1. Chapter 14 Managing Teams

2. Learning Objectives After reading this chapter, you should be able to:  Translate the benefits teams provide into competitive advantages.  Identify the different types of teams – self- managed, parallel, project, and virtual.  Track the stages of team development that occur over the life of a project and help the team perform effectively.  Recognize the key roles that team members must play to ensure high performance.  Master the skills to detect and control team performance problems.  Manage team conflict through negotiation.

3. As U.S. companies employ more knowledge workers, they are increasingly using teams to fully engage and empower workers to utilize their knowledge for the company’s advantage. More work is being performed in teams. The ability to manage teams has become an important skill for managers and employees.

4. Justin Yuen’s presentation (Winter term)  Google Of 10,000 employees, 5,000 work in teams Multiple teams Average size of teams = 3 Easy to switch teams Use technology to assist teams  Whole Foods Organizational unit in stores and HQ: team 8 teams per store Autonomy Teams engaged in a variety of activities

5. Justin’s Nike Experience  Pursue sustainable initiatives  Organized by Europe Footwear Shambhala Team  Launched with aid of a couple hundred people working in teams

6. Team  A team is a small number of people with complementary skills who are committed to:  a common purpose,  a set of performance goals,  an approach for which they hold themselves mutually accountable.  Team members interact with each other on a regular basis.

7. Team (continued)  Teams share performance goals.  Individuals on a team are mutually responsible for end results.  The team environment produces synergy.  This allows individuals to blend complementary skills and talents to produce a product that is more valuable than the sum of the individual contributions.

8. Work Group  Members of a work group are held accountable for their individual work.  They are not responsible for the output of the entire group.  A work group is more likely to have a strong, directive leader who seeks input from group members and then delegates work to various individuals to complete.

9. Not All Groups Are Teams (1 of 2) CollectiveIndividualWork Products Team purpose that the team itself delivers Same as the broader organization mission Purpose Individual and mutualIndividualAccountability Shared leadership rolesStrong, clearly focused leader Leadership TeamWorking GroupCharacteristic

10. Not All Groups Are Teams (2 of 2) Discusses, decides, and does real work together Discusses, decides, and delegates Decision-making Process Directly, by collective work products Indirectly, by its influence on others Performance Measurement Open-ended discussion, active problem-solving EfficientMeeting Style TeamWorking GroupCharacteristic

11. Skills for Managing Teams Conflict Management Skills Negotiation Skills Skills for Handling Difficult Team Members

12. The Benefits of Teams Costs and Productivity Quality Improvements SpeedInnovation

13. Types of Teams Self-Managed Teams Project Teams Parallel Teams Virtual Teams

14. Team Characteristics High Low Duration of Team Team Member Time Commitment Project Team Self-managed Team Project Team Parallel Team Virtual Team Parallel Team

15. Self-Managed Teams (SMT)  Responsible for producing an entire product, component, or service.  Formalized as part of the organization structure.  Employees are assigned to it on a full-time basis, and its duration is long.  Utilize employees whose jobs are similar but who may have different levels of skill.

16. Self-Managed Teams (continued)  Team members combine their skills to produce an important organizational outcome.  Have authority to make many decisions that traditionally have been made by supervisors or managers.  Members need a variety of skills:  Technical skills  Management skills  Interpersonal Skills

17. Project Teams  Work on a specific project that has a beginning and an end.  Team members work full-time until the project is completed.  Composed of members from different functions or different technical disciplines.  Key criterion for judging team performance is meeting or exceeding milestone deadlines.

18. Parallel Teams  Sometimes called problem-solving teams or special- purpose teams.  Focus on a problem or issue that requires only part- time commitment from team members.  Employee spends a few hours per week with the parallel team, and the remainder of the time on his/her regular job.  When the problem is solved the team is disbanded.  Can be of short or long duration.

19. Virtual Teams  Take advantage of interactive computer technologies to enable distant people to work together.  Require only a part-time commitment.  Make it possible for companies to cross organizational boundaries:  Linking customers, suppliers, and business partners to improve the quality and increase the speed with which a new product or service is brought to the market.

20. Managing Team Performance  Team performance requires vigilant management.  Factors that need to be taken into account in managing effective team performance are:  The stages of team development.  The roles of team members and leaders.  Team member behaviors.

21. Stages of Team Development 1. Forming 2. Storming3. Norming 4. Performing5. Adjourning

22. Roles of Team Members Task-Facilitating Role  Direction giving  Information seeking  Information giving  Coordinating  Summarizing Task-Facilitating Role  Direction giving  Information seeking  Information giving  Coordinating  Summarizing Relationship-Building Role  Supporting  Harmonizing  Tension relieving  Energizing  Facilitating Relationship-Building Role  Supporting  Harmonizing  Tension relieving  Energizing  Facilitating

23. Effective Ways to Enact the Role of Team Leader  How can a team leader positively influence team processes and outcomes?  Take care of team members  Communicate with team members  Share power with the team  Learn to relax and admit your ignorance

24. Behavioral Dimensions of Effective Teams Team Cohesiveness Team Norms Cooperative Behavior Trust Interdependence

26. Trust  Willingness of one person to increase vulnerability to the actions of another Willingness to stick my neck out because I know I can rely on team member  Can be created by Communicating openly Share credit Reciprocate Avoid acting purely out of self interest (or what goes around, comes around)

27. Team Performance Problems Free Riders Nonconforming High Performers Lack of Teamwork Rewards

28. Video: Delta Force Writing:

29. Team Management Skills  Conflict Management Skills  Functional conflict - conflict that stimulates team and organizational performance  Dysfunctional conflict - conflict that has a negative effect on team and organizational performance

30. IntegratingObliging DominatingAvoiding Compromising HighLow High Low Concern for Others Concern for Self Source: MA Rahim, “A Strategy for Managing Conflict in Complex Organizations, Human Relations, January 1985, p 84. Used with author’s permission. Five Conflict-Handling Styles

31. Applying the Problem-solving style of conflict management  The willingness of both parties is necessary  Convene meetings at the right time and place  Give both parties ample time to cool down  Resume discussion until a workable solution is achieved

32. Negotiation Skills  Win-win Style, or integrative bargaining  determine a personal bottom line  understand the other party's real needs and objectives  emphasize common ground, de-emphasize differences  search for mutually agreeable solutions  focus on building a relationship rather than a one- time deal  Win-lose Style, or distributive bargaining one party will receive the most beneficial distribution of a fixed amount of goods.

33. Negotiation Skills (continued)  Three Common Mistakes of Negotiation  Do not assume that a negotiation must always result in a settlement.  Avoid becoming fixated on one particular issue in the negotiation.  Do not assume that the other party has all the power due to greater levels of experience.

34. Minicase 14.2: Whole Foods  Review Manager’s Notebook 14.1 and 14.2 and based on discussion question 1, discuss the following: What must happen if these companies in the industry were to apply team work as Whole Foods does?  Write: TBA