TEAM MANAGEMENT AND CONFLICT CHAPTER 15 TEAM MANAGEMENT AND CONFLICT

MANAGEMENT IN ACTION: A TEAM APPROACH Teams Defined as: a group of two or more people who interact regularly and coordinate their work to accomplish a common goal and/or objective

MANAGEMENT IN ACTION: A TEAM APPROACH Characteristics of Effective Teams commitment to and involved with clear and shared goals or vision] all team members are free to express themselves and participate members must trust and respect each other leadership varies within the team structures decisions are made by consensus

MANAGEMENT IN ACTION: A TEAM APPROACH Types of Teams vertical team--command team or functional team horizontal teams--members are drawn from different departments cross-functional teams self-directed teams task-force teams platform teams

PHILOSOPHICAL ISSUES OF TEAM MANAGEMENT How to Use Teams--product-development, project, quality, work teams How Much Independence/Autonomy to Give Teams--closely controlled, moderate independence, independent/self-directed work teams

THE ESTABLISHMENT OF A TEAM ORGANIZATION The Process of Team Building assess feasibility identify priorities define mission and objectives uncover and eliminate barriers to team building start with small teams plan for training needs plan to empower plan for feedback and development time

THE ESTABLISHMENT OF A TEAM ORGANIZATION Team-Building Considerations team size member roles--task oriented the contributor--data-driven-supplies information the challenger--questions conventions and status quo the initiator--proposes new solutions, methods, and systems

THE ESTABLISHMENT OF A TEAM ORGANIZATION Team-Building Considerations member roles--social specialists the collaborator--big picture vision person-”what if” the communicator--listens well, facilitates well, synthesizes well the cheerleader--encourages praises and lifts the team the compromisor--able to shift opinions to maintain harmony

THE MANAGEMENT OF TEAM PROCESSES Stages in Team Development Forming Storming Norming Performing Team Cohesiveness few members, frequent interaction, clear goals, identifiable successes results in high morale and organizational effectiveness

MEASUREMENT OF TEAM EFFECTIVENESS The Benefit of Teams synergy increased skill and knowledge flexibility commitment

MEASUREMENT OF TEAM EFFECTIVENESS Costs of Teams power-realignment expenses training costs lost productivity free-riding costs loss or productive workers who don’t fit into a team culture

TEAM AND INDIVIDUAL CONFLICT When working with individuals or teams, conflict will occur Views of Conflict The Traditional View--views conflict as unnecessary, harmful, to be avoided The Behavioral View--because of human nature and resource allocation --expect conflict but try to avoid it The Interactionist View--conflict inevitable but also necessary

SOURCES OF CONFLICT Competition Differences in Objectives Differences in Values and Perceptions Disagreements about Role Requirements, Work Activities, Individual Approaches Breakdowns in Communications

STRATEGIES FOR MANAGING CONFLICT Analysis of the Conflict Situation--who is in conflict, what is the source of the conflict, what level is the conflict Development of a Strategy--avoidance, smoothing, compromise, collaboration, confrontation, appeals to employee’s goals, third-party decision Conflict Stimulation--increase the level of conflict and competition