1. TEAM MANAGEMENT AND CONFLICT
CHAPTER 15
TEAM MANAGEMENT AND CONFLICT

2. MANAGEMENT IN ACTION: A TEAM APPROACH
Teams Defined as:
a group
of two or more people
who interact regularly
and coordinate their work to accomplish
a common goal and/or objective

3. MANAGEMENT IN ACTION: A TEAM APPROACH
Characteristics of Effective Teams
commitment to and involved with clear and shared goals or vision]
all team members are free to express themselves and participate
members must trust and respect each other
leadership varies within the team structures
decisions are made by consensus

4. MANAGEMENT IN ACTION: A TEAM APPROACH
Types of Teams
vertical team--command team or functional team
horizontal teams--members are drawn from different departments
cross-functional teams
self-directed teams
task-force teams
platform teams

5. PHILOSOPHICAL ISSUES OF TEAM MANAGEMENT
How to Use Teams--product-development, project, quality, work teams
How Much Independence/Autonomy to Give Teams--closely controlled, moderate independence, independent/self-directed work teams

6. THE ESTABLISHMENT OF A TEAM ORGANIZATION
The Process of Team Building
assess feasibility identify priorities
define mission and objectives
uncover and eliminate barriers to team building
start with small teams
plan for training needs
plan to empower
plan for feedback and development time

7. THE ESTABLISHMENT OF A TEAM ORGANIZATION
Team-Building Considerations
team size
member roles--task oriented
the contributor--data-driven-supplies information
the challenger--questions conventions and status quo
the initiator--proposes new solutions, methods, and systems

8. THE ESTABLISHMENT OF A TEAM ORGANIZATION
Team-Building Considerations
member roles--social specialists
the collaborator--big picture vision person-”what if”
the communicator--listens well, facilitates well, synthesizes well
the cheerleader--encourages praises and lifts the team
the compromisor--able to shift opinions to maintain harmony

9. THE MANAGEMENT OF TEAM PROCESSES
Stages in Team Development
Forming
Storming
Norming
Performing
Team Cohesiveness
few members, frequent interaction, clear goals, identifiable successes
results in high morale and organizational effectiveness

10. MEASUREMENT OF TEAM EFFECTIVENESS
The Benefit of Teams
synergy
increased skill and knowledge
flexibility
commitment

11. MEASUREMENT OF TEAM EFFECTIVENESS
Costs of Teams
power-realignment expenses
training costs
lost productivity
free-riding costs
loss or productive workers who don’t fit into a team culture

12. TEAM AND INDIVIDUAL CONFLICT
When working with individuals or teams, conflict will occur
Views of Conflict
The Traditional View--views conflict as unnecessary, harmful, to be avoided
The Behavioral View--because of human nature and resource allocation --expect conflict but try to avoid it
The Interactionist View--conflict inevitable but also necessary

13. SOURCES OF CONFLICT Competition Differences in Objectives
Differences in Values and Perceptions
Disagreements about Role Requirements, Work Activities, Individual Approaches
Breakdowns in Communications

14. STRATEGIES FOR MANAGING CONFLICT
Analysis of the Conflict Situation--who is in conflict, what is the source of the conflict, what level is the conflict
Development of a Strategy--avoidance, smoothing, compromise, collaboration, confrontation, appeals to employee’s goals, third-party decision
Conflict Stimulation--increase the level of conflict and competition