Copyright ©2011 by Cengage Learning. All rights reserved 1 Chapter 10 Managing Teams Designed & Prepared by B-books, Ltd. MGMT3 Chuck Williams

Copyright ©2011 by Cengage Learning. All rights reserved 2 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.

Copyright ©2011 by Cengage Learning. All rights reserved 3 The Good and Bad of Using Teams 1 1 When to Use And Not Use Teams Disadvantages of Teams Advantages of Teams

Copyright ©2011 by Cengage Learning. All rights reserved 4 The Advantages of Teams Customer Satisfaction Product and Service Quality Employee Job Satisfaction Decision Making Commitment to decisions More alternate solutions Multiple perspectives 1.1

Copyright ©2011 by Cengage Learning. All rights reserved 5 The Disadvantages of Teams Initially High Employee Turnover Social Loafing Disadvantages of Group Decision Making Groupthink Inefficient meetings Minority domination Lack of accountability 1.2

Copyright ©2011 by Cengage Learning. All rights reserved 6 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

Copyright ©2011 by Cengage Learning. All rights reserved 7 When to Use Teams  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 a clear purpose  The job can’t be done unless people work together  Team-based rewards are possible  Ample resources exist USE TEAMS WHEN…DON’T USE TEAMS WHEN…  There is no clear purpose  The job can be done independently  Only individual-based rewards exist  Resources are scarce 1.3

Copyright ©2011 by Cengage Learning. All rights reserved 8 Kinds of Teams How Teams Differ in Autonomy How Teams Differ in Autonomy Special Kinds of Teams Special Kinds of Teams 2 2

Copyright ©2011 by Cengage Learning. All rights reserved 9 Autonomy, the Key Dimension Traditional Work Groups Traditional Work Groups Employee Involvement Teams Employee Involvement Teams Semi- autonomous Work Groups Semi- autonomous Work Groups Self- managing Teams Self- managing Teams Self- designing Teams Self- designing Teams Autonomy 2.1

Copyright ©2011 by Cengage Learning. All rights reserved 10 Special Kinds of Teams Cross-Functional Teams Virtual Teams Project Teams 2.2

Copyright ©2011 by Cengage Learning. All rights reserved 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

Copyright ©2011 by Cengage Learning. All rights reserved 12 Tips for Managing Successful 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

Copyright ©2011 by Cengage Learning. All rights reserved 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

Copyright ©2011 by Cengage Learning. All rights reserved 14 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.

Copyright ©2011 by Cengage Learning. All rights reserved 15 Work Team Characteristics Team Size Team Size Team Conflict Team Conflict Team Development Team Development Team Norms Team Norms Team Cohesiveness Team Cohesiveness 3 3

Copyright ©2011 by Cengage Learning. All rights reserved 16 Team Norms Informally agreed-on standards that regulate team behavior Powerful influence on work behavior Regulate the everyday behaviors of teams 3.1

Copyright ©2011 by Cengage Learning. All rights reserved 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

Copyright ©2011 by Cengage Learning. All rights reserved 18 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

Copyright ©2011 by Cengage Learning. All rights reserved 19 Team Size Size Performance 3.3

Copyright ©2011 by Cengage Learning. All rights reserved 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

Copyright ©2011 by Cengage Learning. All rights reserved 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/ /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

Copyright ©2011 by Cengage Learning. All rights reserved 22 How Teams Can Have a Good Fight 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 © Walik/iStockphoto.com

Copyright ©2011 by Cengage Learning. All rights reserved 23 Stages of Team Development Team Performance Time Forming Storming Norming Performing 3.5

Copyright ©2011 by Cengage Learning. All rights reserved 24 Enhancing Work Team Effectiveness TeamTraining TeamCompensation Selecting Team Members Setting Team Goals and Priorities 4 4

Copyright ©2011 by Cengage Learning. All rights reserved 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

Copyright ©2011 by Cengage Learning. All rights reserved 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

Copyright ©2011 by Cengage Learning. All rights reserved 27 Selecting People for Teamwork TeamDiversityTeamDiversity TeamLevelTeamLevelIndividualism-CollectivismIndividualism-Collectivism 4.2

Copyright ©2011 by Cengage Learning. All rights reserved 28 Team Training ConflictConflict Interpersonal Skills Decision Making and Problem Solving Technical Training Training for Team Leaders 4.3

Copyright ©2011 by Cengage Learning. All rights reserved 29 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 10. Not knowing where to turn for help with team problems 4.3

Copyright ©2011 by Cengage Learning. All rights reserved 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

Copyright ©2011 by Cengage Learning. All rights reserved 31 Team Compensation and Recognition 4.4 Evidence of the challenge presented by developing team- based compensation: According to one survey, only 37% of companies are satisfied with their team compensation plans. Only 10% are extremely positive about their team compensation plans. © iStockphoto.com

Copyright ©2011 by Cengage Learning. All rights reserved 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,