Chapter 10 Prepared by Deborah Baker Texas Christian University Managing Teams Management 4th Edition Chuck Williams

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?

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

Why Work Teams? After reading these sections, you should be able to: explain the good and bad of using teams. recognize and understand the different kinds of teams.

explain the good and bad of using teams.

recognize and understand the different kinds of teams.

The Good and Bad of Using Teams 1 Advantages of Teams Disadvantages of Teams When to Use And Not Use Teams

The Advantages of Teams 1.1 Commitment to decisions Customer Satisfaction Product and Service Quality Speed and Efficiency in Product Development Employee Job Satisfaction Decision Making More alternate solutions Multiple perspectives

The Disadvantages of Teams 1.2 Initially High Employee Turnover Social Loafing Disadvantages of Group Decision Making Groupthink Inefficient meetings Minority domination Lack of accountability

Doing the Right Thing 1.2 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 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

The Disadvantages of Teams The presence of someone with expertise The presentation of a compelling argument Lacking confidence in one’s ability to contribute An unimportant or meaningless decision A dysfunctional decision-making climate Adapted From Exhibit 10.2 1.2 Factors that Encourage People to Withhold Effort in Teams

The presence of someone with expertise

The presentation of a compelling argument

Lacking confidence in one’s ability to contribute

An unimportant or meaningless decision

A dysfunctional decision-making climate

When to Use Teams Adapted From Exhibit 10.3 1.3 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

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 2 How Teams Differ in Autonomy Special Kinds Of Teams

Autonomy, the Key Dimension Autonomy Adapted From Exhibit 10.4 2.1 Traditional Work Groups Employee Involvement Teams Semi- autonomous Work Groups Self- managing Teams Self- designing Teams

Special Kinds of Teams 2.2 Cross-Functional Teams Virtual Teams Project Teams

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 2.2

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

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 2.2 Tips for Managing Successful 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

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 2.2

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

Managing Work Teams After reading these sections, you should be able to: understand the general characteristics of work teams. explain how to enhance work team effectiveness.

understand the general characteristics of work teams.

explain how to enhance work team effectiveness.

Work Team Characteristics 3 Team Size Team Conflict Team Development Team Norms Team Cohesiveness

Team Norms Informally agreed-on standards that regulate team behavior Powerful influence on work behavior Regulate the everyday behaviors of teams 3.1

Informally agreed-on standards that regulate team behavior

Powerful influence on work behavior

Regulate the everyday behaviors of teams

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 3.2

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

Promoting Team Cohesiveness Make sure all team members are present at team meetings Create additional opportunities for teammates to work together Engage in nonwork activities as a team Make employees feel that they are part of a “special” organization 3.2

Make sure all team members are present at team meetings

Create additional opportunities for teammates to work together

Engage in nonwork activities as a team

Make employees feel that they are part of a “special” organization

What Really Works Cohesion and Team Performance 3.2 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%

Team Size 3.3 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 3.4

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

How Teams Can Have a Good Fight Work with more, rather than less, information Develop multiple alternatives to enrich debate Establish common goals Inject humor into the workplace Maintain a balance of power Resolve issues without forcing a consensus Adapted from Exhibit 10.6 3.4

Work with more, rather than less, information

Develop multiple alternatives to enrich debate

Establish common goals

Inject humor into the workplace

Maintain a balance of power

Resolve issues without forcing a consensus

Stages of Team Development Adapted from Exhibit 110.7 3.5 Team Performance Time Forming Storming Norming Performing De-Norming De-Storming De-Forming

Enhancing Work Team Effectiveness 4 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 4.1

Team goals enhance team performance

Goals clarify team priorities

Challenging team goals help team members to regulate effort

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 4.1

Teams have a high degree of autonomy

Teams are empowered with control resources

Teams need for structural accommodation

Teams need bureaucratic immunity

Selecting People for Teamwork Team Diversity Team Level Individualism- Collectivism 4.2

Team Training 4.3 Conflict Interpersonal Skills Decision Making and Problem Solving Technical Training Training for Team Leaders

Problems Reported by Team Leaders Adapted from Exhibit 10.9 4.3 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 4.4

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 4.4 Exhibit 10.10