Chapter 17 Managing Work Teams Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002

Learning Objectives After reading this chapter, you should be able to: Explain the importance of work teams Identify four types of work teams State the meaning and determinates of team effectiveness Describe the internal team processes that can affect team performance Explain how to diagnose and remove barriers to poor team performance 17.1

Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002 Importance of Work Teams  Improve on-time delivery of results  Improve customer relations  Facilitate innovation in products and services  Essential for management and employee development and career growth  Reinforce or expand informal networks in the organization  Improve employees' understanding of the business  Reduce costs and improve efficiency  Quality improvement  Increase employee ownership, commitment and motivation 17.2

Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002 Members of a Self-Managing Work Team Adapted from Figure 17.2 Self-managing team Participate in selection of new members Train new members Order supplies and obtain other needed resources Communicate with suppliers and customers Set goals Schedule work Design work processes Other team leaders and managers Communications team Training team Recognition and compensation team Budget team Software team 17.3

Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002 Adapted from Figure 17.3 Effectiveness Criteria for Work Teams Team Effectiveness Task completion Accuracy Speed Creativity Cost Team development Team cohesiveness Team flexibility Team preparedness for new tasks Stakeholder satisfaction Customer satisfaction with team’s procedures and outputs Team satisfaction with team’s procedures and outputs Satisfaction of other teams with the teams procedures and outputs 17.4

Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002 Adapted from Figure 17.3 Effectiveness Criteria for Work Teams (cont.) Individual Effectiveness Task performance Speed Accuracy Creativity Efficiency Relationship with others Increased understanding of other perspectives Build others’ trust in you New friendships Personal development Develop competencies (teamwork, communication, strategic action, global awareness, planning and administration, and self- awareness) Develop network of colleagues within and outside the organization Gain technical knowledge and skills 17.5

Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002 A Model of Work Team Functioning Adapted from Figure 17.4 External Context Culture Member Selection Team Training Reward Systems Team Design o Team Size o Team Location Internal Processes o Developmental Stages o Feelings o Behavioral Norms Effectiveness Criteria oTeam oIndividual 17.6

Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002 The Development of Work Teams Adapted from Figure 17.5 Degree of Maturity High Low EndStart Time Together Forming Storming Norming Performing Adjourning End or recycle End or recycle End or recycle End or recycle 17.7

Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002 Some Guidelines for Virtual Teams  Use a variety of communication technologies  Pay attention to quality of communication transmission  Encourage team members to discuss cultural differences  Be sure that someone is responsible for facilitating communication process  Encourage team members to interact one on one  Train members to match their choice of technology to the task 17.8

Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002 Choices in Designing Reward Systems for Work Teams  How can nonmonetary rewards be used to recognize excellent team performance?  What portion of a person’s total monetary rewards should be linked to performance of the team?  If rewards are to be linked to results, which effectiveness criteria should be used to evaluate team results?  How should rewards be distributed among team members?  Who should be responsible for the allocation of rewards among team members ?  For global teams, how should cultural differences among members of the team be addressed? Adapted from Table