Managing teams

Chapter 10
Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Purvish Shah - NAVIGATOR
Managing
Teams

Chapter 10
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?

Chapter 10
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.

Chapter 10
The Good and Bad of Using Teams
Advantages
of Teams
Disadvantages
of Teams
When to Use
And
Not Use Teams
11

Chapter 10
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

Chapter 10
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

Chapter 10
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

Chapter 10
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

Chapter 10
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
1.31.3

Chapter 10
Kinds of Teams
How Teams
Differ in
Autonomy
How Teams
Differ in
Autonomy
Special Kinds
Of
Teams
Special Kinds
Of
Teams
22

Chapter 10
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
2.12.1

Chapter 10
Special Kinds of Teams
Cross-Functional
Teams
Cross-Functional
Teams
Virtual
Teams
Virtual
Teams
Project
Teams
Project
Teams
2.22.2

Chapter 10
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

Chapter 10
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
2.22.2

Chapter 10
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

Chapter 10
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.

Chapter 10
Work Team Characteristics
Team
Size
Team
Size
Team
Conflict
Team
Conflict
Team
Development
Team
Development
Team
Norms
Team
Norms
Team
Cohesiveness
Team
Cohesiveness
33

Chapter 10
Team Norms
 Informally agreed-on standards that regulate
team behavior
 Powerful influence on work behavior
 Regulate the everyday behaviors of teams
3.13.1

Chapter 10
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

Chapter 10
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

Chapter 10
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%
Team Performance with Independent Tasks
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
3.23.2

Chapter 10
Team Size
Size
Performance
3.33.3

Chapter 10
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

Chapter 10
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

Chapter 10
Stages of Team Development
TeamPerformance
Time
Forming
Storming
Norming
Performing
De-Norming
De-Storming
De-Forming
3.53.5

Chapter 10
Enhancing Work
Team Effectiveness
TeamTeam
TrainingTraining
TeamTeam
CompensationCompensation
SelectingSelecting
Team MembersTeam Members
SettingSetting
Team Goals andTeam Goals and
PrioritiesPriorities
44

Chapter 10
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

Chapter 10
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

Chapter 10
Selecting People for Teamwork
TeamTeam
DiversityDiversity
TeamTeam
DiversityDiversity
TeamTeam
LevelLevel
TeamTeam
LevelLevel
Individualism-Individualism-
CollectivismCollectivism
Individualism-Individualism-
CollectivismCollectivism
4.24.2

Chapter 10
Team Training
ConflictConflictConflictConflict
Interpersonal SkillsInterpersonal SkillsInterpersonal SkillsInterpersonal Skills
and Problem Solvingand Problem Solving
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

Chapter 10
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
4.34.3

Chapter 10
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

Chapter 10
Team Compensation and Recognition
4.44.4
Exhibit 10.10

Managing teams

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