Effective Management, by Williams South-Western College Publishing Copyright © 2002 Chapter 11 Managing Teams

Effective Management, by Williams South-Western College Publishing Copyright © What Would You Do? Teams at Cigna 4Will teams improve productivity? 4Will teams improve morale? 4Will teams improve customer service?

Effective Management, by Williams South-Western College Publishing Copyright © When Selected Companies Began Using Work Teams Adapted From Table 11.1

Effective Management, by Williams South-Western College Publishing Copyright © After discussing this section, you should be able to: Learning Objectives Why Work Teams? ¬explain the good and bad of using teams. ­recognize and understand the different kinds of teams.

Effective Management, by Williams South-Western College Publishing Copyright © The Advantages of Teams Increased: Customer Satisfaction Product and Service Quality Speed and Efficiency in Product Development Employee Satisfaction Cross Training

Effective Management, by Williams South-Western College Publishing Copyright © The Disadvantages of Teams Initially High Turnover Social Loafing Legal Risk

Effective Management, by Williams South-Western College Publishing Copyright © Minimizing the Legal Risks Associated with Teams and the National Labor Relations Act 4Suggestion boxes 4Greater worker control 4Don’t overrule 4Don’t turn teams into representative bodies 4Timing is important Adapted From Table 13.3

Effective Management, by Williams South-Western College Publishing Copyright © When to Use Teams Use Teams When: 4There is a clear purpose 4The job can’t be done individually 4Team-base rewards are possible 4Ample resources exist 4Teams have authority Don’t Use Teams When: 4There is no clear purpose 4The job can be done individually 4Only individual-based rewards exist 4Resources are scarce 4Management controls Adapted From Table 11.4

Effective Management, by Williams South-Western College Publishing Copyright © Kinds of Teams Autonomy, the Key Dimension Special Kinds of Teams

Effective Management, by Williams South-Western College Publishing Copyright © Autonomy, the Key Dimension Self- designing Teams Self- managing Teams Semi- autonomous Work Groups Employee Involvement Teams Traditional Work Groups Autonomy

Effective Management, by Williams South-Western College Publishing Copyright © Special Kinds of Teams Cross-Functional Teams Virtual Teams Project Teams

Effective Management, by Williams South-Western College Publishing Copyright © After discussing this section, you should be able to: Learning Objectives Managing Work Teams ®understand the general characteristics of work teams. ¯explain how to enhance work team effectiveness.

Effective Management, by Williams South-Western College Publishing Copyright © Work Team Characteristics NormsCohesivenessSizeConflict Stages of Team Development

Effective Management, by Williams South-Western College Publishing Copyright © Team Norms 4Informally agreed-on standards of team behavior 4Develop over time 4Clarify expectations 4Can lead to positive and/or negative outcomes

Effective Management, by Williams South-Western College Publishing Copyright © Team Cohesiveness 4The extent to which members are attracted to the team and motivated to remain in it 4Cohesive teams: Tretain their members Tpromote cooperation Thave consistent performance

Effective Management, by Williams South-Western College Publishing Copyright © What Really Works? Cohesion and Team Performance Team Performance 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Probability of success66% Probability of success73% Team Performance with Interdependent Tasks

Effective Management, by Williams South-Western College Publishing Copyright © What Really Works? (cont’d) 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Probability of success 60% Cohesion and Team Performance Team Performance with Independent Tasks

Effective Management, by Williams South-Western College Publishing Copyright © Team Size 4Curvilinear relationship Size Performance

Effective Management, by Williams South-Western College Publishing Copyright © Team Conflict 4C-type Conflict Tcognitive conflict Tfocuses on problems and issues 4A-type Conflict Taffective conflict Temotional, personal disagreements 4Both types often occur simultaneously

Effective Management, by Williams South-Western College Publishing Copyright © How Teams Can Have a “Good” Fight 4Work with more, rather than less information 4Develop multiple alternatives 4Establish common goals 4Inject humor into the workplace 4Maintain a balance of power 4Resolve issues without forcing consensus Adapted From Table 11.5

Effective Management, by Williams South-Western College Publishing Copyright © Stages of Team Development Forming Storming Norming Performing De-Norming De-Storming De-Forming Team Performance Time

Effective Management, by Williams South-Western College Publishing Copyright © Enhancing Work Team Effectiveness Team Training Team Compensation and Recognition Selecting People for Teamwork Setting Team Goals and Priorities

Effective Management, by Williams South-Western College Publishing Copyright © Setting Team Goals and Priorities 4Team goals enhance team performance 4Goals clarify team priorities 4Challenging team goals help team members to regulate effort

Effective Management, by Williams South-Western College Publishing Copyright © Requirements for Stretch Goals to Motivate Teams 4A high degree of autonomy 4Empowered with control resources 4Structural accommodation 4Bureaucratic immunity

Effective Management, by Williams South-Western College Publishing Copyright © Selecting People for Teamwork Team Diversity Team Level Individualism- Collectivism

Effective Management, by Williams South-Western College Publishing Copyright © Team Training 4Often underestimated 4Types needed Tinterpersonal skills Tdecision-making & problem-solving Ttechnical Tleadership

Effective Management, by Williams South-Western College Publishing Copyright © Team Compensation and Recognition 4The level of reward must match the level of performance 4Three methods: Tskill-based pay Tgainsharing Tnonfinancial rewards

Effective Management, by Williams South-Western College Publishing Copyright © What Really Happened? Teams at Cigna 4They lost 25% of their customer service representatives with the move to teams 4Promotional opportunities were unchanged 4Productivity and service soared