Chapter 12 Managing Team Performance

12- 2 Management 1e Management 1e Management 1e - 2 Management 1e Learning 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

12- 3 Management 1e Management 1e 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

12- 4 Management 1e Management 1e 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

12- 5 Management 1e Management 1e 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

12- 6 Management 1e Management 1e Team Characteristics (cont.) Figure 12.1

12- 7 Management 1e Management 1e 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

12- 8 Management 1e Management 1e 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

12- 9 Management 1e Management 1e 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 is 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

Management 1e Management 1e Team Characteristics (cont.)

Management 1e Team 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

Management 1e 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

Management 1e 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

Management 1e 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)  affiliation – person’s perceived connection to a group, based on purpose, demographics, function, and other intangible dimensions Team development can revert to earlier stages due to negative factors

Management 1e Managing 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

Management 1e 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 vision they propose to encourage productive debate Debate should be focused on the future rather than the past  However, learn how past conflicts have been resolved

Management 1e Strategies to Increase Performance (p. 315)  Effective meeting flow options Figure 12.2

Management 1e Strategies to Increase Performance (cont.)  Effective meetings (p. 316)

Management 1e Strategies to Increase Performance (cont.)  Performance development (p. 316)

Management 1e Strategies to Increase Performance (cont.)  Recognizing excellence (p. 316)

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