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Chapter 14: Team Management
© 2008 Thomson/South-Western All rights reserved.
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Learning Objectives After reading and studying this chapter, you should be able to: Discuss the nature of teams and the characteristics of effective teams Identify the types of teams that organizations use Discuss potential uses of teams Use decision-making authority as a characteristic by which to distinguish team type Identify and discuss steps in establishing teams Identify and discuss the roles of team members and team leaders
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Learning Objectives (Cont.)
After reading and studying this chapter, you should be able to: Describe the four stages of team development Discuss team cohesiveness and team norms and their relationship to team performance Evaluate the benefits and costs of teams Discuss the positive and negative aspects of conflict in an organization Identify the sources of conflict in an organization Describe a manager’s role in conflict management and potential strategies to manage conflict
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Characteristics of a Team
Nature of Teams 1 Team Defined A group of two or more people who interact regularly and coordinate their work to accomplish a common objective Characteristics of a Team 1 At least two people must be involved 2 3 The members must interact regularly and coordinate their work Members of a team must share a common objective
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Characteristics of Effective Teams
1 Team members are committed All team members feel free to express themselves and participate in discussions and decisions Members trust each other When needs for leadership arise, any member feels free to volunteer Decisions are made by consensus As problems occur, the team focuses on causes, not symptoms Team members are flexible in terms of work processes and problem solving Team members change and grow
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Types of Teams Formal Team Vertical Team Horizontal Team
2 Formal Team A team created by managers to function as part of the organizational structure Vertical Team A team composed of a manager and subordinates Horizontal Team A team composed of employees from different departments
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Figure 14.1 Vertical and horizontal teams
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Types of Teams (cont’d)
2 Task Force A horizontal team composed of employees from different departments designed to accomplish a limited number of objectives and existing only until it has met the objectives Cross-Functional Team A team with an undefined life span designed to bring together the knowledge of various functional areas to work on solutions to operational problems Committee A horizontal team—either ad hoc or permanent—designed to focus on one objective; members represent functional areas of expertise
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Figure 14.2 Potential uses of teams
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Product Development Teams
Categories of Teams Product Development Teams Work Teams Project Teams Process Teams Quality Teams
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Product Development Team
Categories of Teams Product Development Team A team organized to create new products Project Team A team organized to complete a specific task in the organization Quality Team A team created to guarantee the quality of services and products, contact customers, and work with vendors Process Team A team that groups members who perform and refine the organization’s major processes Work Team A team, composed of multi-skilled workers, that does all the tasks previously done by individual members in a functional department or departments
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Virtual Teams Characteristics
Members are distributed across multiple locations Membership can be extremely diverse in skills and culture Team members can join or depart the team in midstream
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Figure 14.3 Continuum of autonomy
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Self-managed Work Team
Independent Teams 4 Self-managed Work Team A team, fully responsible for its own work, that sets goals, creates its own schedules, prepares its own budgets, and coordinates its work with other departments Executive Team A team consisting of two or more people to do the job traditionally held by one upper-level manager
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Figure 14.4 Steps in the process of team building
5 Step 1: Assessing feasibility. Will team building work? How long will it take? Is there a commitment to teams? Step 2: Identifying priorities. What are the critical needs of the organization? Where can teams make an impact? Step 3: Defining mission and objectives. What is the organization trying to achieve? How can teams help attain those goals? Step 4: Uncovering and eliminating barriers to team building. What lack of skills, cultural peculiarities, and process specifics might limit teams? Step 5: Starting with small teams. Where can the team approach begin? Which priorities will most benefit from teams? Step 6: Planning for training needs. What training or guidance is needed to make teams effective? Step 7: Planning to empower. Can managers let go? Are they willing to let people make mistakes? Step 8: Planning for feedback and development time. What type and frequency of feedback is needed? Can management be patient?
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Barriers to Team Building
Subject Matter Barriers Cultural Barriers Process Barriers
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Habit Changes Required in Team Systems
Old Habits Die Hard Habit Changes Required in Team Systems Individuals who used to compete will have to learn to collaborate Workers who used to be paid for individual efforts will be rewarded based on team efforts Supervisors who were directive will have to become facilitative, coaching workers instead of giving orders
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Team-Building Considerations
Team Effectiveness Team Size Team Leadership Member Roles
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Team Member Roles Task Specialists Social Specialists Contributor
6 Task Specialists Social Specialists Contributor Challenger Initiator Collaborator Communicator Cheerleader Compromiser
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Team Leadership Team Leader Skills 6 Teamwork and cooperation
orientation Create a noncompetitive atmosphere Focus teams on results Team Leader Skills Reinforce contributions Encourage responsibility Share leadership Renew trust Think reasonably
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Tips for Team Leaders Don’t be afraid to admit ignorance
Know when to intervene Learn to truly share power Worry about what you take on, not what you give up Get used to learning the job
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Management of Team Processes
Team Structure Team Norms Team Personality Team Cohesiveness Stage of Team Development
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Figure 14.5 Stages of team development
7 Members become acquainted Members test behaviors Individuals accept the power and authority of formal and informal leaders Disagreement and conflict occur Personalities emerge Members assert their opinions Disagreements may arise Coalitions or subgroups may emerge The team is not yet unified Team comes together Team achieves unity, consensus about who holds power Team understands member roles Team has oneness and cohesion Team begins to function and moves toward accomplishing its goals Team members interact well Team deals with problems and coordinates work Team confronts each other if necessary
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Figure 14.6 Determinants and results of team cohesiveness
8 Figure 14.6 Determinants and results of team cohesiveness
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Figure 14.7 Effects of cohesiveness and performance norms on productivity
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Measurements of Team Effectiveness
9 Benefits of Teams Costs of Teams Synergy Increased skill and knowledge Flexibility Commitment Power-realignment costs Team-training costs Lost productivity Free-riding costs Loss of productive workers
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Team and Individual Conflict
A disagreement between two or more organizational members or teams Traditional View of Conflict Conflict is unnecessary and harmful to an organization and all evidence of it should be eliminated. Behavioral View of Conflict Conflict frequently occurs because of human nature, the need to allocate resources, and organizational life. Interactionist View of Conflict Attempting to harness conflict to maximize its positive potential for growth and to minimize its negative effects
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Figure 14.8 Philosophical views of conflict
BELIEFS REACTIONS TRADITIONAL VIEW Conflict is unnecessary. Conflict is to be feared. Conflict is harmful. Conflict is a personal failure. Immediately stop conflict. Remove all evidence of conflict including people. BEHAVIORAL VIEW Conflict occurs frequently in organizations. Conflict is to be expected. Conflict can be positive but more likely is harmful. Immediately move to resolve or eliminate conflict. INTERACTIONIST VIEW Conflict is inevitable in organizations. Conflict is necessary for organizational health. Conflict is neither inherently good nor bad. Manage conflict to maximize the positive. Manage conflict to minimize the negative.
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Positive and Negative Aspects of Conflict
10 Dysfunctional Conflict Conflict that limits the organization’s ability to achieve its objectives Functional Conflict Conflict that supports the objectives of the organization
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Sources of Conflict Sources of Conflict 11 Competition
Differences in objectives Differences in values, attitudes, and perceptions Disagreements about role requirements Disagreements about work activities Disagreements about individual approaches Breakdowns in communication Sources of Conflict
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Strategies for Managing Conflict
12 Analysis of the Conflict Situation 1 Who is in conflict? 2 3 What is the source of conflict? What is the level of conflict?
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Development of a Strategy
Avoidance Smoothing Compromise Collaboration Confrontation Appeals to superordinate objectives Decisions by a third party Conflict Strategies
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Conflict Stimulation Circumstances in which a manager might stimulate conflict: When team members exhibit and accept minimal performance When people appear to be afraid to do anything other than the norm When team members passively accept events or behavior that should motivate action
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Strategies to Stimulate Conflict
Conflict Stimulation Strategies to Stimulate Conflict 1 2 Bring in an outsider 3 Change the rules 4 Change the organization 5 Change managers Encourage competition
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Encouraging Competition
Benefits Consequences An increase in cohesion within the competitive group An increased focus on task accomplishment An increase in organization and efficiency Communication between competitors can decrease or cease to exist The competition may be perceived as an enemy Open hostility may develop between competitors One competitor can sabotage the efforts of another
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Key Terms self-managed work team avoidance forming stage collaboration
committee compromise conflict confrontation cross-functional team dysfunctional conflict executive team formal team self-managed work team smoothing storming stage superordinate objective task force team vertical team virtual team work team forming stage free rider functional conflict horizontal team norming stage performing stage process team product development team project team quality assurance team
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