This chapter’s objectives are to: Describe why managers form working groups to achieve results, explain the characteristics of teams, explain team dynamics and its relationship to performance, compare and contrast productive and unhealthy conflict as it relates to organizational results, develop a strategic plan to increase team performance.
Trang 2Learning Objectives Describe why managers form working groups to achieve results
Explain the characteristics of teams
Explain team dynamics and its relationship to performance
Compare and contrast productive and unhealthy
conflict as it relates to organizational results Develop a strategic plan to increase team performance
Trang 3
How Teams Make a Difference (p 302) Team * Purposeful group formed to accomplish a project, task, or goal
* Help solve cross-disciplinary problems, traverse cultural
boundaries, and drive initiatives
* Social loafing — members of a team contribute less effort
than they would if they were individually responsible * Teams can work as long as there is a reason for them to
exist in the first place
Trang 4
How Teams Make a Difference (cont ) Power of teams (p 303) - If managed the right way, teams can be effective in attaining goals
* Formal team — working group formed by an organization’s management to achieve specific, agreed-upon strategies, plans, and outcomes
* Informal team — working group, generally not intended to be permanent, formed by team members to accomplish
self-defined tasks and objectives
* May operate outside the constraints of the working environment
Trang 5
Team Characteristics (p 304)
Different types of teams
* Functional team — formal, longstanding working
group organized around specific tasks, processes, or roles
- Also known as vertical or command teams
* Cross-functional team — formal, longstanding
working group with representation from diverse
divisions, departments, and levels of authority
* Members represent a wide set of skills, roles, and
perspectives
Trang 7
Team Characteristics (cont )
Different types of teams (cont.)
* Management team — functional or cross-functional
working group of managers formed to plan, organize, lead, and control organizational performance (p 305)
* Self-directed team — operates without hierarchical management supervision
‘ Defined by specific outcomes and timetables
* Problem-solving team — working group formed to
minimize the negative impacts of a specific organizational challenge (p 306)
* Task-based team — working group established to
accomplish a specific objective, with a tightly defined time frame for completion
Trang 8
Team Characteristics (cont )
Quality circle (p 306)
* Working group comprised of management and staff with the purpose of minimizing performance errors and variance Virtual teams
* Working group that conducts the majority of its
collaborations via electronic communications
Trang 9
Team Characteristics (cont )
Size and roles (p 307)
Small teams tend to be more cohesive
Larger teams more likely to instill social loafing
Role — behavioral and performance expectation that 1s consciously or unconsciously defined by a group
Role structure — prescribed set of behavioral and performance expectations for a position or job
Role ambiguity — confusion that arises from an employee not understanding the expectations, intentions, or purposes of her/his position
Overload — behavioral and system strains that occur when expectations for positions or working groups exceed their capacity to perform
Trang 10
Team Characteristics (cont ) | Table 12-3 Role Types Cause and Effects—Individual vs Manager(s) or Group(s) “ Who Determines or Whom it Cause Affects Manager(s) or Individual Group(s) ROLE Type Behavioral and Affected Determined performance defined ROLE Structure Behavioral and Affected Determined performance defined
Trang 11Team Dynamics (p 308)
Largely unseen forces that can influence the way a team operates and performs
Conformity
* An individual or group adheres to organizational policies, procedures, cultural dynamics, and performance standards Generalization
* An individual or group perspective that is formed through limited data or experience
Trang 12
Team Dynamics (cont.)
Stages of group development (p 308)
* Four-stage process by which teams become more effective and efficient over time
* Forming — team members meet each other for the first time
and get a feel for the type of team that they have joined
‘ Norms — expectations implicitly or explicitly defined by a group that result in a consistent set of behaviors or beliefs
° Storming — a measure of conflict may arise (p 309)
' Conflict — resistance or hostility arising from two or more parties focusing on and attempting to reconcile differing opinions
Trang 13
Team Dynamics (cont.)
Stages of group development (cont.)
* Norming — team members settle into their new roles and, by mutual agreement, decide how to achieve their goals and objectives (p 309)
' Cohesiveness — degree to which individuals in a
working group exhibit loyalty and norm consistencies * Socialization — processes by which individuals attain
the knowledge, skills, cultural distinctions, and values
to adapt to a group’s norms
Trang 14
Team Dynamics (cont.)
Stages of group development (cont.)
* Performing — team working at optimal level,
loyalty is high, and each member is invested in achieving the goal (p 309)
Trang 15Managing Conflict (p 311)
Variation
* System-level changes that inevitably occur that may require individuals and groups to respond
Unhealthy conflict (p 312)
* Certain changes (e.g., high turnover, new group members)
can affect group dynamics and serve as a catalyst for unhealthy conflict
Encouraging healthy conflict
* Negotiation- process by which two or more parties with differing objectives, desires, or perspectives go through to find a mutually agreeable solution
Trang 16
Managing Conflict (cont.)
Key dimensions of ‘good conflict’ (p 313)
* Emotion is left out of the equation
* Get ‘buy in’ from each member of the group on the
Trang 18Strategies to Increase Performance
(cont )
Effective meetings (p 316):
1 Set a purpose before the meeting
2 Askwhether the purpose could be achieved without holding a meeting (i.e., through a
memo or email)
Don't meet unless there is a purpose 3
4 Set an agendaand distribute it in advance sothat everyone can prepare for the discus- sion Use the agenda to stay on track during the meeting
ụ Set time limits for the meeting, including an exact starting and stopping time
œ Find ways to discourage lateness For example, whoever is late must buy coffee for the
teams next meeting,
Designate a recordkeeper to take notes at each meeting,
on Urge everyone on the team to communicate and air their opinions during the meet- ing Comments such as “How do you feel about this?” or “We haven't heard from you yet” may help to facilitate and encourage discussion
9 Stop the meeting when all agenda items have been discussed so that team members can get back to other important tasks
Trang 19
Strategies to Increase Performance (cont ) Performance development (p 316): Gl Strategy Implementation Options 1—5
"41 Increase identifiability by displaying each team member's achievements publicly via email, bulletin boards, etc This encourages people to pull their own weight and means that they are less likely to slack off
2 Promote involvement in team tasks and activities by making each team member responsible for some aspect of the team’s task
3 Strengthen team cohesion, which is a necessary prerequisite for effective team performance, as indicated by the stages of group development mentioned earlier in this chapter
4 Provide performance reviews and feedback to help team members know whether they are contributing their fair share
5 Maintain an appropriate team size As teams get larger, the contributions of each individual increase, along with feelings of anonymity, both of which can hinder team performance
Trang 20
Strategies to Increase Performance
(cont )
Recognizing excellence (pp 316-317):
1 The recognition award should have a clearly stated purpose that clearly acknowledges
what has been accomplished and why it is important
2 Recognition awards can be given using program award levels that recognize both dif-
fering accomplishments and differing levels of contributions
3 A nomination procedure should be established so that peers, supervisors, and/or cus-
tomers can have input in the recognition process
4, In terms of siming, recognition should be given as closely as possible to the actual
event to reinforce the connection between the meritorious actions and the event
9 The award presentation should be a positive and personalized experience that refers to the details of the achievement and makes the winner feel proud