1. Unit Seven Seminar Intro to Management AB140 Instructor: Jill Burgett **Don’t forget to make sure your volume is up

2. Unit Seven Coursework Discussion Discussion –Be sure to post three times (min 100 words) on three separate days (from Wed-Tues) to receive full credit. –Your first post should answer the discussion question and your second two posts (on separate days) should be responses to classmates. All posts should be a minimum of 100 words. Assignment Assignment –Watch a scenario about Sandwich Blitz, Inc. writing about how self-managed teams could be used at Sandwich Blitz to allow Jack more time to devote to growing the business (watch grammar). Review Review –5 multiple choice questions on Chapter 11. ***All Unit Seven work is due by next Tuesday at 11:59 PM EST

3. Progress Be sure to check the gradebook to make sure all the assignments you have posted are showing as graded. Be sure to check the gradebook to make sure all the assignments you have posted are showing as graded. Also, please check your Kaplan email account on a regular basis in case I send you an important note. Also, please check your Kaplan email account on a regular basis in case I send you an important note.

4. Tonight’s Seminar What to expect in Unit Seven What to expect in Unit Seven Chapter 11: Teamwork (Pages 244 – 256)  Why some groups fail  How teams contribute to an organization  Various types of teams

5. How Can Teams Help? Effective as a building block for organization structure Effective as a building block for organization structure Increase productivity, improve quality, enhance speed, and reduce costs Increase productivity, improve quality, enhance speed, and reduce costs Forces for innovation and change. Forces for innovation and change. Provide benefits for their members Provide benefits for their members –Useful learning, feedback, growth, and development mechanisms

6. The New Team Environment Team - a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable Team - a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable Working group - a collection of people who work in the same area or have been drawn together to undertake a task but do not necessarily come together as a unit and achieve significant performance improvements. Working group - a collection of people who work in the same area or have been drawn together to undertake a task but do not necessarily come together as a unit and achieve significant performance improvements.

7. The New Team Environment

8. Different Types of Organizational Teams Work Teams - teams that make or do things like manufacture, assemble, sell, or provide service Work Teams - teams that make or do things like manufacture, assemble, sell, or provide service Project and Development Teams - teams that work on long-term projects but disband once the work is completed Project and Development Teams - teams that work on long-term projects but disband once the work is completed Parallel Teams - teams that operate separately from the regular work structure, and exist temporarily. Parallel Teams - teams that operate separately from the regular work structure, and exist temporarily. Management Teams - teams that coordinate and give direction to the subunits under their jurisdiction and integrate work among subunits Management Teams - teams that coordinate and give direction to the subunits under their jurisdiction and integrate work among subunits Transnational Teams - work groups composed of multinational members whose activities span multiple countries Virtual Teams - teams that are physically dispersed and communicate electronically more than face-to-face

9. Team Autonomy Continuum

10. Different Types of Organizational Teams (Cont.) Self-Managed Teams Traditional Work Groups - groups that have no managerial responsibilities Quality Circles - voluntary groups of people drawn from various production teams who make suggestions about quality Semiautonomous Work Groups - groups that make decisions about managing and carrying out major production activities but get outside support for quality control and maintenance Autonomous Work Groups - groups that control decisions about and execution of a complete range of tasks

11. Different Types of Organizational Teams (Cont.) Self-Managed Teams Self-Designing Teams - Teams with the responsibilities of autonomous work groups, plus control over hiring, firing, and deciding what tasks members perform Self-Managed Teams - Autonomous work groups in which workers are trained to do all or most of the jobs in a unit, have no immediate supervisor, and make decisions previously made by first-line supervisors

12. Unit Seven Assignment Jack and Jenny are pleased with Sandwich Blitz’s past performance but feel that they are each unable to devote their time and energy to take the business to the next level Jack and Jenny are pleased with Sandwich Blitz’s past performance but feel that they are each unable to devote their time and energy to take the business to the next level Jack has heard that other businesses have successfully used a team approach to managing with good results and wonders if this could help him as well as the location managers Jack has heard that other businesses have successfully used a team approach to managing with good results and wonders if this could help him as well as the location managers Refer to section on Self-Managed Teams on page 247 of your text Refer to section on Self-Managed Teams on page 247 of your text Explain how self-managed teams could be used at Sandwich Blitz to allow Jack more time to devote to growing the business. Explain how self-managed teams could be used at Sandwich Blitz to allow Jack more time to devote to growing the business.

13. How Groups Become Real Teams Forming - Group members attempt to lay the ground rules for what types of behavior are acceptable. Forming - Group members attempt to lay the ground rules for what types of behavior are acceptable. Storming - Hostilities and conflict arise, and people jock for positions of power and status. Storming - Hostilities and conflict arise, and people jock for positions of power and status. Norming - Group members agree on their shared goals, and norms and closer relationships develop. Norming - Group members agree on their shared goals, and norms and closer relationships develop. Performing - The group channels its energies into performing its tasks. Performing - The group channels its energies into performing its tasks.

14. Stepping Up to Team Leadership

15. Why Do Groups Sometimes Fail? Ineffective communication Ineffective communication Lack of effective chartering, visioning, and goal setting Lack of effective chartering, visioning, and goal setting Lack of clarity about roles Lack of clarity about roles Not keeping morale and momentum high Not keeping morale and momentum high Not keeping productivity high Not keeping productivity high Lack of trust Lack of trust

16. Building Team Effectiveness The productive output of the team meets or exceeds the standards of quantity and quality. The productive output of the team meets or exceeds the standards of quantity and quality. Team members realize satisfaction of their personal needs. Team members realize satisfaction of their personal needs. Team members remain committed to working together again. Team members remain committed to working together again. Effective teams: Effective teams: –focus on performance –need feedback on their performance –Have skilled members

17. Positive/Negative Effects Of Teamwork Social loafing - working less hard and being less productive when in a group Social loafing - working less hard and being less productive when in a group Social loafing occurs when: Social loafing occurs when: –individuals believe their contributions are not important –others will do the work for them –their lack of effort will go undetected –they will be the lone sucker if they work hard but others don’t Social facilitation effect - working harder when in a group than when working alone Social facilitation effect - working harder when in a group than when working alone

18. Social Facilitation Effect Group members know each other. Group members know each other. They can observe and communicate with one another. They can observe and communicate with one another. Clear performance goals exist. Clear performance goals exist. The task is meaningful to the people working on it. The task is meaningful to the people working on it. Group members believe that their efforts matter and that others will not take advantage of them. Group members believe that their efforts matter and that others will not take advantage of them. The culture supports teamwork. The culture supports teamwork.

19. Roles & Cohesiveness For Team Effectiveness Roles - different sets of expectations for how different individuals should behave Roles - different sets of expectations for how different individuals should behave Cohesiveness - The degree to which a group is attractive to its members, members are motivated to remain in the group, and members influence one another Cohesiveness - The degree to which a group is attractive to its members, members are motivated to remain in the group, and members influence one another Task Specialist - An individual who has more advanced job-related skills and abilities than other group members possess Task Specialist - An individual who has more advanced job-related skills and abilities than other group members possess Team Maintenance Specialist - Individual who develops and maintains team harmony Team Maintenance Specialist - Individual who develops and maintains team harmony

20. Building Cohesiveness and High-Performance Norms Recruit members with similar attitudes, values, and backgrounds. Recruit members with similar attitudes, values, and backgrounds. Maintain high entrance and socialization standards. Maintain high entrance and socialization standards. Keep the team small. Keep the team small. Help the team succeed, and publicize its successes. Help the team succeed, and publicize its successes. Be a participative leader. Be a participative leader. Present a challenge from outside the team. Present a challenge from outside the team. Tie rewards to team performance. Tie rewards to team performance.

21. Cohesiveness, Performance Norms, & Group Performance

22. Managing Conflict within and among Teams Avoidance - a reaction to conflict that involves ignoring the problem by doing nothing at all, or deemphasizing the disagreement Avoidance - a reaction to conflict that involves ignoring the problem by doing nothing at all, or deemphasizing the disagreement Accommodation - a style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one’s own interests Accommodation - a style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one’s own interests Compromise - a style of dealing with conflict involving moderate attention to both parties Compromise - a style of dealing with conflict involving moderate attention to both parties

23. Managing Conflict within and among Teams Competing - a style of dealing with conflict involving strong focus on one’s own goals and little or no concern for the other person’s goals Competing - a style of dealing with conflict involving strong focus on one’s own goals and little or no concern for the other person’s goals Collaboration - a style of dealing with conflict emphasizing both cooperation and assertiveness in order to maximize both parties’ satisfaction Collaboration - a style of dealing with conflict emphasizing both cooperation and assertiveness in order to maximize both parties’ satisfaction Superordinate goals - higher-level goals taking priority over specific individual or group goals Superordinate goals - higher-level goals taking priority over specific individual or group goals Mediator - a third party who intervenes to help others manage their conflict Mediator - a third party who intervenes to help others manage their conflict

24. Conflict Management Strategies

25. Strategies HR Managers use to settle disputes They investigate by interviewing the disputants and other s and gathering more information. They investigate by interviewing the disputants and other s and gathering more information. They decide how to resolve the dispute, often in conjunction with the disputants’ bosses. They decide how to resolve the dispute, often in conjunction with the disputants’ bosses. They take action by explaining their decisions and the reasoning, and advise or train the disputants to avoid future incidents. They take action by explaining their decisions and the reasoning, and advise or train the disputants to avoid future incidents. They follow up by making sure everyone understands the solution, documenting the conflict and the resolution, and monitoring the results by checking back with the disputants and their bosses. They follow up by making sure everyone understands the solution, documenting the conflict and the resolution, and monitoring the results by checking back with the disputants and their bosses.

26. Next Seminar Please join me next week for our unit eight seminar. Please join me next week for our unit eight seminar. Any questions, comments, or concerns? Any questions, comments, or concerns?