Chapter 10 Managing Teams MGMT Chuck Williams Designed & Prepared by B-books, Ltd Copyright ©2008 Cengage Learning All rights reserved Why Work Teams? After reading these sections, you should be able to: explain the good and bad of using teams recognize and understand the different kinds of teams Copyright ©2008 Cengage Learning All rights reserved The Good and Bad of Using Teams Advantages of Teams Disadvantages of Teams When to Use And Not Use Teams Copyright ©2008 Cengage Learning All rights reserved The Advantages of Teams Customer Customer Satisfaction Satisfaction Product Product and and Service Service Quality Quality Speed Speed and and Efficiency Efficiency in in Product Product Development Development Employee Employee Job Job Satisfaction Satisfaction Decision Decision Making Making Multiple Multiple perspectives perspectives 1.1 More More alternate alternate solutions solutions Commitment Commitment to to decisions decisions Copyright ©2008 Cengage Learning All rights reserved The Disadvantages of Teams Initially Initially High High Employee Employee Turnover Turnover Social Social Loafing Loafing Disadvantages Disadvantages of of Group Group Decision Decision Making Making 1.2 Groupthink Groupthink Minority Minority domination domination Inefficient Inefficient meetings meetings Lack Lack of of accountability accountability Copyright ©2008 Cengage Learning All rights reserved The Disadvantages of Teams Factors that Encourage People to Withhold Effort in Teams The presence of someone with expertise The presentation of a compelling argument Lacking confidence in one’s ability to contribute An unimportant or meaningless decision A dysfunctional decision-making climate 1.2 Copyright ©2008 Cengage Learning All rights reserved When to Use Teams USE TEAMS WHEN… There Thereisisaaclear clearpurpose purpose The Thejob jobcan’t can’tbe bedone done unless unlesspeople peoplework work together together Team-based Team-basedrewards rewards are arepossible possible Ample Ampleresources resourcesexist exist Teams Teamshave haveauthority authority DON’T USE TEAMS WHEN… There is no clear purpose The job can be done independently Only individual-based rewards exist Resources are scarce Management controls 1.3 Copyright ©2008 Cengage Learning All rights reserved Kinds of Teams How How Teams Teams Differ Differ in in Autonomy Autonomy Special Special Kinds Kinds of of Teams Teams Copyright ©2008 Cengage Learning All rights reserved Autonomy, the Key Dimension SelfSelfmanaging managing SemiSemiTeams Teams autonomous autonomous Work Work Employee Employee Groups Groups Involvement Involvement Teams Teams Traditional Traditional Work Work Groups Groups SelfSelfdesigning designing Teams Teams Autonomy 2.1 Copyright ©2008 Cengage Learning All rights reserved Special Kinds of Teams Cross-Functional Cross-Functional Teams Teams Virtual Virtual Teams Teams Project Project Teams Teams 2.2 10 Copyright ©2008 Cengage Learning All rights reserved Work Team Characteristics Team Team Norms Norms Team Team Size Size Team Team Cohesiveness Cohesiveness Team Team Conflict Conflict Team Team Development Development 15 Copyright ©2008 Cengage Learning All rights reserved Team Norms • Informally agreed-on standards that regulate team behavior • Powerful influence on work behavior • Regulate the everyday behaviors of teams 3.1 16 Copyright ©2008 Cengage Learning All rights reserved 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 17 Copyright ©2008 Cengage Learning All rights reserved Promoting Team Cohesiveness Make sure all team members are present at team meetings Create additional opportunities for teammates to work together Engage in nonwork activities as a team Make employees feel that they are part of a “special” organization 3.2 18 Copyright ©2008 Cengage Learning All rights reserved Performance Team Size Size 3.3 19 Copyright ©2008 Cengage Learning All rights reserved 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 20 Copyright ©2008 Cengage Learning All rights reserved How Teams Can Have a Good Fight Work with more, rather than less, information Develop multiple alternatives to enrich debate Establish common goals Inject humor into the workplace Maintain a balance of power Resolve issues without forcing a consensus 3.4 21 Copyright ©2008 Cengage Learning All rights reserved Team Performance Stages of Team Development Performing Norming Storming Forming Time 3.5 22 Copyright ©2008 Cengage Learning All rights reserved Enhancing Work Team Effectiveness Setting Team Goals and Priorities Team Training Selecting Team Members Team Compensation 23 Copyright ©2008 Cengage Learning All rights reserved Setting Team Goals and Priorities Team goals enhance team performance Goals clarify team priorities Challenging team goals help team members regulate effort 4.1 24 Copyright ©2008 Cengage Learning All rights reserved 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 25 Copyright ©2008 Cengage Learning All rights reserved Selecting People for Teamwork IndividualismIndividualismCollectivism Collectivism Team Team Level Level Team Team Diversity Diversity 4.2 26 Copyright ©2008 Cengage Learning All rights reserved Team Training Interpersonal Interpersonal Skills Skills Decision Decision Making Making and and Problem Problem Solving Solving Conflict Conflict Technical Technical Training Training Training Training for for Team Team Leaders Leaders 4.3 27 Copyright ©2008 Cengage Learning All rights reserved 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 28 Copyright ©2008 Cengage Learning All rights reserved Team Compensation and Recognition Evidence of the challenge presented by developing team-based compensation: 37% According to one survey, only of companies are satisfied with their team compensation plans 10% Only are extremely positive about their team compensation plans 4.4 29 Copyright ©2008 Cengage Learning All rights reserved ... Evidence of the challenge presented by developing team-based compensation: 37% According to one survey, only of companies are satisfied with their team compensation plans 10% Only are extremely positive... Cross-Functional Cross-Functional Teams Teams Virtual Virtual Teams Teams Project Project Teams Teams 2.2 10 Copyright ©2008 Cengage Learning All rights reserved Cross-Functional Teams • Employees from... The job can be done independently Only individual-based rewards exist Resources are scarce Management controls 1.3 Copyright ©2008 Cengage Learning All rights reserved Kinds of Teams How