PowerPoint Presentation by Charlie Cook Copyright © 2005 South-Western. All rights reserved. Module 3 Making Teams Work

Copyright © 2005 South-Western. All rights reserved.3–2 Key Terms Working group  A small set of individuals who are aware of each other, interact with one another, and who have a sense of themselves together as a unit Team  Has all of the characteristics of a working group in addition to having members working interdependently and being jointly accountable for performance goals Class Notes: A Team Primer

Copyright © 2005 South-Western. All rights reserved.3–3 Key Terms (cont’d) High-performing teams  Excel in several categories of team effectiveness— performance, member satisfaction, team learning, outsider satisfaction Hot groups  Refers to a state of mind that exists in groups or teams whose members are motivated to stretch themselves to new levels Class Notes: A Team Primer

Copyright © 2005 South-Western. All rights reserved.3–4 Key Terms (cont’d) Teamwork  A set of values whereby members of some collective (a group, team, division, or organization) are encouraged to help one another, to listen and give feedback to others, and to provide support and recognition to others Team player  A member of some collective (a group, team, division, or organization) who embodies teamwork values Class Notes: A Team Primer

Copyright © 2005 South-Western. All rights reserved.3–5 Types of Teams Quality circles (QCs)  Small groups of employees who get together to solve quality-related problems such as quality control, cost reduction, and production planning Cross-functional teams  Consist of members that represent multiple functions within the firm, who work together to improve the coordination among functions in such areas as product development, process improvement, and allocation of resources Class Notes: A Team Primer

Copyright © 2005 South-Western. All rights reserved.3–6 Types of Teams (cont’d) Self-managed teams (autonomous work groups)  Make decisions and have the responsibility to hire members, allocate tasks and roles, determine work schedules and work flow, and handle disputes Office of the president  The set of executives who run a corporation—the functional or divisional managers report directly to the CEO, manage internal operations, and help the CEO formulate strategy and manage external relations Class Notes: A Team Primer

Copyright © 2005 South-Western. All rights reserved.3–7 Types of Teams (cont’d) Transnational team  Composed of people from different countries whose activities cross multiple borders Virtual team  Composed of members who rely on electronic tools such as , fax, voice mail, videoconferencing, and “virtual workspaces” to communicate with each other Class Notes: A Team Primer

Copyright © 2005 South-Western. All rights reserved.3–8 Teams versus Individuals Teams pro and con:  Teams promise greater competitiveness, faster decision making, fewer levels of hierarchy, greater commitment and quality, greater employee satisfaction  Teams may also be difficult to manage, evaluate, and support Creating teams requires investment in training and organizational design Work structured for individuals often takes less time and gives workers a greater sense of control Class Notes: A Team Primer

Copyright © 2005 South-Western. All rights reserved.3–9 Teams versus Individuals (cont’d) Use a team approach when  Work requires a range of different skills, views, or expertise  Different work components are highly interdependent  Sufficient time is available to organize and structure team effort  Organizational reward structure and culture support a team approach Class Notes: A Team Primer

Copyright © 2005 South-Western. All rights reserved.3–10 Teams versus Individuals (cont’d) Use a team approach when (cont’d)  Need is identified to build commitment to a course of action or set of decisions  Issues being worked on require refinement  Needs are high for innovation and coordination  Members can be trusted not to purposefully obstruct team’s efforts  Individuals desire a team experience Class Notes: A Team Primer

Copyright © 2005 South-Western. All rights reserved.3–11 Components of Team Effectiveness Performance  How well team members produce output, measured in terms of quality, quantity, timeliness, efficiency, and innovation Member satisfaction  How well team members create a positive experience through commitment, trust, and meeting individual needs Class Notes: A Team Primer

Copyright © 2005 South-Western. All rights reserved.3–12 Components of Effectiveness (cont’d) Team learning  How well team members can acquire new skills, perspectives, and behaviors as needed by changing circumstances Outsider satisfaction  How well team members meet the needs of outside constituencies Class Notes: A Team Primer

Copyright © 2005 South-Western. All rights reserved.3–13 Figure 3.1 Model of Team Effectiveness Class Notes: A Team Primer

Copyright © 2005 South-Western. All rights reserved.3–14 Team Operations Internal team processes  The ways in which team members interact with each other to accomplish the task and to keep themselves together as a team Boundary management  The way in which teams define their boundaries, identify key external constituencies, and interact with those outsiders Class Notes: A Team Primer

Copyright © 2005 South-Western. All rights reserved.3–15 Team Context Organizational culture  The values and underlying assumptions of an organization communicated through symbols, stories, and rituals Team design  The way in which teams are put together, including their composition, the nature of their task, and their structure Class Notes: A Team Primer

Copyright © 2005 South-Western. All rights reserved.3–16 Team Context (cont’d) Rewards  Formal and informal benefits given for individual and team performance act as a key determinant of how team members will interact with one another and those outside the team Class Notes: A Team Primer

Copyright © 2005 South-Western. All rights reserved.3–17 Overview Team effectiveness is enhanced when team members answer five important questions: 1.Who are we? 2.What do we want to accomplish? 3.How can we organize ourselves to meet our goals? 4.How will we operate? 5.How can we continuously learn and improve? Handbook

Copyright © 2005 South-Western. All rights reserved.3–18 I. Who Are We? Team must begin by coming to terms with its composition To begin the process of getting to know each other:  Ask team members to share basic personal information and previous team experience  Discuss responses as a team  Discuss how the team can capitalize on similarities and differences among team members Handbook

Copyright © 2005 South-Western. All rights reserved.3–19 II. What Do We Want to Accomplish? Team members must first agree on goals Categories of team goals:  Performance—the team’s output  Member satisfaction—providing team members with a positive experience  Team learning—developing the team’s ability to survive, improve, and adapt to changing circumstances  Outsider satisfaction—meeting the demands of, and pleasing, outside constituencies Handbook

Copyright © 2005 South-Western. All rights reserved.3–20 III. How Can We Organize Ourselves? Three major aspects are involved in organizing a team:  Creating a work structure requires that the team move from the goals to the work that needs to be done to achieve those goals  Roles are specific activities taken on by particular individuals: facilitator, project manager, and boundary manager  Norms refer to expectations of acceptable behavior; they are unwritten rules enforced by team members Handbook

Copyright © 2005 South-Western. All rights reserved.3–21 III. How Can We Organize (cont’d) Teams must discuss and agree upon norms Categories of norms:  Meeting norms—when, were, and how often to meet  Working norms—standards, deadlines, distribution of effort and work  Communication norms—when communication should take place and who is responsible  Leadership norms—whether a leader is needed  Consideration norms—being considerate of members’ comfort with smoking, swearing, etc. Handbook

Copyright © 2005 South-Western. All rights reserved.3–22 IV. How Will We Operate? When planning an agenda:  Write down the major items that the team wishes to tackle  Ensure that all team members have the opportunity to contribute  Clarify what the team wants to accomplish for each item—discussion, brainstorming, making a decision, taking action, etc.  Prioritize items and allocate time to each  Leave time at the end to discuss how the meeting went Handbook

Copyright © 2005 South-Western. All rights reserved.3–23 V. How Can We Learn and Improve? When giving feedback, describe problem and how it affects you and the team Feedback should:  Be specific, not general  Describe behavior, not judge the person  Start with the word I, not the word you (to avoid blaming)  Be timely Handbook

Copyright © 2005 South-Western. All rights reserved.3–24 V. How Can We Learn (cont’d) When assessing yourself or the team, ask these questions:  Goals—Are my and our goals being met?  Roles and structure—What are our roles? What works or doesn’t work in our team structure?  Process—How effectively do we make decisions and resolve conflict?  Plans to change—How can we improve any of these areas? Handbook

Copyright © 2005 South-Western. All rights reserved.3–25 Individual Analysis of Team Step 1:Collect Some Data Step 2:Find an Efficient Way to Present Data Step 3:Analyze the Team’s Internal Process Step 4:Analyze Your Own Behavior Step 5:Provide Suggestions for What the Team Can Do to Improve Its Performance Step 6:Provide Suggestions for How the Team Can Change Handout 3.2