Dealing with Conflict As 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.

22. 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 © Walik/iStockphoto.com 3.4

23. Performing Norming Team Performance Storming Forming Time Stages of Team Development 3.5

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

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

26. 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

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

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

29. 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

30. 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 4.4

31. Evidence of the challenge presented by developing team-based compensation: According to one survey, only37%of companies are satisfied with their team compensation plans. Only10%are extremely positive about their team compensation plans. Team Compensation and Recognition © iStockphoto.com 4.4

32. Beyond the Book Teams: 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.