MGMT5 © 2012 Cengage Learning Managing Teams 10

© 2012 Cengage Learning 1.explain the good and bad of using teams 2.recognize and understand the different kinds of teams 3.understand the general characteristics of work teams 4.explain how to enhance work-team effectiveness

© 2012 Cengage Learning Why Use Work Teams? 1.explain the good and bad of using teams 2.recognize and understand the different kinds of teams

© 2012 Cengage Learning The Advantages of Teams Teams improve… Customer satisfaction Product and service quality Product development speed and efficiency Employee job satisfaction –Cross-training Decision making

© 2012 Cengage Learning The Disadvantages of Teams Initially high turnover Social loafing Groupthink Minority domination

© 2012 Cengage Learning 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.

© 2012 Cengage Learning When to Use Teams and When Not to Use Teams

© 2012 Cengage Learning Autonomy The degree to which workers have the discretion, freedom, and independence to decide how and when to accomplish their jobs.

© 2012 Cengage Learning Team Autonomy Continuum

© 2012 Cengage Learning Special Kinds of Teams Cross-functional teams Virtual teams Project teams

© 2012 Cengage Learning Managing Work Teams 3.understand the general characteristics of work teams 4. explain how to enhance work-team effectiveness

© 2012 Cengage Learning Work Team Characteristics Team norms Team cohesiveness Team size Team conflict Stages of team development

© 2012 Cengage Learning Team Norms Informally agreed-on standards that regulate team behavior. Regulate the everyday actions that allow teams to function effectively Teams with negative norms influence team member to engage in negative behaviors

© 2012 Cengage Learning Team Cohesiveness The extent to which team members are attracted to a team and motivated to remain in it. Make sure that all team members are present at team activities. Create additional opportunities for teammates to work together. Engage in nonwork activities. Make employees feel they are part of a special organization.

© 2012 Cengage Learning Team Size In very large teams, members find it difficult to get to know one another, and team can splinter into subgroups. Very small groups may lack diversity and knowledge found in large teams. For most teams, the right size is between 6 to 9 people.

© 2012 Cengage Learning Team Conflict Cognitive conflict – members disagree because of different experiences and expertise Affective conflict – results in hostility, anger, resentment, distrust, cynicism, apathy Emphasizing c-type conflict is not enough

© 2012 Cengage Learning Having a Good Fight Work with more, not 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

© 2012 Cengage Learning Stages of Team Development

© 2012 Cengage Learning Setting Team Goals and Priorities Increasing a team’s performance is inherently more complex than just increasing one person’s performance. Challenging team goals affect how hard team members work.

© 2012 Cengage Learning Stretch Goals Extremely ambitious goals that workers don’t know how to reach. Teams must have a high degree of autonomy Teams must be empowered with control over resources Structural accommodation Bureaucratic immunity

© 2012 Cengage Learning Selecting People Individualists –put their own welfare and interests first Collectivists –put group interests ahead of self Team level –the average level of ability, experience, personality, or any other factor on a team Team diversity –variances or differences in ability, personality, or any other factor on a team

© 2012 Cengage Learning The Team Player Inventory

© 2012 Cengage Learning Team Training Interpersonal skills Decision making skills Problem solving skills Conflict resolution skills Technical training

© 2012 Cengage Learning Team Compensation Skill-based pay –pay employees for learning additional skills or knowledge Gainsharing –companies share the financial value of performance gains with their workers Nonfinancial rewards –vacations, T-shirts, awards, certificates

REELTOREAL © 2012 Cengage Learning Failure to Launch 1.Do you think Kit and Ace make a good team? How well do they work together to first shoot the bird and then save it? 2.Is there a clear leader? Who is making most of the decisions in this scene? 3.Is there any evidence of team conflict?

REELTOREAL © 2012 Cengage Learning Holden Outerwear 1.What type of team did Nikki Brush participate in when she was a freelancer?What type of team does she participate in as a full-time employee at Holden? 2.What are the advantages and disadvantages of using teams at Holden? What can managers do to help avoid the disadvantages? 3.What steps do the leaders of Holden take to insure that their workgroups have high levels of cohesion?