Management A Practical Introduction Third Edition Angelo Kinicki & Brian K Williams Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin Manager’s Toolbox Dealing With Disagreements Avoiding—maybe the problem will go away Accommodating—let’s it your way Forcing—you have to 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 Weakness: time consuming McGraw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc All rights rese Chapter 13: Groups & Teams Increasing Cooperation, Reducing Conflict Groups versus Teams Groups & Team Development Building Effective Teams Managing Conflict Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 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 workplace cohesiveness Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin Groups & Teams: How Do They Differ? Group: two or more freely interacting individuals who share collective norms, share collective goals,, and have a common identity – performing as individuals Management-Directed McGraw-Hill/Irwin Team: small group of people with complementary skills who are committed to a common purpose, performance goals, and approach, or which they hold themselves mutually accountable – essence is common commitment Self-Directed Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc All rights rese Formal versus Informal Groups Formal Group – created to productive work is a group established to something productive for the organization and is headed by a leader McGraw-Hill/Irwin Informal Group – created for friendship is a group formed by people seeking friendship and has no officially appointed leader, although a leader may emerge from the membership Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc All rights rese Various Types of Teams Crossfunctional teams Members composed of people from different departments such as sales and production, pursuing a common objective Problemsolving teams Knowledgeable workers meet as a temporary team to solve a 5.who Selfspecific problem, then disband actualization Quality Circle Volunteers of workers and supervisors who meet intermittently to discuss workplace and quality-related problems Selfmanaged team Workers are trained to all or part of the jobs in a work unit, have no direct supervisor, and their own day-to-day supervision Topmanagement team Members consists of the CEO, president, and top department heads and work to help organization achieve its mission and goals 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 McGraw-Hill/Irwin needs Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc All rights rese Four Purposes of Work Teams 1) Advice Teams – broaden the information base for managerial decisions 2) Committees, advisory councils, and quality circles Production Teams – responsible for performing day-today operations McGraw-Hill/Irwin Maintenance crews, assembly teams, and mining teams Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc All rights rese Four Purposes of Work Teams 3) Project Teams – work to creative problem solving 1) 2) 4) A Cross Functional Team is staffed by specialists pursuing a common objective Research groups, development teams, and task forces Action Teams – work to accomplish tasks that require people with 1) McGraw-Hill/Irwin (1) specialized training, and (2) a high degree of coordination Hospital surgery teams, police SWAT teams, and labor contract negotiating teams, baseball teams Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc All rights rese 13.1 Groups Versus Teams Self-managed teams are groups of workers who 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 Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 10 Chapter 13: Groups & Teams CLASSROOM PERFORMANCE SYSTEM Which of the following is not a characteristic of small teams? A) good morale B) social loafing C) strong interaction D) few resources Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 24 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 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 Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 25 13.3 Building Effective Teams 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 Groupthink - a cohesive group’s blind unwillingness to consider alternatives Team members in this situation are friendly and tight-knit, but are unable to “think outside the box” Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 26 Chapter 13: Groups & Teams CLASSROOM PERFORMANCE SYSTEM Which of the following does not promote team cohesiveness? A) encouraging interaction and cooperation B) pointing out environmental threats C) keeping the team relatively large D) emphasizing member’s common interests Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 27 13.3 Building Effective Teams 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 To try to prevent groupthink, firms should allow criticism and allow other perspectives Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 28 13.4 Managing Conflict HOW SHOULD MANAGERS DEAL WITH CONFLICT? Managers need to be able to deal with conflict in the workplace Conflict refers to a process in which one party perceives that its interests are being opposed or negatively affected by another party Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 29 13.4 Managing Conflict Conflict can be negative or constructive Negative conflict (also called dysfunctional conflict) hinders the organization‘s performance or threatens its interests Constructive conflict (also called functional or cooperative conflict) benefits the main purposes of the firm and serves its interests Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 30 Chapter 13: Groups & Teams CLASSROOM PERFORMANCE SYSTEM 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 Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 31 13.4 Managing Conflict HOW 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 Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 32 13.4 Managing Conflict Figure 13.2: The Relationship Between Level Of Conflict and Level of Performance Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 33 13.4 Managing Conflict WHAT CAUSES CONFLICT? There are seven common causes of conflict in organizations: Competition For Scarce Resources - when resources are scarce, conflict is likely Time Pressure - if employees think managers have unrealistic time expectations, they may be resentful Inconsistent Goals Or Reward Systems - conflict can arise when people are pursuing different objectives Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 34 13.4 Managing Conflict Ambiguous Jurisdictions - when task responsibilities are unclear, conflict can emerge as people fight over resources and tasks Status Differences - conflict can arise when people who have a low status in an organization actually have a disproportionate share of the power Personality Clashes - when personality conflicts emerge, separating the individuals may be the only way to resolve conflict Communication Failures - communication failures often lead to conflict Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 35 13.4 Managing Conflict HOW CAN CONSTRUCTIVE CONFLICT BE STIMULATED? Constructive conflict can be very productive for an organization To stimulate constructive conflict, firms can: Spur Competition Among Employees To encourage competition, companies might offer bonuses, trips, and so on Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 36 13.4 Managing Conflict Change The Organization’s Culture And Procedures Companies can make a shift by making announcements about new policies and revamping procedures Bring In Outsiders For New Perspectives Without new people, organizations can become complacent and resistant to change 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 Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 37 13.4 Managing Conflict Devil’s advocacy is the process of assigning someone to play the role of critic to generate critical thinking and reality testing The dialectic method is the process of having two people or groups play opposing roles in a debate in order to better understand a proposal Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 38 ... police SWAT teams, and labor contract negotiating teams, baseball teams Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc All... Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 23 Chapter 13: Groups & Teams CLASSROOM PERFORMANCE SYSTEM Which of the following is not a characteristic of small teams?... workplace and quality issues) The goal of self-managed teams is to increase productivity and employee quality of work life Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin