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MBA MCO101 Unit 8 C Lecture 9 200806 Xx

MBA MCO101 Unit 8 C Lecture 9 200806 Xx






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    MBA MCO101 Unit 8 C Lecture 9 200806 Xx MBA MCO101 Unit 8 C Lecture 9 200806 Xx Presentation Transcript

    • Unit 8C: Motivation, Leadership, Groups and Teams
    • Managing Expectations
      • At the end of the course, students will be able to:
        • Explain fundamental concepts and principles of management including the basic roles, skills, and functions of management
        • Discuss the knowledgeable of historical development, theoretical aspects and practice application of managerial process
        • Examine the environment, technology, human resources, and organisations in order to achieve high performance
        • Discuss the ethical dilemmas faced by managers and the social responsibilities of businesses.
    • Managing Expectations
        • Management, Managers and evolution of Management theory
        • Personality traits and diversity
        • Organisation, Globalisation and the resulting environments
        • Decision-making and Planning
        • Structure and Strategy
        • Executing and Controlling
        • Human Resources Management as a function
        • Motivation, Leadership, Groups and Teams
        • Communication, conflicts and politics
        • Operations Management. Entrepreneurship. Innovation
    • Managing Expectations
      • After going through UNIT 8C, you should be able to:
        • explain the good and bad of using teams.
        • recognize and understand the different kinds of teams.
        • understand the general characteristics of work teams.
        • explain how to enhance work team effectiveness.
    • The Good and Bad of Using Teams ADVANTAGES Customer Satisfaction Product and Service Quality Speed and Efficiency in Product Development Employee Job Satisfaction Decision Making Commitment to decisions More alternate solutions Multiple perspectives
    • 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
    • When to Use Teams
      • There is a clear purpose
      • The job can’t be done unless people work together
      • Team-based rewards are possible
      • Ample resources exist
      • Teams have authority
      • There is no clear purpose
      • The job can be done independently
      • Only individual-based rewards exist
      • Resources are scarce
      • Management controls
    • Kinds of Teams Autonomy How Teams differ in Autonomy Traditional Work Groups Employee Involvement Teams Semi- autonomous Work Groups Self- managing Teams Self- designing Teams Autonomy
    • Special Kinds of Teams
      • Employees from different functional areas
      • Attack problems from multiple perspectives
      • Generate more ideas and alternative solutions
      • Often used in conjunction with matrix and product organizational structures
      • Select self-starters and strong communicators
      • Keep the team focused on clear, specific goals
      • Provide frequent feedback
      • Keep team upbeat and action-oriented
      • Periodically bring team members together
      • Improve communications
      • Ask team members for feedback on how well team is working
      • Empower virtual teams
      • Created to complete specific, one-time projects within a limited time
      • Often used to develop new products, improve existing products, roll out new information systems, or build new factories/offices
      • Can reduce or eliminate communication barriers, and speed up the design process
      • Promote flexibility
      Cross-Functional Teams Virtual Teams Project Teams
    • Work Team Characteristics Team Size Team Conflict Team Development Team Norms Team Cohesiveness
    • Team Cohesiveness
      • The extent to which members are attracted to the team and motivated to remain in it
      • Cohesive teams:
        • retain their members
        • promote cooperation
        • have high levels of performance
      • Make sure all team members are present at team meetings
      • Create additional opportunities for teammates to work together
      • Engage in non-work activities as a team
      • Make employees feel that they are part of a “special” organization
      Promoting team cohesiveness
    • Team Size Size Performance
    • Team Conflict
      • C-type Conflict
        • cognitive conflict
        • focuses on problems and issues
        • associated with improvements in team performance
      • A-type Conflict
        • affective conflict
        • emotional, personal disagreements
        • associated with decreases in team performance
      • Both types often occur simultaneously
    • Stages of Team Development Team Performance Time Forming Storming Norming Performing De-Norming De-Storming De-Forming
    • Enhancing Work Team Effectiveness Team Training Team Compensation Selecting Team Members Setting Team Goals and Priorities
    • Setting Team Goals and Priorities
      • Team goals enhance team performance
      • Goals clarify team priorities
      • Challenging team goals help team members to regulate effort
      • Teams have a high degree of autonomy
      • Teams are empowered with control resources
      • Teams need for structural accommodation
      • Teams need bureaucratic immunity
      Requirements for Stretch Goals to Motivate Team Performance
    • Selecting People for Teamwork Team Diversity Team Level Individualism- Collectivism
    • Team Training Conflict Interpersonal Skills Decision Making and Problem Solving Technical Training Training for Team Leaders
    • Problems Reported by Team Leaders 1. Confusion about new roles 2. Feeling they’ve lost control 3. Not knowing what it means to coach or empower 4. Having doubts about whether team concept will work 5. Uncertainty about dealing with employees’ doubts 6. Confusion about when team is ready for more responsibility 7. Confusion about how to share responsibility and accountability 8. Concern about promotional opportunities 9. Uncertainty about the strategic aspects of leader’s role as team matures 10. Not knowing where to turn for help with team problems
    • Team Compensation and Recognition
      • The level of reward must match the level of performance
      • Three methods of compensating team participants:
        • skill-based pay
        • gainsharing
        • nonfinancial rewards
    • Team Compensation and Recognition