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Chap011 BUS137

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Chap011 BUS137

  1. 1. McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. 11-1
  2. 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? 11-2
  3. 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. 11-3
  4. 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. 11-4
  5. 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 11-5
  6. 6. Different Types of OrganizationalTeams 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 11-6
  7. 7. Team Autonomy Continuum 11-7
  8. 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. 11-8
  9. 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 11-9
  10. 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 11-10
  11. 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 11-11
  12. 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 11-12
  13. 13. Building Cohesiveness andHigh-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. 11-13
  14. 14. Managing Lateral Relationships Gatekeeper - a team member who stays abreast of current information and informs the group of important developments 11-14
  15. 15. Conflict Management Strategies 11-15
  16. 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 11-16
  17. 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 11-17
  18. 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. 11-18
  19. 19. 11-19
  20. 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. 11-20
  21. 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. 11-21
  22. 22. 11-22
  23. 23. Test Your Knowledge Explain at least four ways that teams can help organizations. 11-23
  24. 24. Test Your KnowledgeSebastian 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. 11-24
  25. 25. Test Your KnowledgeDescribe the process by which groups become real teams. 11-25
  26. 26. Test Your KnowledgeRead the Starbucks story on page 252.Describe the Jumpstart team’s common purpose.How does the establishment of a permanentlocation contribute to the achievement of thispurpose?How might the performance of the Jumpstart UNOprogram be measured?Write a few possible performance goalsthe team could use. 11-26
  27. 27. Test Your KnowledgePrior to hiring a consultant to assist with a departmentalreorganization, the departmental manager was requiredto get the project (and the projects expense) approved bytwo other departments: accounting and human resources.This type of requirement facilitates ______ relationships inthe organization. A) service B) advisory C) audit D) stabilization E) liaison 11-27
  28. 28. Test Your KnowledgeDiscuss the conflict management strategies. When are each most appropriate? 11-28