1. Chapter 10 Leading Teams 12 angry men

2. Learning Outcomes After reading this chapter, you should be able to: 1.Explain the good and bad of using teams. 2.Recognize and understand the different kinds of teams. 3.Understand the general characteristics of work teams. 4.Explain how to enhance work team effectiveness. Copyright © 2015 by Nelson Education Ltd.10-2

3. Work Teams A small number of people with complementary skills who hold themselves mutually accountable for pursuing a common purpose Achieving performance goals and improving interdependent work processes Copyright © 2015 by Nelson Education Ltd. 3 10-3

4. The Good and Bad of Using Teams: Advantages Customer satisfaction Product and service quality Employee job satisfaction Decision making –Multiple perspectives –More alternate solutions –Commitment to decisions Copyright © 2015 by Nelson Education Ltd.10-4 1.1

5. The Good and Bad of Using Teams: Disadvantages Initially high employee turnover Social loafing Disadvantages of group decision making –Groupthink –Inefficient meetings –Minority domination –Lack of accountability Copyright © 2015 by Nelson Education Ltd.10-5 1.2

6. When to Use and When Not to Use Teams Copyright © 2015 by Nelson Education Ltd. 6 10-6

7. Copyright © 2015 by Nelson Education Ltd.7 7 2.1 10-7 Team Autonomy Continuum

8. Class Activity: Google Watch the video Working at Google.Working at Google How does working at Google relate to this chapter? Copyright © 2015 by Nelson Education Ltd. 8 10-8 1 1 Beyond the Book

9. Special Kinds of Teams Cross- Functional Teams Virtual Teams Project Teams Copyright © 2015 by Nelson Education Ltd.10-9 2.2

10. Team Norms Informally agreed-on standards that regulate team behaviour that regulate the everyday team behaviours Studies indicate that norms are one of the most powerful influences on work behaviour. Effective work teams develop norms about the quality and timeliness of job performance, absenteeism, safety, and expression of ideas. Copyright © 2015 by Nelson Education Ltd. 10 10-10 3.1

11. Special Kinds of Teams Cross-Functional Employees from different functional areas Generate more ideas and alternative solutions Used in conjunction with matrix and product organizational structures Copyright © 2015 by Nelson Education Ltd.10-11 2.2

12. Special Kinds of Teams Virtual Select self-starters and strong communicators Provide frequent feedback Keep team upbeat and action-oriented Empower virtual teams Copyright © 2015 by Nelson Education Ltd.10-12 2.2

13. Special Kinds of Teams Project One-time projects within a limited time Promote flexibility Copyright © 2015 by Nelson Education Ltd.10-13 2.2

14. Work Team Characteristics Copyright © 2015 by Nelson Education Ltd. 14 Team Size Team Conflict Team Development Team Norms Team Cohesiveness 14 10-14 3 3

15. Team Cohesiveness Why: Retain their members Promote cooperation Have high levels of performance How: All members attend meetings Rearranging work schedules Creating common workspaces Engage non-work activities Copyright © 2015 by Nelson Education Ltd.10-15 3.2

16. Team Size Copyright © 2015 by Nelson Education Ltd.10-16 Size Performance 16 3.3

17. Team Conflict C-Type Conflict (Cognitive) Focuses on problems and issues Associated with improvements in team performance A-Type Conflict (Affective) Emotional, personal disagreements Associated with decreases in team performance Copyright © 2015 by Nelson Education Ltd.10-17 3.4

18. Copyright © 2015 by Nelson Education Ltd.10-18 3.4 How to Have a Good Fight

19. Team Goals Team goals lead to much higher team performance 93 percent of the time. Copyright © 2015 by Nelson Education Ltd. 19 10-19

20. Stages of Team Development Copyright © 2015 by Nelson Education Ltd. 20 10-20 3.5

21. Enhancing Work Team Effectiveness 21 Effectiveness Setting Team Goals and Priorities Selecting Team Members Team Compensation Team Training Copyright © 2015 by Nelson Education Ltd.10-21 4 4

22. Setting Team Goals and Priorities Team goals enhance team performance. Goals clarify team priorities. Challenging team goals helps team members to regulate effort. Copyright © 2015 by Nelson Education Ltd. 22 4.1 10-22

23. Requirements for Stretch Goals to Motivate Team Performance 1.Teams have a high degree of autonomy. 2.Teams are empowered with control resources. 3.Teams need structural accommodation. 4.Teams need bureaucratic immunity. Copyright © 2015 by Nelson Education Ltd. 23 4.1 10-23

24. 24 Selecting People for Teamwork Team Diversity Team Diversity Team Level Team Level Individualism- Collectivism Individualism- Collectivism 24 Copyright © 2015 by Nelson Education Ltd.10-24 4.2

25. The Team Player Inventory Copyright © 2015 by Nelson Education Ltd. 25 10-25

26. Team Training Team Success Interpersonal skills Decision making and problem solving Conflict Technical training Training for team leaders Copyright © 2015 by Nelson Education Ltd. 26 10-26 4.3

27. Top 10 Problems Reported by Team Leaders 1. Confusion about their new roles and about what they should be doing differently 2. Feeling they’ve lost control 3. Not knowing what it means to coach or empower 4. Having personal doubts about whether the team concept will really work 5. Uncertainty about how to deal with employees’ doubts about the team concept Copyright © 2015 by Nelson Education Ltd. 27 10-27 Source: B. Filipczak, M. Hequet, C. Lee, M. Picard, and D. Stamps, “More Trouble with Teams,” Training, October 1996: 21.

28. Top 10 Problems Reported by Team Leaders 6. Confusion about when a team is ready for more responsibility 7. Confusion about how to share responsibility and accountability with the team 8. Concern about promotional opportunities, especially about whether the “team leader” title carries any prestige 9. Uncertainty about the strategic aspects of the leader’s role as the team matures 10. Not knowing where to turn for help with team problems, as few, if any, of their organization’s leaders have led teams Copyright © 2015 by Nelson Education Ltd. 28 10-28 Source: B. Filipczak, M. Hequet, C. Lee, M. Picard, and D. Stamps, “More Trouble with Teams,” Training, October 1996: 21.

29. Team Compensation and Recognition The level of reward must match the level of performance. Methods of compensating team participants: –Skill-based pay –Gainsharing –Nonfinancial rewards Copyright © 2015 by Nelson Education Ltd.10-29 4.4