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8 managing teams

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8 managing teams

  1. 1. CHAPTER 8: MANAGING TEAMS CH 8 © 2015 SAGE Publications
  2. 2. Groups and Teams • Have two or more members • Clear leader • Perform independent jobs • Management-directed • Have a small number of members • Shared Leadership • Perform interdependent jobs • Self-directed Groups Teams
  3. 3. The Group Performance Model • Organizational context • Group structure: • Group Type • Size • Composition • Leadership and Objectives • Group process • Group development stage
  4. 4. Group Type • Created by an organization as part of its formal structure • All employees have formal group membership • Large companies have formal top managers leaders • Are created spontaneously • Members join together voluntarily Formal Informal
  5. 5. • Members perform jobs within one limited area • Marketing, finance, operation, and HR departments are functional groups • From different areas • From different levels of an organization • The higher the management level, the more cross functional responsibility Functional Cross-Functional Group Type
  6. 6. • Specified by organizational chart • Have a supervisor who directs efforts • Specified by goal they are to achieve • May or may not be directed Command Task Group Type
  7. 7. Group Size • There is no ideal group size • Depends on purpose, situation and type of work performed • Size affects management • Appropriate leadership style may depend on group size • Management implications • If you have a large department, you can break a larger group into teams
  8. 8. Group Composition, Leadership & Objectives • Group Composition • The mix of members’ skills and abilities • Group Leadership • Leaders determine group structure and can affect team performance • Group Objectives • Apply for individuals and groups and teams set their own objectives
  9. 9. Group Process • The patterns of interactions that emerge as members perform their jobs • Roles • Norms • Cohesiveness • Status • Decision making • Conflict resolution
  10. 10. Group Roles • Group task roles are played by members who do and say things that directly aid in the accomplishment of the group’s objectives • Group maintenance roles are played by members who do and say things to develop and sustain the group process • Self-interest roles are played by members who do and say things that help themselves
  11. 11. Rules vs. Norms • Rules • Established by management or by the group itself • Norms • Expectations about behavior that are shared by members of a group • Are not developed by management or by group • Develop as members interact
  12. 12. Enforcement of Norms • Breaking norms results in conflicts • Peer pressure • Powerful influence over our behavior
  13. 13. Group Cohesiveness • Objectives • Size • Homogeneity • Participation • Competition • Success
  14. 14. Stages of Groups Development 1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning/Termination
  15. 15. Management Styles • Autocratic • During the forming stage managers tells group what to do and how to do it. Closely oversee their performance • Consultative • During the storming stage, managers are highly directive, oversee group members performance, and need to be highly supportive
  16. 16. Management Styles • Participative • During the norming stage managers and group members share decision making, and managers need to focus on maintenance behavior to get the group through the issues it face • Empowerment • During the performing stage managers give group members the authority to do the task in their own way, and the group has effective shared leadership
  17. 17. Group Managers vs. Team Leaders • Takes responsibility for performing the four management functions (leading, planning, organizing and staffing and controlling) • Empowers members to take responsibility for performing management functions and focus on developing effective group structure and group process, and on furthering group development Group Managers Team Leaders
  18. 18. The Management Functions • Leading • Teams do identify a specific person as the leader • Planning • Empower the members to set objectives and make decisions • Organizing and Staffing • Participate in selecting, evaluating and rewarding members is essential • Controlling • Help the team setting the standards and developing positive norms
  19. 19. Managing a Meeting • Identify objectives • Cover agenda items • Summarize and review assignments

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