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Chapter 10 Managing Teams MGMT6 © 2014 Cengage Learning
10-1 explain the good and bad of using teams 10-2 recognize and understand the different kinds of teams 10-3 understand the general characteristics of work teams 10-4 explain how to enhance work-team effectiveness
The Advantages of Teams Teams improve… Customer satisfaction Product and service quality Product development speed and efficiency Employee job satisfaction – Cross-training Decision making © 2014 Cengage Learning 10-1
The Disadvantages of Teams Initially high turnover Social loafing Groupthink Minority domination © 2014 Cengage Learning 10-1
© 2014 Cengage Learning 10-1
Autonomy © 2014 Cengage Learning The degree to which workers have the discretion, freedom, and independence to decide how and when to accomplish their jobs. 10-2
© 2014 Cengage Learning 10-2
Special Kinds of Teams Cross-functional teams Virtual teams Project teams © 2014 Cengage Learning 10-2
Work Team Characteristics Team norms Team cohesiveness Team size Team conflict Stages of team development © 2014 Cengage Learning 10-3
Team Norms Informally agreed-on standards that regulate team behavior. Regulate the everyday actions that allow teams to function effectively Teams with negative norms influence team member to engage in negative behaviors © 2014 Cengage Learning 10-3
Team Cohesiveness The extent to which team members are attracted to a team and motivated to remain in it. Make sure that all team members are present at team activities. Create additional opportunities for teammates to work together. Engage in nonwork activities. Make employees feel they are part of a special organization. © 2014 Cengage Learning 10-3
Team Size In very large teams, members find it difficult to get to know one another, and team can splinter into subgroups. Very small groups may lack diversity and knowledge found in large teams. © 2014 Cengage Learning 10-3
Team Conflict Cognitive conflict – members disagree because of different experiences and expertise Affective conflict – results in hostility, anger, resentment, distrust, cynicism, apathy Emphasizing c-type conflict is not enough © 2014 Cengage Learning 10-3
Having a Good Fight © 2014 Cengage Learning Work with more, not 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 10-3
© 2014 Cengage Learning 10-3
Setting Team Goals and Priorities Increasing a team’s performance is inherently more complex than just increasing one person’s performance. Challenging team goals affect how hard team members work. © 2014 Cengage Learning 10-4
Stretch Goals Extremely ambitious goals that workers don’t know how to reach. Teams must have a high degree of autonomy Teams must be empowered with control over resources Structural accommodation Bureaucratic immunity © 2014 Cengage Learning 10-4
Selecting People Individualists – put their own welfare and interests first Collectivists – put group interests ahead of self Team level – the average level of ability, experience, personality, or any other factor on a team Team diversity – variances or differences in ability, personality, or any other factor on a team © 2014 Cengage Learning 10-4
© 2014 Cengage Learning 10-4
Team Training Interpersonal skills Decision making skills Problem solving skills Conflict resolution skills Technical training © 2014 Cengage Learning 10-4
Team Compensation © 2014 Cengage Learning Skill-based pay – pay employees for learning additional skills or knowledge Gainsharing – companies share the financial value of performance gains with their workers Nonfinancial rewards – vacations, T-shirts, awards, certificates 10-4
Holden Outerwear 1.What type of team did Nikki Brush participate in when she was a freelancer?What type of team does she participate in as a full-time employee at Holden? 2.What are the advantages and disadvantages of using teams at Holden? What can managers do to help avoid the disadvantages? 3.What steps do the leaders of Holden take to insure that their workgroups have high levels of cohesion? © 2014 Cengage Learning
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1Elsevier items and derived items © 2007 by Saunders, an imprint of Elsevier, Inc. Chapter 4 The Leadership Role of the Licensed Practical Nurse.
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Leadership McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter fourteen.
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HOW TO BE A STAR AT WORK A Work-Strategy Blueprint to Boost Your Productivity Robert E. Kelley.
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