1. Chapter 14
Managing Teams

2. Learning Objectives After reading this chapter, you should be able to:
Translate the benefits teams provide into competitive advantages.
Identify the different types of teams – self-managed, parallel, project, and virtual.
Track the stages of team development that occur over the life of a project and help the team perform effectively.
Recognize the key roles that team members must play to ensure high performance.
Master the skills to detect and control team performance problems.
Manage team conflict through negotiation.

3. As U.S. companies employ more knowledge workers, they are increasingly using teams to fully engage and empower workers to utilize their knowledge for the company’s advantage.
More work is being performed in teams.
The ability to manage teams has become an important skill for managers and employees.

4. Team
A team is a small number of people with complementary skills who are committed to:
a common purpose,
a set of performance goals,
an approach for which they hold themselves mutually accountable.
Team members interact with each other on a regular basis.

5. Team (continued) Teams share performance goals.
Individuals on a team are mutually responsible for end results.
The team environment produces synergy.
This allows individuals to blend complementary skills and talents to produce a product that is more valuable than the sum of the individual contributions.

6. Work Group
Members of a work group are held accountable for their individual work.
They are not responsible for the output of the entire group.
A work group is more likely to have a strong, directive leader who seeks input from group members and then delegates work to various individuals to complete.

7. Not All Groups Are Teams (1 of 2)
Collective
Individual
Work Products
Team purpose that the team itself delivers
Same as the broader organization mission
Purpose
Individual and mutual
Accountability
Shared leadership roles
Strong, clearly focused leader
Leadership
Team
Working Group
Characteristic

8. Not All Groups Are Teams (2 of 2)
Discusses, decides, and does real work together
Discusses, decides, and delegates
Decision-making Process
Directly, by collective work products
Indirectly, by its influence on others
Performance Measurement
Open-ended discussion, active problem-solving
Efficient
Meeting Style
Team
Working Group
Characteristic

9. Skills for Managing Teams
Conflict Management Skills
Skills for Handling Difficult Team Members
Negotiation Skills 3

10. Costs and Productivity
The Benefits of Teams
Quality Improvements
Costs and Productivity
Speed
Innovation 3

11. Types of Teams Self-Managed Teams Project Teams Virtual Teams
Parallel Teams
Virtual Teams 3

12. Team Characteristics Self-managed Team Project Team Project Team
High
Project Team
Time Commitment
Team Member
Parallel Team
Virtual Team
Parallel Team
Low
Low
High
Duration of Team

13. Self-Managed Teams (SMT)
Responsible for producing an entire product, component, or service.
Formalized as part of the organization structure.
Employees are assigned to it on a full-time basis, and its duration is long.
Utilize employees whose jobs are similar but who may have different levels of skill.

14. Self-Managed Teams (continued)
Team members combine their skills to produce an important organizational outcome.
Have authority to make many decisions that traditionally have been made by supervisors or managers.
Members need a variety of skills:
Technical skills
Management skills
Interpersonal Skills

15. Project Teams
Work on a specific project that has a beginning and an end.
Team members work full-time until the project is completed.
Composed of members from different functions or different technical disciplines.
Key criterion for judging team performance is meeting or exceeding milestone deadlines.

16. Parallel Teams
Sometimes called problem-solving teams or special-purpose teams.
Focus on a problem or issue that requires only part-time commitment from team members.
Employee spends a few hours per week with the parallel team, and the remainder of the time on his/her regular job.
When the problem is solved the team is disbanded.
Can be of short or long duration.

17. Virtual Teams
Take advantage of interactive computer technologies to enable distant people to work together.
Require only a part-time commitment.
Make it possible for companies to cross organizational boundaries:
Linking customers, suppliers, and business partners to improve the quality and increase the speed with which a new product or service is brought to the market.

18. Managing Team Performance
Team performance requires vigilant management.
Factors that need to be taken into account in managing effective team performance are:
The stages of team development.
The roles of team members and leaders.
Team member behaviors.

19. Stages of Team Development
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning 3

20. Roles of Team Members Task-Facilitating Role
Direction giving
Information seeking
Information giving
Coordinating
Summarizing
Relationship-Building Role
Supporting
Harmonizing
Tension relieving
Energizing
Facilitating

21. Effective Ways to Enact the Role of Team Leader
How can a team leader positively influence team processes and outcomes?
Take care of team members
Communicate with team members
Share power with the team
Learn to relax and admit your ignorance

22. Behavioral Dimensions of Effective Teams
Interdependence
Team Cohesiveness
Team Norms
Cooperative Behavior
Trust 3

23. Team Performance Problems
Free Riders
Nonconforming High Performers
Lack of Teamwork Rewards

24. Team Management Skills
Conflict Management Skills
Functional conflict - conflict that stimulates team and organizational performance
Dysfunctional conflict - conflict that has a negative effect on team and organizational performance

25. Applying the Problem-solving style of conflict management
The willingness of both parties is necessary
Convene meetings at the right time and place
Give both parties ample time to cool down
Resume discussion until a workable solution is achieved

26. Negotiation Skills Win-win Style, or integrative bargaining
determine a personal bottom line
understand the other party's real needs and objectives
emphasize common ground, de-emphasize differences
search for mutually agreeable solutions
focus on building a relationship rather than a one-time deal
Win-lose Style, or distributive bargaining
one party will receive the most beneficial distribution of a fixed amount of goods.

27. Negotiation Skills (continued)
Three Common Mistakes of Negotiation
Do not assume that a negotiation must always result in a settlement.
Avoid becoming fixated on one particular issue in the negotiation.
Do not assume that the other party has all the power due to greater levels of experience.