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  • 1. McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
  • 2. Learning Objectives
    • L01: How teams contribute to organization’s effectiveness.
    • L02: Distinguish new team environment from traditional work groups.
    • L03: How do groups become teams?
  • 3. Learning Objectives
    • L04: Why do groups sometimes fail?
    • L05: How to build an effective team.
    • L06: List methods for managing a team’s relationships with other teams.
    • L07: Identify ways to manage conflict.
  • 4. The Contributions of Teams
    • Teams can be powerfully effective as a building block for organization structure.
      • increase productivity, improve quality, enhance speed, and reduce costs.
      • powerful forces for innovation and change.
      • provide benefits for members
        • useful learning, feedback, growth, and development mechanisms.
  • 5. The New Team Environment
    • Team
      • small number of people with complementary skills committed to a common purpose and set of performance goals
      • hold themselves mutually accountable
    • Working group
      • collection of people who work in the same area or come together to undertake a task
      • do not necessarily have a common purpose
  • 6. Different Types of Organizational Teams
    • Project and Development Teams - teams that work on long-term projects but disband once the work is completed
    • Quality Circles - voluntary groups of people drawn from various production teams who make suggestions about quality
    • 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
  • 7. Team Autonomy Continuum
  • 8. How Groups Become Real Teams
    • Forming - Group members lay ground rules for what types of behavior are acceptable.
    • Storming - Hostilities and conflict arise; people jock for positions of power and status.
    • Norming - Group members agree on shared goals; norms and closer relationships develop.
    • Performing - Group channels its energies into performing tasks.
  • 9. Why do groups sometimes fail?
    • Ineffective communication
    • Lack of effective chartering, visioning, and goal setting
    • Lack of clarity about roles
    • Keeping morale and momentum high
    • Keeping productivity high
    • Lack of trust
  • 10. Building Team Effectiveness
    • 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 remain committed to working together again.
    • Effective teams:
      • focus on performance
      • need feedback on their performance
      • Have skilled members
  • 11. Managers motivate effective teamwork
    • Social loafing - working less hard and being less productive when in a group
    • 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
  • 12. Roles & Cohesiveness for team effectiveness
    • Roles - different sets of expectations for how different individuals should behave
    • 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
    • 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
  • 13. Building Cohesiveness and High-Performance Norms
    • Recruit members with similar attitudes, values, and backgrounds.
    • Maintain high entrance and socialization standards.
    • Keep the team small.
    • Help the team succeed, and publicize its successes.
    • Be a participative leader.
    • Present a challenge from outside the team.
    • Tie rewards to team performance.
  • 14. Managing Lateral Relationships
    • Gatekeeper - a team member who stays abreast of current information and informs the group of important developments
  • 15. Conflict Management Strategies
  • 16. Managing Conflict within and among Teams
    • Avoidance
      • reaction to conflict that involves ignoring problem by doing nothing at all, or deemphasizing disagreement
    • Accommodation
      • style of dealing with conflict involving cooperation on behalf of other party but not being assertive about one’s own interests
    • Compromise
      • a style of dealing with conflict involving moderate attention to both parties
  • 17. Managing Conflict within and among Teams
    • Competing
      • style of dealing with conflict involving strong focus on one’s own goals and little or no concern for other person’s goals
    • Collaboration
      • style of dealing with conflict emphasizing both cooperation and assertiveness in order to maximize both parties’ satisfaction
    • Mediator
      • third party who intervenes to help others manage their conflict
  • 18. Strategies HR Managers use to settle disputes
    • Interview all parties to gather information.
    • Decide how to resolve the dispute, often in conjunction with disputants’ bosses.
    • Explain decisions and reasoning; advise or train disputants to avoid future incidents.
    • Follow up to make sure everyone understands solution, document conflict and resolution.
    • Monitor results by checking back with disputants and bosses.
  • 19.  
  • 20. YOU should be able to
    • L01: Discuss how teams can contribute to an organization’s effectiveness.
    • L02: Distinguish the new team environment from that of traditional work groups.
    • L03: Summarize how groups become teams.
  • 21. YOU should be able to
    • L04: Explain why groups sometimes fail.
    • L05: Describe how to build an effective team.
    • L06: List methods for managing a team’s relationships with other teams.
    • L07: Identify ways to manage conflict.
  • 22.  
  • 23. Test Your Knowledge
    • Explain at least four ways that teams can help organizations.
  • 24. Test Your Knowledge
    • Sebastian Stabilio just joined a team of people from throughout his organization whose primary task is to recommend valuable uses for the scrap generated in the manufacturing process. The team meets twice per week; otherwise members work within the usual organizational structure. The team, not permanent, which Sebastian has joined, would be considered a:
    • A) work team.
    • B) working group.
    • C) project group.
    • D) project team.
    • E) parallel team.
  • 25. Test Your Knowledge
    • Describe the process by which groups become real teams.
  • 26. Test Your Knowledge
    • Read the Starbucks story on page 252.
    • Describe the Jumpstart team’s common purpose.
    • How does the establishment of a permanent
    • location contribute to the achievement of this
    • purpose?
    • How might the performance of the Jumpstart UNO
    • program be measured?
    • Write a few possible performance goals
    • the team could use.
  • 27. Test Your Knowledge
    • Prior to hiring a consultant to assist with a departmental
    • reorganization, the departmental manager was required
    • to get the project (and the project's expense) approved by
    • two other departments: accounting and human resources.
    • This type of requirement facilitates ______ relationships in
    • the organization.
    • A) service
    • B) advisory
    • C) audit
    • D) stabilization
    • E) liaison
  • 28. Test Your Knowledge
    • Discuss the conflict management strategies. When are each most appropriate?