1. Chapter 15 Teams, Team Work and Collaboration

2. Agenda Questions? Teams and Teaming Let’s get in OUR team! Gillian Kemp – Team project

3. Chapter Outline Teamwork Pros and Cons Trends in the Use of Teams How Teams Work Norms / Cohesiveness; Task / Maintenance Team Decision Making Leading the High Performance Team

4. Trends Committees Projects Cross-functional Employee Involvement (Quality Circle) Virtual Self-managed

5. Teams: The Way to Go The following are benefits that can result from the introduction of work teams: 1. Increased employee motivation. 2. Higher levels of productivity. 3. Increased employee satisfaction. 4. Common commitment to goals. 5. Improved communication. 6. Expanded job skills. 7. Increased organizational flexibility.

6. Teams: Not Always the Answer A critical look at four of the assumptions (that may not happen) Mature teams are task oriented and have successfully minimized the negative influences of other group forces. (Cohesion versus Performance) Individual, group, and organizational goals can all be integrated into common team goals. Participative or shared leadership is effective. The team environment drives out the subversive forces of politics, power, and conflict that divert groups from efficiently doing their work.

7. Questions to determine whether a team fits the situation: Can the work be done better by more than one person? Does work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals? Are members of the group interdependent?

8. Figure 15.3

9. Stages of Group Development Forming The first stage in group development, characterized by much uncertainty Storming The second stage in group development, characterized by intragroup conflict Norming The third stage in group development, characterized by close relationships and cohesiveness Performing The fourth stage in group development, when the group is fully functional Adjourning The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance

10. 1. Trust among members 2. Feedback mechanisms 3. Open communications 4. Approach to decisions 5. Leadership sharing 6. Acceptance of goals 7. Valuing diversity 8. Member cohesiveness 9. Support for each other 10. Performance norms Very poor Very good 1 2 3 4 5 Where you don’t want to be Where you do want to be Team Effectiveness Rating Scale

11. Time (Low) (High) First Meeting Phase 1 Phase 2 Transition Completion AB(A+B)/2 Performance The Punctuated-Equilibrium Model

12. Norms and Conformity Roles = a set of expected behaviours we all play multiple roles each day; List several roles you play Norms = acceptable standards shared by a group’s membership Describe “norms” of … hockey teams dining for the first time at your friend’s parents place Boxing Day sales a university class

13. Interaction of Norms and Cohesiveness on Performance Performance Perf. Norms Cohesiveness

14. Business Norms Tend to focus on effort and performance What cues do business organization give concerning their norms? Example: Solomon Asch and group conformity

15. Roles in Groups Task-oriented roles Roles performed by group members to ensure that the tasks of the group are accomplished Maintenance roles Roles performed by group members to maintain good relations within the group

16. Task-oriented Roles

17. Maintenance-oriented Roles

18. Group Decision Making Factors Member Status Conflict Orientation Group think contrary minded Group shift riskier decisions

19. Critical Thinking Exercise DeBono’s Hats White Hat - facts and figures focus Red Hat - emotional focus Black Hat - dwells on why something can not be done Yellow Hat - optimistic “can-do” person Green Hat - creative and open to ideas Blue Hat - concerned with control Questions: Which hat do you often wear? What would happen if only G,Y, B or W,R, B?

20. Conducting a Group Meeting Follow these 12 steps to more efficient and effective meetings: 1. Prepare a meeting agenda. 2. Distribute the agenda in advance. 3. Consult with participants before the meeting. 4. Get participants to go over the agenda. 5. Establish specific time parameters. 6. Maintain focused discussion. 7. Encourage and support participation of all members. 8. Maintain a balanced style. 9. Encourage the clash of ideas. 10. Discourage the clash of personalities. 11. Be an effective listener. 12. Bring proper closure - KEEP MINUTES / ACTIONS.

21. Diversity Multiple perspectives Greater openness to new ideas Multiple interpretations Increased creativity Increased flexibility Increased problem- solving skills Ambiguity Complexity Confusion Miscommunication Difficulty in reaching a single agreement Difficulty in agreeing on specific actions Advantages Disadvantages

22. Conflict Management Functional conflict - helps to stimulate thought, actions, deeds. Dysfunctional conflict - destructive and negative. Org. Performance H L Level of Conflict L H

23. Tools to Reduce Conflict Avoidance - withdrawal from conflict Accommodation - place other’s needs first Forcing - place one’s needs first Compromise - each gives up something of value Collaboration - seek solution which is advantageous to all parties

24. Conflict Management Styles forcing Satisfy own concern Desire to satisfy other’s concern low high low avoidance compromise accommodate collaborate

25. When to use … Tell me when you should use each of the style (what situation does it work best in?)

26. Tools to Reduce Conflict Avoidance – neither person nor issue important Accommodation – person important; issue not Forcing – person less important; issue important Compromise – both important; time shortage Collaboration – both important; time available

27. Application Question 20 Marcos (experienced) Appointed Manager of a production team; team members get along well; appear to be restricting their output to minimum acceptable levels; night shift What could he do? Why should he do them?

28. Summary and Implications 1. The introduction of teams into the workplace has greatly influenced employee jobs 2. High-performing teams have common characteristics: they contain people with special skills they commit to a common purpose, establish specific goals they have the leadership and structure to provide focus and direction they hold themselves accountable at both the individual and team levels there is high mutual trust among members Size 5-7 people

29. Project

32. Is this argument RSA? My friend and I are starting a new company and we want to become rich. A study has found that tall people make more money than shorter people. To save money in our organization, we have decided to hire only people who are shorter than average height.

33. I am from Missouri

34. Next Day Next Class: (remember to print out your insight/reflection paper) Cpt. 2: Management Learning -Past to Present; Cpt. 3: Global Dimensions of Management Read Case 3 – McCain Foods Limited (p. 100) and be prepared to discuss questions 1, 2, and 3.