1. Copyright ©2008 Cengage Learning. All rights reserved 1 Chapter 10 Managing Teams Designed & Prepared by B-books, Ltd. MGMT 2008 Chuck Williams

2. Copyright ©2008 Cengage Learning. All rights reserved 2 Why Work Teams? After reading these sections, you should be able to: 1.explain the good and bad of using teams. 2.recognize and understand the different kinds of teams.

3. Copyright ©2008 Cengage Learning. All rights reserved 3 The Good and Bad of Using Teams 1 1 When to Use And Not Use Teams Disadvantages of Teams Advantages of Teams

4. Copyright ©2008 Cengage Learning. All rights reserved 4 The Advantages of Teams Customer Satisfaction Product and Service Quality Speed and Efficiency in Product Development Employee Job Satisfaction Decision Making Commitment to decisions More alternate solutions Multiple perspectives 1.1

5. Copyright ©2008 Cengage Learning. All rights reserved 5 The Disadvantages of Teams Initially High Employee Turnover Social Loafing Disadvantages of Group Decision Making Groupthink Inefficient meetings Minority domination Lack of accountability 1.2

6. Copyright ©2008 Cengage Learning. All rights reserved 6 The Disadvantages of Teams Factors that Encourage People to Withhold Effort in Teams 1.The presence of someone with expertise 2.The presentation of a compelling argument 3.Lacking confidence in one’s ability to contribute 4.An unimportant or meaningless decision 5.A dysfunctional decision-making climate 1.2

7. Copyright ©2008 Cengage Learning. All rights reserved 7 When to Use Teams  There is a clear purpose  The job can’t be done unless people work together  Team-based rewards are possible  Ample resources exist  Teams have authority  There is a clear purpose  The job can’t be done unless people work together  Team-based 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 independently  Only individual-based rewards exist  Resources are scarce  Management controls 1.3

8. Copyright ©2008 Cengage Learning. All rights reserved 8 Kinds of Teams How Teams Differ in Autonomy How Teams Differ in Autonomy Special Kinds of Teams Special Kinds of Teams 2 2

9. Copyright ©2008 Cengage Learning. All rights reserved 9 Autonomy, the Key Dimension Traditional Work Groups Traditional Work Groups Employee Involvement Teams Employee Involvement Teams Semi- autonomous Work Groups Semi- autonomous Work Groups Self- managing Teams Self- managing Teams Self- designing Teams Self- designing Teams Autonomy 2.1

10. Copyright ©2008 Cengage Learning. All rights reserved 10 Special Kinds of Teams Cross-Functional Teams Virtual Teams Project Teams 2.2

11. Copyright ©2008 Cengage Learning. All rights reserved 11 Cross-Functional Teams Employees from different functional areas Attack problems from multiple perspectives Generate more ideas and alternative solutions Often used in conjunction with matrix and product organizational structures 2.2

12. Copyright ©2008 Cengage Learning. All rights reserved 12 Tips for Managing Successful Virtual Teams Virtual Teams Select self-starters and strong communicators Keep the team focused on clear, specific goals Provide frequent feedback Keep team upbeat and action-oriented Periodically bring team members together Improve communications Ask team members for feedback on how well team is working Empower virtual teams 2.2

13. Copyright ©2008 Cengage Learning. All rights reserved 13 Project Teams Created to complete specific, one-time projects within a limited time Often used to develop new products, improve existing products, roll out new information systems, or build new factories/offices Can reduce or eliminate communication barriers, and speed up the design process Promote flexibility 2.2

14. Copyright ©2008 Cengage Learning. All rights reserved 14 Managing Work Teams After reading these sections, you should be able to: 3.understand the general characteristics of work teams. 4.explain how to enhance work team effectiveness.

15. Copyright ©2008 Cengage Learning. All rights reserved 15 Work Team Characteristics Team Size Team Size Team Conflict Team Conflict Team Development Team Development Team Norms Team Norms Team Cohesiveness Team Cohesiveness 3 3

16. Copyright ©2008 Cengage Learning. All rights reserved 16 Team Norms Informally agreed-on standards that regulate team behavior Powerful influence on work behavior Regulate the everyday behaviors of teams 3.1

17. Copyright ©2008 Cengage Learning. All rights reserved 17 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 high levels of performance 3.2

18. Copyright ©2008 Cengage Learning. All rights reserved 18 Promoting Team Cohesiveness 1.Make sure all team members are present at team meetings 2.Create additional opportunities for teammates to work together 3.Engage in nonwork activities as a team 4.Make employees feel that they are part of a “special” organization 3.2

19. Copyright ©2008 Cengage Learning. All rights reserved 19 Team Size Size Performance 3.3

20. Copyright ©2008 Cengage Learning. All rights reserved 20 Team Conflict C-type Conflict –cognitive conflict –focuses on problems and issues –associated with improvements in team performance A-type Conflict –affective conflict –emotional, personal disagreements –associated with decreases in team performance Both types often occur simultaneously 3.4

21. Copyright ©2008 Cengage Learning. All rights reserved 21 How Teams Can Have a Good Fight 1.Work with more, rather than less, information 2.Develop multiple alternatives to enrich debate 3.Establish common goals 4.Inject humor into the workplace 5.Maintain a balance of power 6.Resolve issues without forcing a consensus 3.4

22. Copyright ©2008 Cengage Learning. All rights reserved 22 Stages of Team Development Team Performance Time Forming Storming Norming Performing De-Norming De-Storming De-Forming 3.5

23. Copyright ©2008 Cengage Learning. All rights reserved 23 Enhancing Work Team Effectiveness TeamTraining TeamCompensation Selecting Team Members Setting Team Goals and Priorities 4 4

24. Copyright ©2008 Cengage Learning. All rights reserved 24 Setting Team Goals and Priorities Team goals enhance team performance Goals clarify team priorities Challenging team goals help team members to regulate effort 4.1

25. Copyright ©2008 Cengage Learning. All rights reserved 25 Requirements for Stretch Goals to Motivate Team Performance Teams have a high degree of autonomy Teams are empowered with control resources Teams need for structural accommodation Teams need bureaucratic immunity 4.1

26. Copyright ©2008 Cengage Learning. All rights reserved 26 Selecting People for Teamwork TeamDiversityTeamDiversity TeamLevelTeamLevelIndividualism-CollectivismIndividualism-Collectivism 4.2

27. Copyright ©2008 Cengage Learning. All rights reserved 27 Team Training ConflictConflict Interpersonal Skills Decision Making and Problem Solving Technical Training Training for Team Leaders 4.3

28. Copyright ©2008 Cengage Learning. All rights reserved 28 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

29. Copyright ©2008 Cengage Learning. All rights reserved 29 Team Compensation and Recognition The level of reward must match the level of performance Three methods of compensating team participants: –skill-based pay –gainsharing –nonfinancial rewards 4.4

30. Copyright ©2008 Cengage Learning. All rights reserved 30 Team Compensation and Recognition 4.4 According to one survey, only 37% of companies are satisfied with their team compensation plans. Only 10% are extremely positive about their team compensation plans. Evidence of the challenge presented by developing team-based compensation.