Chapter 10
Managing Teams
MGMT3
Chuck Williams
Designed & Prepared by
B-books, Ltd.
1
Copyright ©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.
2
Copyright ©2011 by Cengage Learning. All rights reserved
The Good and Bad of Using Teams
Advantages
of Teams
Disadvantages
of Teams
When to Use
And
Not Use Teams
1
3
Copyright ©2011 by Cengage Learning. All rights reserved
The Advantages of Teams
Customer Satisfaction
Product and Service Quality
Employee Job Satisfaction
Decision Making
Multiple perspectives
More alternate solutions
Commitment to decisions
1.1
4
Copyright ©2011 by Cengage Learning. All rights reserved
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
5
Copyright ©2011 by Cengage Learning. All rights reserved
The Disadvantages of Teams
Factors that Encourage People
to Withhold Effort in Teams
1.
2.
3.
4.
5.
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
6
Copyright ©2011 by Cengage Learning. All rights reserved
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
1.3
7
Copyright ©2011 by Cengage Learning. All rights reserved
Kinds of Teams
How Teams
Differ in
Autonomy
Special Kinds
of
Teams
2
8
Copyright ©2011 by Cengage Learning. All rights reserved
Autonomy, the Key Dimension
Employee
Involvement
Teams
Traditional
Work
Groups
Semiautonomous
Work
Groups
Selfmanaging
Teams
Selfdesigning
Teams
Autonomy
2.1
9
Copyright ©2011 by Cengage Learning. All rights reserved
Special Kinds of Teams
Cross-Functional
Teams
Virtual
Teams
Project
Teams
2.2
10
Copyright ©2011 by Cengage Learning. All rights reserved
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
Copyright ©2011 by Cengage Learning. All rights reserved
Virtual Teams
Tips for Managing
Successful 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
2.2
• Empower virtual teams
12
Copyright ©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
2.2
13
Copyright ©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.
14
Copyright ©2011 by Cengage Learning. All rights reserved
Work Team Characteristics
Team
Norms
Team
Size
Team
Cohesiveness
Team
Conflict
Team
Development
3
15
Copyright ©2011 by Cengage Learning. All rights reserved
Team Norms
•
Informally agreed-on standards that regulate
team behavior
•
Powerful influence on work behavior
•
Regulate the everyday behaviors of teams
3.1
16
Copyright ©2011 by Cengage Learning. All rights reserved
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
Copyright ©2011 by Cengage Learning. All rights reserved
17
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
3.2
18
Copyright ©2011 by Cengage Learning. All rights reserved
Performance
Team Size
Size
3.3
19
Copyright ©2011 by Cengage Learning. All rights reserved
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
20
Copyright ©2011 by Cengage Learning. All rights reserved
The Key to Dealing
with Conflict
Beyond the Book
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.
21
Copyright ©2011 by Cengage Learning. All rights reserved
How Teams Can Have a Good Fight
© Walik/iStockphoto.com
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
3.4
22
Copyright ©2011 by Cengage Learning. All rights reserved
Team Performance
Stages of Team Development
Performing
Norming
Storming
Forming
Time
3.5
23
Copyright ©2011 by Cengage Learning. All rights reserved
Enhancing Work Team
Effectiveness
Setting
Team Goals and
Priorities
Team
Training
Selecting
Team Members
Team
Compensation
4
24
Copyright ©2011 by Cengage Learning. All rights reserved
Setting Team Goals and
Priorities
 Team goals enhance
team performance
 Goals clarify team priorities
 Challenging team goals help
team members regulate effort
4.1
25
Copyright ©2011 by Cengage Learning. All rights reserved
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
26
Copyright ©2011 by Cengage Learning. All rights reserved
Selecting People for
Teamwork
IndividualismCollectivism
Team
Level
Team
Diversity
4.2
27
Copyright ©2011 by Cengage Learning. All rights reserved
Team Training
Interpersonal Skills
Decision Making
and Problem Solving
Conflict
Technical Training
Training for Team Leaders
4.3
28
Copyright ©2011 by Cengage Learning. All rights reserved
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
29
Copyright ©2011 by Cengage Learning. All rights reserved
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
30
Copyright ©2011 by Cengage Learning. All rights reserved
Team Compensation and Recognition
Evidence of the challenge presented by developing teambased compensation:
37%
According to one survey, only
of companies are
satisfied with their team compensation plans.
10%
© iStockphoto.com
Only
are extremely positive about their team
compensation plans.
4.4
31
Copyright ©2011 by Cengage Learning. All rights reserved
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.
Copyright ©2011 by Cengage Learning. All rights reserved
32