MANAGEMENT RICHARD L. DAFT

Leading Teams CHAPTER 19

Learning Outcomes Identify the types of teams in organizations. Identify the types of teams in organizations. Discuss some of the problems and challenges of teamwork. Identify roles within teams and the type of role you could play to help a team be effective. Explain the general stages of team development. Identify ways in which team size and diversity of membership affects team performance. Explain the concepts of team cohesiveness and team norms and their relationship to team performance. Understand the causes of conflict within and among teams and how to reduce conflict. Define the outcome of effective teams and how managers can enhance team effectiveness. Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

How Do You Like To Work? Teams are a great way to gain management experience Teams have become a primary way organizations work Teams have advantages but they can be challenging Good teams can be highly productive, but teams aren’t always successful Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Why Teams at Work? Individuals within organizations are interdependent and teams are an effective way to get work done A team is two or more people There is regular interaction Share performance goals Teams and groups are not the same…. Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Differences Between Groups and Teams Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

The Dilemma of Teams We have to give up our independence We have to give up our independence We have to put up with free riders Teams are sometimes dysfunctional Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Five Common Dysfunctions of Teams Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

How to Make Teams Effective Smooth teams don’t simply “happen” Teams must: Define Roles Establish Norms Set Goals To increase effectiveness: Productive Output Personal Satisfaction Capacity to Adapt and Learn Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Effective Team Leadership Rally people around a compelling purpose Share power Admit ignorance Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Work Team Effectiveness Model Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Formal Teams are those created by the organization Types of Teams Formal Teams are those created by the organization Vertical Team Functional Team Command Team Horizontal Team Cross-functional Team/Task Force Committee Special-purpose Teams/Project Teams Self-Directed Teams Problem-solving Team/Quality Circles Permanent Diverse skill set Access to resources Empowered to make decisions Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Horizontal and Vertical Teams in an Organization Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Innovative Uses of Teams Virtual Teams - geographically or organizationally dispersed members who are linked through technology Use technology to build relationships Shape culture through technology Monitor progress and reward members Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

What Effective Virtual Team Leaders Do Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Global Teams Cross-border Work Teams Enormous Challenges Cross-border Work Teams Members of different nationalities, countries, cultures May be a virtual team Enormous Challenges Gaps of time, distance and culture Challenges can impact communications, decision making, and work pace Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Team Characteristics Size – additional members beyond five can cause a decrease in motivation Need diverse skills but intimate Diversity – diverse teams produce more innovative solutions to problems Member Roles – structure to focus on tasks and social needs Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Successful teams are structured with clear team member roles Task Specialist Role Successful teams are structured with clear team member roles Task Specialists Role: Initiate ideas Give opinions Seek information Energize Socioemotional Role: Encourage Harmonize Reduce Tension Follow Compromise Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Stages of Team Development Forming Storming Norming Performing Adjourning Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Team Cohesiveness Determinants Consequences Team Interaction Team Interaction Shared Goals Personal Attraction to the Team Presence of Competition Team Success Morale Productivity Determinants Consequences Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Four Ways Team Norms Develop Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Managing Team Conflict Antagonistic behavior that blocks the goals of the team Conflict is inevitable, but it must be dealt with Several causes of conflict: Competition over resources Communication breakdowns Trust Differing goals Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Balancing Conflict and Cooperation Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

A Model of Styles to Handle Conflict Competing Avoiding Compromising Accommodating Collaborating Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Managing Conflict Superordinate goals – the ability for team members to see the big picture and reach larger objectives Mediation – using a third party to settle disputes Negotiation – Give and take discussions and consideration of alternatives Intergrative negotiation – a win-win assumption Disruptive negotiation – each party attempts to gain a fixed “size of the pie” Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Rules for Reaching a Win-Win Solution Separate the people from the problem Focus on interests, not current demands Generate many alternatives for mutual gain Insist that results be based on objective standards Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Work Team Effectiveness Productive Output Does the team’s output meet expectations? Satisfaction of Members Does the experience contribute to the well-being, personal satisfaction and development of members? Capacity to Adapt and Learn Has the team learned from experience? Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.