1. Managing Teams

2. Overview Turning Individuals into Team Players
Contemporary Team Issues
Chapter 8 Lesson 2

3. to be a team player? Explain.
Quick Write
How much of an individualist are you? Has this ever hindered your efforts
to be a team player? Explain.
Chapter 8 Lesson 2
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4. Turning Individuals into Team Players
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5. Challenges of Creating Team Players
Strong sense of individualism in the culture
Adjusting to the fact that success will no longer be measured by individual contributions, but by team achievements
Transition to a team approach can leave many employees in a state of corporate culture shock
Chapter 8 Lesson 2

6. Roles Team Members Play
Linker
Reporter-
Advisers
Upholder-
Maintainers
Controller-Inspectors
Creator-
Innovators
Team
Provides direction and
follow-through
Champions ideas after they have been initiated
Provides structure
Initiates
creative ideas
Examines details and enforces rules
Coordinates and integrates
Encourages the search for more information
Fights external battles
Offers insightful
analysis of options
Thruster-Organizers
Assessor-Developers
Explorer-Promoters
Concluder-Producers
Chapter 8 Lesson 2
Adapted from Fundamentals of Management, 5th Ed. By Robbins/DeCenzo, p. 305
Pearson Prentice Hall, 2005

7. Creator-Innovators
Imaginative and good at coming up with ideas and concepts
Typically independent and prefer to work alone, at their own pace and timetable
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8. Explorer-Promoters
Good at picking up brainstorms from the creator-innovators and finding ways to realize them
May be less good at following things through in detail
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9. Assessor-Developers Have strong analytical skills
Typically make their best contribution by thinking through different options carefully to come up with the best decision
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10. Thruster-Organizers
Like to set up procedures to turn ideas into reality and get things done
Set goals, establish plans, organize people, and set up systems to ensure that deadlines are met
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11. Conductor-Producers Interested in results
Focus on meeting deadlines and ensuring that all commitments are met
Take pride in producing a regular output at a certain standard
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12. Controller-Inspectors
Focus on establishing and enforcing rules and policies
Good at examining details and ensuring accuracy in details
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13. Upholder-Maintainers
Have strong feelings about the way things should be done
Will defend the team against outsiders and will support team members from within
Sources of stability for the team
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14. Reporter-Advisors Good listeners
Tend not to push their point of view, and they often seek more information before decisions are made
Help keep the team from making hasty decisions that don’t work out right
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15. Linker Anyone in any of the other roles can be a linker
Try to understand everyone else’s perspective
Coordinate and integrate activity
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16. Optional Exercise Discovering Team Roles
Form groups of four or five
Review the nine roles of team members
Identify at least two roles that are most suited to you
Explain why you chose these roles to your team members
Listen to their feedback either confirming or challenging your conclusions
If you only had one role, what would it be?
Chapter 8 Lesson 2

17. Shaping Team Behavior
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18. Optional Exercise Team Rewards Challenge
Most student rewards are based on individual performance – test scores, papers written, personal projects, etc.
As a group, identify one creative way of changing from individual rewards to team rewards in the JROTC class
Be prepared to respond to challenges to your idea
Chapter 8 Lesson 2

19. Invigorating Mature Teams1
Prepare members to deal with the problems of maturity 2
Offer refresher training 3
Offer advanced training 4
Encourage teams to treat their development as a constant learning experience
Chapter 8 Lesson 2
Adapted from Fundamentals of Management, 5th Ed. By Robbins/DeCenzo, p. 308
Pearson Prentice Hall, 2005

20. Contemporary Team Issues
Employee ideas and improvements
Employee participation
Testing ideas for implementation
Chapter 8 Lesson 2

21. Workforce Diversity
The advantages of diversity are clearest when a team is engaged in solving problems and making decisions
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22. Heterogeneous Teams Consist of dissimilar or diverse parts
Bring more perspectives to discussions
Tend to discuss issues more fully
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23. Review
Individualism in the culture can be a real barrier to setting up effective teams
Employees have to sign on to the idea that their success will no longer be measured by their individual achievements, but by those of the group
Chapter 8 Lesson 2

24. Review
The transition to a team approach can leave many employees in a state of corporate culture shock
The team approach has been much easier to introduce in countries with a more collectivist culture—Japan and Mexico, to name two
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25. Review The nine roles on a team are: Creator-innovators
Explorer-promoters
Assessor-developers
Thruster-organizers
Concluder-producers
Controller-inspectors
Upholder-maintainers
Reporter-advisors
Linkers
Chapter 8 Lesson 2

26. Review
Three tools that managers have for shaping team behavior are selection, training, and rewards for team behavior
It may be possible to hire a person on a probationary, or trial, basis, and give him or her training to develop team-player skills
Chapter 8 Lesson 2

27. Review
Four ways to bring new life to a mature team are to prepare team members to deal with problems of maturity, offer refresher training, provide advanced training, and encourage team members to treat development as a constant learning opportunity
The advantages of diversity show most clearly when a team is engaged in problem-solving and decision-making
Chapter 8 Lesson 2

28. Review
Heterogeneous teams—those consisting of dissimilar or diverse parts—bring more perspectives to any discussion
Research shows that members of cohesive teams have greater satisfaction and less absenteeism and attrition – reduction in numbers, as through dismissal, resignation, or retirement
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29. Summary Turning Individuals into Team Players Contemporary Team Issues
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30. Communication Skills and Challenges
What’s Next…
Communication Skills and Challenges
Chapter 8 Lesson 2
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