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Texas State University Leadership Institute “Building Effective Teams”

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1 Texas State University Leadership Institute “Building Effective Teams”
Dr. Robert Konopaske Management Department February 12, 2011

2 Get ready for teamwork! Teams can make magic!
U.S. organizations use teams for a variety of reasons 80% of companies with more than 100 employees use teams 90% of all U.S. employees work part of their day in a team Chances are…you’ll be a member of one (or more) teams at your work!

3 Advantages of teams Improved customer satisfaction
Improved product & service quality Increased speed & efficiency Higher job satisfaction Better decision making More creative problem solving

4 Disadvantages of teams
Initially high employee turnover Social loafing Lowered quality of group decision making Groupthink Inefficient meetings Domination by a few members Lack of accountability

5 Why people withhold effort in 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 Again, social loafing can be an issue

6 When to use teams (or not)!

7 Continuum of autonomy in work groups
Self- designing Teams Self- managing Teams Semi- autonomous Work Groups Employee Involvement Groups Traditional Work Groups Autonomy

8 Self-designing Teams Same as self-managing teams except:
Control and change design of team Control resources for task accomplishment Impose discipline on team members: Hire and fire Divide rewards Decide on penalties (ex: tardiness) Can change task of team

9 Special type of team: Virtual
Geographically and/or organizationally dispersed coworker who use telecommunication & IT to accomplish an organizational task Tips for creating successful virtual teams: Select self-starters and strong communicators Keep the team focused on clear, specific goals Provide frequent feedback Periodically bring team members together & use team building Improve communications & ask team members for feedback on how well team is working

10 Work team characteristics
Size Conflict Development Norms Cohesiveness

11 Team norms Informally agreed-on standards that regulate team behavior
Powerful influence on work behavior Regulate the everyday behaviors of teams e.g., soldiering

12 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 Promote team cohesiveness by: 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

13 Team size & performance: A U-shaped relationship
(6-9 members) Performance

14 Team conflict C-type Conflict A-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

15 Team Development: Stages
Forming – 1st stage of team development; get to know other members; set ground rules Storming – 2nd stage; conflict over what should be done & how to do it; team leader nudges group toward team goals Team will be ineffective if it gets stuck here Norming – 3rd stage; informal rules; members get used to roles; group cohesion grows Performing – 4th stage; performance high b/c team has matured; it’s fully functioning now

16 Decision Making and Problem Solving Training for Team Leaders
Types of team training Conflict Interpersonal Skills Decision Making and Problem Solving Technical Training Training for Team Leaders

17 Causes of Unproductive Teams
Power struggles Individual behavior Unequal Workload Lack of top management support Poor leadership Lack of focus Capability issues Groupthink

18 Team Compensation & Recognition

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