Management a practical introduction 3rd kinicky chapter 13

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Manager’s Toolbox

Dealing With Disagreements

 Avoiding—maybe the problem will go away

 Accommodating—let’s do it your way

 Forcing—you have to do it my way

 Compromising—let’s split the difference

 Collaborating—let’s cooperate to reach a win-win solution that

benefits both of us

 Strength: its longer lasting effect – deals with the underlying

problem, not just symptoms

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Chapter 13: Groups & Teams

Increasing Cooperation,

Reducing Conflict

Groups versus Teams

Groups & Team Development

Building Effective Teams

Managing Conflict

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13.1 Groups Versus Teams WHY IS TEAMWORK IMPORTANT?

Peter Drucker argues that tomorrow’s

organizations will be flatter, information- based, and organized around teams

Teams offer increased productivity, increased

speed, reduced costs, improved quality, reduced

destructive internal competition, and improved

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Groups & Teams: How Do They Differ?

 Group: two or more

freely interacting individuals who share collective norms, share collective goals,, and have

performance goals, and approach, or which they hold themselves mutually accountable –

essence is common commitment

 Self-Directed

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Formal versus Informal Groups

 Formal Group –

created to do productive work

 is a group

established to do something

productive for the organization and is headed by a leader.

 Informal Group –

created for friendship

 is a group formed by

people seeking friendship and has

no officially appointed leader, although a leader

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Various Types of Teams

5 Self- actualization needs

Workers are trained to do all or part of the jobs in a work unit, have

no direct supervisor, and do their own day-to-day supervision

Virtual team Members interact by computer network to collaborate on projects

Work team Members engage in collective work requiring coordinated effort;

purpose of team is advice, production, problem, or action

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Four Purposes of Work Teams

1) Advice Teams – broaden the information base for

managerial decisions

 Committees, advisory councils, and quality circles

2) Production Teams – responsible for performing

day-to-day operations

 Maintenance crews, assembly teams, and mining teams

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Four Purposes of Work Teams

3) Project Teams – work to do creative problem solving

1) A Cross Functional Team is staffed by specialists pursuing a

common objective 2) Research groups, development teams, and task forces

4) Action Teams – work to accomplish tasks that require

people with (1) specialized training, and (2) a high degree of coordination 1) Hospital surgery teams, police SWAT teams, and labor

contract negotiating teams, baseball teams

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13.1 Groups Versus Teams

are given administrative oversight for their task

domains

These teams have emerged out of quality circles

(small groups of volunteers or workers or supervisors who meet intermittently to discuss workplace and

quality issues)

The goal of self-managed teams is to increase

productivity and employee quality of work life

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Quality Circles & Self-Managed Teams

 Quality Circles:

consists of small groups

of volunteers of workers and supervisors who

meet intermittently to discuss workplace and quality-related

problems.

groups of workers who are given administrative oversight for their task domains.

 Needs extensive training

on how to be team players

 The goal of self-managed

teams is to increase productivity and employee quality of work life

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13.2 Stages of Group & Team Involvement

Figure 13.1: Five Stages of Group and Team Development

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13.2 Stages of Group & Team Involvement

HOW DOES A GROUP EVOLVE INTO A TEAM?

 Groups evolve into teams by going through five stages:

Stage 1: Forming – Why are we here?

 the process of getting oriented and getting acquainted

 This stage is an uncertain one as members get to know

each other, identify the group’s goals, and determine who is in charge

 Mutual trust is low at this stage

 Leaders should let people get acquainted and socialize

during this stage

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Five Stages of Group Development

1) Process of getting oriented and getting

acquainted

2) High degree of uncertainty: who is in charge

and what goals are

3) Leaders should give people time to become

acquainted and socialize

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does what and who’s in charge?

1) Characterized by emergence of individual

personalities and roles and conflicts within the group

2) Length of this stage depends on clarity of

goals and commitment and maturity of members

3) Individuals may test leader’s policies

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does what and who’s in charge?

4) Leader should encourage members to

1) Suggest ideas 2) Voice disagreements 3) Work through their conflicts

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work as a team?

1) Conflicts are resolved, close relationships

are developed, and unity and harmony emerge

2) Group evolves into a team / team spirit

3) Team sets guidelines for what its members

will do to and how they will do it (norms)

4) Authority questions resolved through

unemotional group discussion

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work as a team?

5) A “we feeling” binding team members

together is principal by-product

6) Leader should emphasize unity and help

identify team’s goals and values

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1) Members concentrate on solving problems

and completing the assigned task

2) Leader should give the empowerment they

need to work on tasks

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transition out?

1) Members prepare for disbandment

2) Rituals celebrating “the end” and “new

beginnings”

3) Leader can highlight valuable lessons learned

to prepare everyone for future team efforts

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13.3 Building Effective TeamsHOW CAN YOU BUILD AN EFFECTIVE TEAM?

There are seven keys to building an effective team:

1 Performance Goals & Feedback - teams need specific,

measurable goals and continual feedback

2 Motivation Through Mutual Accountability - mutual

accountability promotes mutual trust and commitment among team members

3 Size - different sized teams have different characteristics

4 Roles - socially determined expectations of how an

individual should behave in a specific position

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CLASSROOM PERFORMANCE SYSTEM

Which of the following is not a characteristic of small teams?

A) good morale

B) social loafing

C) strong interaction

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13.3 Building Effective Teams

 Behavior that fosters constructive relationships among team members is a maintenance role or relationship-oriented role

 Behavior that concentrates on getting the team’s task done

is a task role or task oriented role

5 Norms - general guidelines or rules of behavior that most group or team members follow

Norms tend to be enforced for four reasons:

 -to help the group survive

 -to clarify role expectation

 -to help individuals avoid embarrassing situations

 -to emphasize the group’s important values and identity

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6 Cohesiveness - the tendency of a group or team to stick together

Cohesiveness can be achieved by keeping the

team small, encouraging interaction and cooperation, emphasizing common characteristics and interests, identifying environmental threats, and creating a

public image

7 Groupthink - a cohesive group’s blind

unwillingness to consider alternatives

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A) encouraging interaction and cooperation

B) pointing out environmental threats

C) keeping the team relatively large

D) emphasizing member’s common interests

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 Some symptoms of groupthink are:

 -invulnerability, inherent morality, and stereotyping of

opposition

 -rationalization and self-censorship

 -illusion of unanimity, peer pressure, and mindguards

 -groupthink versus “the wisdom of crowds”

 Defects that can arise from groupthink include:

 -few alternative ideas

 -a limiting of other information

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perceives that its interests are being opposed or negatively affected by another party

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13.4 Managing Conflict

Conflict can be negative or constructive

hinders the organization‘s performance or threatens its interests

the firm and serves its interests

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Conflict that hinders the organization‘s performance

or threatens its interests is called

A) cooperative conflict

B) functional conflict

C) constructive conflict

D) dysfunctional conflict

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13.4 Managing ConflictHOW DOES CONFLICT AFFECT PERFORMANCE?

 Organizations can have too little conflict

 These organizations are apathetic, lack creativity, are

indecisive, and miss deadlines

 Firms with too much conflict are poor performers because of political infighting, dissatisfaction, lack of teamwork, and

turnover

 A moderate level of conflict promotes creativity and initiative

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Figure 13.2: The Relationship Between Level Of

Conflict and Level of Performance

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13.4 Managing ConflictWHAT CAUSES CONFLICT?

There are seven common causes of conflict in

organizations:

1 Competition For Scarce Resources - when

resources are scarce, conflict is likely

2 Time Pressure - if employees think managers have unrealistic time expectations, they may be resentful

3 Inconsistent Goals Or Reward Systems - conflict

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4 Ambiguous Jurisdictions - when task

responsibilities are unclear, conflict can emerge as people fight over resources and tasks

5 Status Differences - conflict can arise when people who have a low status in an organization actually

have a disproportionate share of the power

6 Personality Clashes - when personality conflicts

emerge, separating the individuals may be the only way to resolve conflict

7 Communication Failures - communication failures often lead to conflict

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To stimulate constructive conflict, firms can:

To encourage competition, companies might offer

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2 Change The Organization’s Culture And Procedures

 Companies can make a shift by making announcements

about new policies and revamping procedures

3 Bring In Outsiders For New Perspectives

 Without new people, organizations can become complacent and resistant to change

4 Use Programmed Conflict: Devil’s Advocacy & The Dialectic Method

Programmed conflict is designed to elicit different opinions

without inciting people’s personal feelings

 Two methods for programmed conflict are devil’s advocacy

and the dialectic method

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someone to play the role of critic to generate critical thinking and reality testing

people or groups play opposing roles in a debate in order to better understand a proposal

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