1. Managing Teams

2. Team 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. Synergy: allows individuals to blend complementary skills and talents to produce a product that is more valuable than the sum of the individual contributions.

3. 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.

4. Benefits of Teams Costs and Productivity Quality Improvements Speed Innovation

5. Self-Managed Teams (SMT) Responsible for producing an entire product, component, or service. Formalized as part of the organization structure Employees are assigned full-time basis, Long duration. Employees have similar jobs but different levels of skill Members combine their skills to produce an important organizational outcome. Authority to make decisions that traditionally made by supervisors or managers. Members need Technical skills Management skills Interpersonal Skills

6. 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.

7. Parallel Teams 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.

8. 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.

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

10. 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.

11. Stages of Team Development 1. Forming: meet for the first time, get acquainted 2. Storming: voice different opinions about team goals 3. Norming: conflict resolution, agreement about team goals 4. Performing: focus on the task of the team 5. Adjourning: After completing the work, members feel satisfied, but anxious.

12. 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

13. Effective Team Leaders  Take care of team members  Communicate with team members  Share power with the team  Learn to relax and admit your ignorance

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

15. Team Performance Problems Free-rider Non-conforming High performers Lack of Teamwork Rewards

16. 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

17. Problem-solving style 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

18. 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. 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.