Chapter
10
Managing
Teams
Management
4th Edition
Chuck Williams
Chapter 10
Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Prepared by
Deborah Baker
Texas Christian University
1
What Would You Do?
Standard Motor Products, Edwardsville, Kansas.

Standard Motor Products makes
aftermarket auto parts

The auto parts market is growing,
but it is very competitive—
and Standard Motor Products is
struggling. Downtime is up, productivity
is down, and costs are up.

The culture is top-down and authoritarian
and the workers dislike each other
Would the use of teams resolve the problems? If
so, how should teams be paid and managed?
Chapter 10
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2
Why Work Teams?
After reading these sections,
you should be able to:
1.
2.
explain the good and bad of using teams.
recognize and understand the different kinds of
teams.
Chapter 10
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3
The Good and Bad of Using Teams
Advantages
of Teams
Disadvantages
of Teams
When to Use
And
Not Use Teams
1
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4
The Advantages of Teams
Customer Satisfaction
Product and Service Quality
Speed and Efficiency in Product Development
Employee Job Satisfaction
Decision Making
Multiple perspectives
1.1
More alternate solutions
Commitment to decisions
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5
The Disadvantages of Teams
Initially High Employee Turnover
Social Loafing
Disadvantages of
Group Decision Making
Groupthink
Minority domination
Inefficient meetings
Lack of accountability
1.2
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6
Doing the Right Thing
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 to
lost sales, poorer decisions, lower-quality products,
and lower productivity
1.2
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7
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
1.2
Chapter 10
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Adapted From Exhibit 10.2
8
When to Use Teams
USE TEAMS WHEN…
DON’T USE TEAMS WHEN…
 There is a clear purpose
 There is no clear purpose
 The job can’t be done
unless people work
together
 The job can be done
independently
 Team-based rewards
are possible
 Only individual-based
rewards exist
 Ample resources exist
 Resources are scarce
 Teams have authority
 Management controls
1.3
Chapter 10
Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Adapted From Exhibit 10.3
9
Kinds of Teams
How Teams
Differ in
Autonomy
Special Kinds
Of
Teams
2
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10
Autonomy, the Key Dimension
Employee
Involvement
Teams
Traditional
Work
Groups
Semiautonomous
Work
Groups
Selfmanaging
Teams
Selfdesigning
Teams
Autonomy
2.1
Chapter 10
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Adapted From Exhibit 10.4
11
Special Kinds of Teams
Cross-Functional
Teams
Virtual
Teams
Project
Teams
2.2
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12
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
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13
Virtual Teams
Tips for Managing
Successful Virtual Teams
2.2







Select self-starters and strong communicators

Empower virtual teams
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
Chapter 10
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Adapted From Exhibit 10.5
14
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
Chapter 10
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15
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.
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16
Work Team Characteristics
Team
Norms
Team
Size
Team
Cohesiveness
Team
Conflict
Team
Development
3
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17
Team Norms

Informally agreed-on standards that regulate
team behavior

Powerful influence on work behavior

Regulate the everyday behaviors of teams
3.1
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18
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
Chapter 10
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19
Promoting Team Cohesiveness
1.
Make sure all team members are present at team
meetings
2.
Create additional opportunities for teammates to
work together
3.
4.
Engage in nonwork activities as a team
Make employees feel that they are part of a
“special” organization
3.2
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20
What Really Works
Cohesion and Team Performance
Team Performance
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
probability of success
66%
Team Performance with Interdependent Tasks
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
probability of success
73%
Team Performance with Independent Tasks
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
3.2
probability of success
60%
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21
Performance
Team Size
Size
3.3
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22
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
3.4

Both types often occur simultaneously
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23
How Teams Can Have a Good Fight
1.
2.
3.
4.
5.
6.
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
Chapter 10
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Adapted from Exhibit 10.6
24
Team Performance
Stages of Team Development
3.5
Performing
Norming
De-Norming
De-Storming
Storming
De-Forming
Forming
Time
Chapter 10
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Adapted from Exhibit 110.7
25
Enhancing Work
Team Effectiveness
Setting
Team Goals and
Priorities
Team
Training
Selecting
Team Members
Team
Compensation
4
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26
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
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27
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
Chapter 10
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28
Selecting People for Teamwork
IndividualismCollectivism
Team
Level
Team
Diversity
4.2
Chapter 10
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29
Team Training
Interpersonal Skills
Decision Making
and Problem Solving
Conflict
Technical Training
Training for Team Leaders
4.3
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30
Problems Reported by Team Leaders
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
4.3 10. Not knowing where to turn for help with team problems
Chapter 10
Adapted
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from Exhibit 10.9
31
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
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32
Team Compensation and Recognition
4.4
Chapter 10
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Exhibit 10.10
33