1. CHAPTER ELEVEN Managing Teams
Effective Management
2nd Edition
Chuck Williams
Prepared by Deborah Baker Texas Christian University

2. The Advantages of Teams
CHAPTER ELEVEN
The Advantages of Teams
Customer Satisfaction
Product and Service Quality
Speed and Efficiency in Product Development
Employee Job Satisfaction
Increases…
Better decision making and problem solving (multiple perspectives, alternate solutions,
increased commitment to decisions)
1.1

3. The Disadvantages of Teams
CHAPTER ELEVEN
The Disadvantages of Teams
Initially High Employee Turnover
Social Loafing
Legal Risk (National Labor Relations Act)
Employee Job Satisfaction
Disadvantages of group decision making
(groupthink, inefficient meetings, domination by a minority, lack of accountability)
1.2

4. When to Use Teams There is a clear purpose
CHAPTER ELEVEN
When to Use Teams
There is a clear purpose
The job can’t be done individually
Team-base rewards are possible
Ample resources exist
Teams have authority
USE TEAMS WHEN…
DON’T USE TEAMS WHEN…
There is no clear purpose
The job can be done individually
Only individual-based rewards exist
Resources are scarce
Management controls
Adapted From Exhibit 11.3
1.3

5. Autonomy, the Key Dimension
CHAPTER ELEVEN
Autonomy, the Key Dimension
Traditional
Work
Groups
Employee
Involvement
Teams
Semi-
autonomous
Self-
managing
designing
Autonomy
Adapted From Exhibit 11.4
2.1

6. Cross-Functional Teams
CHAPTER ELEVEN
Special Kinds of Teams
Cross-Functional Teams
Virtual Teams
Project Teams
2.2

7. Team Norms Informally agreed-on standards that regulate team behavior
CHAPTER ELEVEN
Team Norms
Informally agreed-on standards that regulate team behavior
Powerful influence on work behavior
Can lead to positive and/or negative outcomes
Regulate the everyday behaviors of teams
3.1

8. CHAPTER ELEVEN
Team Cohesiveness
The extent to which members are attracted to the team and motivated to remain in it
Cohesive teams:
retain their members
promote cooperation
have consistent performance
3.2

9. How Teams Can Have a Good Fight
CHAPTER ELEVEN
How Teams Can Have a Good Fight
Work with more, rather than less, information
Develop multiple alternatives to enrich debate
Establish common goals
Inject humor into the workplace
Maintain a balance of power
Resolve issues without forcing a consensus
Adapted from Exhibit 11.6
3.4

10. Stages of Team Development
CHAPTER ELEVEN
Stages of Team Development
Team Performance
Time
Forming
Storming
Norming
Performing
De-Norming
De-Storming
De-Forming
Adapted from Exhibit 11.7
3.5

11. Enhancing Work Team Effectiveness
CHAPTER ELEVEN
Enhancing Work Team Effectiveness
Team
Training
Compensation and
Recognition
Selecting
People for
Teamwork
Setting
Team Goals and
Priorities 4

12. Problems Reported by Team Leaders
CHAPTER ELEVEN
Problems Reported by Team Leaders
1. Confusion about new roles
2. Feeling they’ve lost control
3. Not knowing what it means to coach or empower
4. Having doubts about whether team concept will work
5. Uncertainty about dealing with employees’ doubts
6. Confusion about when team is ready for more responsibility
7. Confusion about how to share responsibility and accountability
8. Concern about promotional opportunities
9. Uncertainty about the strategic aspects of leader’s role as team matures
10. Not knowing where to turn for help with team problems
4.3
Adapted from Exhibit 11.9