Management meeting and exceeding customer expectation 8th ch16

Team Management and Conflict Chapter 16 MANAGEMENT Meeting and Exceeding Customer Expectations EIGHTH EDITION Prepared by Deborah Baker Texas Christian University Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved learning objectives Discuss the nature of teams and the characteristics of effective teams Identify the types of teams that organizations use Discuss potential uses of teams Use decision-making authority as a characteristic by which to distinguish team type Identify and discuss steps in establishing teams Identify and discuss the roles of team members Chapter 16 and team leaders Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved learning objectives (continued) Describe the four stages of team development Discuss team cohesiveness and team norms and their relationship to team performance Evaluate the benefits and costs of teams 10.Discuss the positive and negative aspects of conflict in an organization 11.Identify the sources of conflict in an organization Chapter 16 12.Describe a manager’s role in conflict management and potential strategies to manage conflict Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Teams Defined 11 Team Team A group of two or more people who interact regularly and coordinate their work to accomplish a common objective At least two people must be involved The members must interact regularly and coordinate their work Members of a team must share a common Chapter 16 objective Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 11 Characteristics of Effective Teams   Team Teammembers membersare arecommitted committed All Allteam teammembers membersfeel feelfree freeto toexpress expressthemselves themselvesand and participate participatein indiscussions discussionsand anddecisions decisions  Members Memberstrust trusteach eachother other  When Whenneeds needsfor forleadership leadershiparise, arise,any anymember memberfeels feels free freeto tovolunteer volunteer  Decisions Decisionsare aremade madeby byconsensus consensus Chapter 16  As Asproblems problemsoccur, occur,the theteam teamfocuses focuseson oncauses, causes,not not symptoms symptoms  Team Teammembers membersare areflexible flexiblein interms termsof ofwork workprocesses processes and andproblem problemsolving solving  Team Teammembers memberschange changeand andgrow grow Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Types of Teams Chapter 16 22 Vertical Vertical Team Team A team composed of a manager and subordinates Horizontal Horizontal Team Team A team composed of members drawn from different departments Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Chapter 16 22 Vertical and Horizontal Teams Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 33 Types of Teams Product Product Development Development Teams Teams Project Project Teams Teams Quality Quality Teams Teams Chapter 16 Process Process Teams Teams Work Work Teams Teams Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved How to Use Teams 33 Product Product Development Development Teams Teams Project Project Teams Teams ?? Teams Teams ?? Teams Teams Team Team Options Options Chapter 16 ?? Teams Teams Quality Quality Teams Teams Process Process Teams Teams Work Work Teams Teams Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Virtual Teams 33 Characteristics  Members are distributed across multiple locations  Membership can be extremely diverse in skills and culture  Team members can join or depart the team Chapter 16 in midstream Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 10 77 Stages of Team Development  Team comes together  Team achieves unity, consensus about who holds power  Team understands member roles Chapter 16 Norming  Team has oneness and cohesion Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 23 77 Stages of Team Development  Team begins to function and moves toward accomplishing its goals  Team members interact well  Team deals with problems and coordinates work Performing  Team confronts each other if Chapter 16 necessary Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 24 88 Team Cohesiveness Small SmallSize Size Frequent FrequentInteraction Interaction Clear ClearObjectives Objectives Success Success Team Factors Chapter 16 Large LargeSize Size Infrequent InfrequentInteraction Interaction Unclear UnclearObjectives Objectives Failure Failure High High Morale Morale High High Cohesiveness Cohesiveness Degree of Cohesiveness Objective Objective Achievement Achievement Results Low Low Morale Morale Low Low Cohesiveness Cohesiveness Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Failure Failureto to Achieve Achieve Objectives Objectives 25 Team Cohesiveness 88 Chapter 16 Team Performance Norms High B A Moderate Productivity High Productivity C D Low-to-Moderate Productivity Low Productivity Low Low Team Cohesiveness Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved High 26 99 Benefits of Teams Flexibility Synergy Chapter 16 Skills and Knowledge Commitment Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 27 99 Costs of Teams Power-Realignment Power-Realignment Costs Costs Training Training Expenses Expenses Lost Lost Productivity Productivity Chapter 16 Free-Riding Free-Riding Costs Costs Loss Loss of of Productive Productive Workers Workers Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 28 10 10 Approaches to Conflict Traditional Traditional View View Manager views conflict as unnecessary and harmful to an organization and eliminates all evidence of it Behavioral Behavioral View View Manager expects conflict and believes that it can create positive results Chapter 16 Interactionist Interactionist View View Manager attempts to harness conflict to maximize its positive potential for growth and to minimize its negative effects Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 29 10 10 Positive & Negative Aspects of Conflict Dysfunctional Dysfunctional Conflict Conflict Chapter 16 Functional Functional Conflict Conflict Limits Limits the the organization’s organization’s ability ability to to achieve achieve its its objectives objectives Supports Supports the the objectives objectives of of the the organization organization Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 30 11 11 Sources of Conflict Competition Competition Individuals Individuals Limited Limited resources resources Differences Differences Objectives Objectives Values Values Chapter 16 Disagreements Disagreements Breakdowns Breakdowns Attitudes Attitudes Perceptions Perceptions Role Role requirements requirements Work Work activities activities Individual Individual approaches approaches Communication Communication Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 31 12 12 Analysis of the Conflict Situation 1 Who Who is is in in conflict? conflict? 2 What What is is the the source source of of conflict? conflict? Chapter 16 3 What What is is the the level level of of conflict? conflict? Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 32 12 12 Development of a Strategy Avoidance Avoidance Smoothing Smoothing Compromise Compromise Collaboration Collaboration Confrontation Confrontation Chapter 16 Appeals Appeals to to Superordinate Superordinate Objectives Objectives Decisions Decisions by by aa Third Third Party Party Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 33 12 12 Conflict Stimulation Circumstances in which a manager might stimulate conflict  When team members exhibit and accept minimal performance  When people appear to be afraid to anything other than the norm  When team members passively accept events or Chapter 16 behavior that should motivate action Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 34 12 12 Strategies to Stimulate Conflict 1 Bring Bring in in an an outsider outsider 2 Change Change the the rules rules 3 Change Change the the organization organization Chapter 16 4 Change Change managers managers 5 Encourage Encourage competition competition Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 35 12 12 Strategies to Stimulate Conflict Benefits for managers who choose to encourage competition  An increase in cohesion within the competitive group  An increased focus on task accomplishment Chapter 16  An increase in organization and efficiency Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 36 12 12 Strategies to Stimulate Conflict Encouraging competition can produce negative consequences  Communication between competitors can decrease or cease to exist  The competition may be perceived as an enemy  Open hostility may develop between competitors  One competitor can sabotage the efforts of Chapter 16 another Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 37 ... development Discuss team cohesiveness and team norms and their relationship to team performance Evaluate the benefits and costs of teams 10.Discuss the positive and negative aspects of conflict in... membersfeel feelfree freeto toexpress expressthemselves themselvesand and participate participatein indiscussions discussionsand anddecisions decisions  Members Memberstrust trusteach eachother... flexiblein interms termsof ofwork workprocesses processes and andproblem problemsolving solving  Team Teammembers memberschange changeand andgrow grow Copyright ©2005 by South-Western, a division