Managing teams

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Managing teams

  1. 1. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Managing Teams Purvish Shah - NAVIGATOR
  2. 2. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR What Would You Do?  Standard Motor Products makes aftermarket auto parts  The auto parts market is growing, but it is very competitive— and Standard Motor Products is struggling. Downtime is up, productivity is down, and costs are up.  The culture is top-down and authoritarian and the workers dislike each other Standard Motor Products, Edwardsville, Kansas. Would the use of teams resolve the problems? If so, how should teams be paid and managed? Purvish Shah - NAVIGATOR
  3. 3. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Why Work Teams? After reading these sections, you should be able to: 1. explain the good and bad of using teams. 2. recognize and understand the different kinds of teams. Purvish Shah - NAVIGATOR
  4. 4. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR The Good and Bad of Using Teams Advantages of Teams Disadvantages of Teams When to Use And Not Use Teams 11 Purvish Shah - NAVIGATOR
  5. 5. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR The Advantages of Teams 1.11.1 Customer SatisfactionCustomer Satisfaction Product and Service QualityProduct and Service Quality Speed and Efficiency in Product DevelopmentSpeed and Efficiency in Product Development Employee Job SatisfactionEmployee Job Satisfaction Decision MakingDecision Making Commitment to decisionsCommitment to decisions More alternate solutionsMore alternate solutionsMultiple perspectivesMultiple perspectives Purvish Shah - NAVIGATOR
  6. 6. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR The Disadvantages of Teams 1.21.2 Initially High Employee TurnoverInitially High Employee Turnover Social LoafingSocial Loafing Disadvantages of Group Decision Making Disadvantages of Group Decision Making GroupthinkGroupthink Inefficient meetingsInefficient meetings Minority dominationMinority domination Lack of accountabilityLack of accountability Purvish Shah - NAVIGATOR
  7. 7. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Doing the Right Thing Don’t be a Team Slacker—Do Your Share  Slacking on teams is wrong  Slacking hurts a team’s performance  In the real world, team slacking contributes to lost sales, poorer decisions, lower-quality products, and lower productivity Don’t be a Team Slacker—Do Your Share  Slacking on teams is wrong  Slacking hurts a team’s performance  In the real world, team slacking contributes to lost sales, poorer decisions, lower-quality products, and lower productivity 1.21.2 Purvish Shah - NAVIGATOR
  8. 8. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR The Disadvantages of Teams Factors that Encourage People to Withhold Effort in Teams 1. The presence of someone with expertise 2. The presentation of a compelling argument 3. Lacking confidence in one’s ability to contribute 4. An unimportant or meaningless decision 5. A dysfunctional decision-making climate Adapted From Exhibit 10.2 1.21.2 Purvish Shah - NAVIGATOR
  9. 9. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR 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 a clear purpose  The job can’t be done unless people work together  Team-based rewards are possible  Ample resources exist  Teams have authority USE TEAMS WHEN… DON’T USE TEAMS WHEN…  There is no clear purpose  The job can be done independently  Only individual-based rewards exist  Resources are scarce  Management controls Adapted From Exhibit 10.3 1.31.3 Purvish Shah - NAVIGATOR
  10. 10. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Kinds of Teams How Teams Differ in Autonomy How Teams Differ in Autonomy Special Kinds Of Teams Special Kinds Of Teams 22 Purvish Shah - NAVIGATOR
  11. 11. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Autonomy, the Key Dimension Traditional Work Groups Traditional Work Groups Employee Involvement Teams Employee Involvement Teams Semi- autonomous Work Groups Semi- autonomous Work Groups Self- managing Teams Self- managing Teams Self- designing Teams Self- designing Teams Autonomy Adapted From Exhibit 10.4 2.12.1 Purvish Shah - NAVIGATOR
  12. 12. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Special Kinds of Teams Cross-Functional Teams Cross-Functional Teams Virtual Teams Virtual Teams Project Teams Project Teams 2.22.2 Purvish Shah - NAVIGATOR
  13. 13. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Cross-Functional 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 2.22.2 Purvish Shah - NAVIGATOR Purvish Shah - NAVIGATOR
  14. 14. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Tips for Managing Successful Virtual Teams Virtual Teams  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 Adapted From Exhibit 10.5 2.22.2
  15. 15. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Project 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 2.22.2 Purvish Shah - NAVIGATOR
  16. 16. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Managing Work Teams After reading these sections, you should be able to: 3. understand the general characteristics of work teams. 4. explain how to enhance work team effectiveness. Purvish Shah - NAVIGATOR
  17. 17. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Work Team Characteristics Team Size Team Size Team Conflict Team Conflict Team Development Team Development Team Norms Team Norms Team Cohesiveness Team Cohesiveness 33 Purvish Shah - NAVIGATOR
  18. 18. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Team Norms  Informally agreed-on standards that regulate team behavior  Powerful influence on work behavior  Regulate the everyday behaviors of teams 3.13.1 Purvish Shah - NAVIGATOR Purvish Shah - NAVIGATOR
  19. 19. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR 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 3.23.2
  20. 20. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Promoting Team Cohesiveness 1. Make sure all team members are present at team meetings 2. Create additional opportunities for teammates to work together 3. Engage in nonwork activities as a team 4. Make employees feel that they are part of a “special” organization 3.23.2 Purvish Shah - NAVIGATOR
  21. 21. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR What Really Works Cohesion and Team Performance Team Performance 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% probability of success 66% Team Performance with Interdependent Tasks 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% probability of success 73% Team Performance with Independent Tasks 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% probability of success 60% 3.23.2 Purvish Shah - NAVIGATOR
  22. 22. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Team Size Size Performance 3.33.3 Purvish Shah - NAVIGATOR
  23. 23. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR 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 simultaneously3.43.4 Purvish Shah - NAVIGATOR
  24. 24. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR How Teams Can Have a Good Fight Adapted from Exhibit 10.6 1. Work with more, rather than less, information 2. Develop multiple alternatives to enrich debate 3. Establish common goals 4. Inject humor into the workplace 5. Maintain a balance of power 6. Resolve issues without forcing a consensus 3.43.4 Purvish Shah - NAVIGATOR
  25. 25. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Stages of Team Development TeamPerformance Time Forming Storming Norming Performing De-Norming De-Storming De-Forming Adapted from Exhibit 110.7 3.53.5 Purvish Shah - NAVIGATOR
  26. 26. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Enhancing Work Team Effectiveness TeamTeam TrainingTraining TeamTeam CompensationCompensation SelectingSelecting Team MembersTeam Members SettingSetting Team Goals andTeam Goals and PrioritiesPriorities 44 Purvish Shah - NAVIGATOR
  27. 27. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Setting Team Goals and Priorities  Team goals enhance team performance  Goals clarify team priorities  Challenging team goals help team members to regulate effort 4.14.1 Purvish Shah - NAVIGATOR
  28. 28. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Requirements for Stretch Goals to Motivate Team Performance  Teams have a high degree of autonomy  Teams are empowered with control resources  Teams need for structural accommodation  Teams need bureaucratic immunity 4.14.1 Purvish Shah - NAVIGATOR
  29. 29. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Selecting People for Teamwork TeamTeam DiversityDiversity TeamTeam DiversityDiversity TeamTeam LevelLevel TeamTeam LevelLevel Individualism-Individualism- CollectivismCollectivism Individualism-Individualism- CollectivismCollectivism 4.24.2 Purvish Shah - NAVIGATOR
  30. 30. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Team Training ConflictConflictConflictConflict Interpersonal SkillsInterpersonal SkillsInterpersonal SkillsInterpersonal Skills Decision MakingDecision Making and Problem Solvingand Problem Solving Decision MakingDecision Making and Problem Solvingand Problem Solving Technical TrainingTechnical TrainingTechnical TrainingTechnical Training Training for Team LeadersTraining for Team LeadersTraining for Team LeadersTraining for Team Leaders 4.34.3 Purvish Shah - NAVIGATOR
  31. 31. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Problems Reported by Team Leaders 1. Confusion about new roles1. Confusion about new roles 2. Feeling they’ve lost control2. Feeling they’ve lost control 3. Not knowing what it means to coach or empower3. Not knowing what it means to coach or empower 4. Having doubts about whether team concept will work4. Having doubts about whether team concept will work 5. Uncertainty about dealing with employees’ doubts5. Uncertainty about dealing with employees’ doubts 6. Confusion about when team is ready for more responsibility6. Confusion about when team is ready for more responsibility 7. Confusion about how to share responsibility and accountability7. Confusion about how to share responsibility and accountability 8. Concern about promotional opportunities8. Concern about promotional opportunities 9. Uncertainty about the strategic aspects of leader’s role as team matures 9. Uncertainty about the strategic aspects of leader’s role as team matures 10. Not knowing where to turn for help with team problems10. Not knowing where to turn for help with team problems Adapted from Exhibit 10.9 4.34.3 Purvish Shah - NAVIGATOR
  32. 32. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR 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 4.44.4 Purvish Shah - NAVIGATOR
  33. 33. Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Purvish Shah - NAVIGATOR Team Compensation and Recognition 4.44.4 Exhibit 10.10 Purvish Shah - NAVIGATOR

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