Managing Teams: MGMT Chuck Williams

Chapter 10
Managing Teams
MGMT
Designed & Prepared by
Chuck Williams B-books, Ltd.
1
Copyright ©2008 Cengage Learning. All rights reserved
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.
2
The Good and Bad of Using Teams
Advantages
of Teams
Disadvantages
of Teams
When to Use
And
Not Use Teams
1
3
The Advantages of Teams
Customer Satisfaction
Product and Service Quality
Speed and Efficiency in Product Development
Employee Job Satisfaction
Decision Making
Multiple perspectives More alternate solutions
Commitment to decisions
1.1
4
The Disadvantages of Teams
Initially High Employee Turnover
Social Loafing
Disadvantages of
Group Decision Making
Groupthink Minority domination
Inefficient meetings Lack of accountability

1.2
5
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
1.2
6
When to Use Teams
USE TEAMS WHEN… DON’T USE TEAMS WHEN…
 There is a clear purpose  There is no clear purpose

 The job can’t be done  The job can be done
unless people work independently
together
 Team-based rewards  Only individual-based rewards
are possible exist
 Ample resources exist  Resources are scarce
 Teams have authority  Management controls
1.3
7
Kinds of Teams
How Teams Special Kinds

Differ in of
Autonomy Teams
2
8
Autonomy, the Key Dimension
Self-
designing
Self- Teams
managing
Semi-
Teams
autonomous
Work
Employee
Groups
Involvement
Traditional Teams
Work
Groups
Autonomy
2.1
9
Special Kinds of Teams
Cross-Functional Virtual
Teams Teams
Project
Teams
2.2
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
2.2
11
Virtual Teams
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
2.2
• Empower virtual teams
12
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
13
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.
14
Work Team Characteristics
Team Team
Norms Cohesiveness
Team Team Team

Size Conflict Development
3
15
Team Norms
• Informally agreed-on standards that regulate

team behavior
• Powerful influence on work behavior
• Regulate the everyday behaviors of teams
3.1
16
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
17
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
3.2
18
Team Size
Performance
Size
3.3
19
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
20
How Teams Can Have a Good Fight
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
3.4
21
Stages of Team Development
Performing
Team Performance
Norming
Storming
Forming
3.5 Time
22
Enhancing Work Team
Effectiveness
Setting
Team Goals and
Priorities
Team Selecting
Training Team Members
Team
Compensation
4
23
Setting Team Goals and
Priorities
 Team goals enhance
team performance
 Goals clarify team priorities
 Challenging team goals help

team members regulate effort
4.1
24
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
25
Selecting People for
Teamwork
Individualism- Team
Collectivism Level
Team
Diversity
4.2
26
Team Training
Interpersonal Skills
Decision Making
and Problem Solving
Conflict
Technical Training
Training for Team Leaders

4.3
27
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
28
Team Compensation and Recognition
Evidence of the challenge presented by developing

team-based compensation:
According to one survey, only of companies 37%

are satisfied with their team compensation plans.
Only 10%
are extremely positive about their team
compensation plans.
4.4
29

Managing Teams: MGMT Chuck Williams

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Managing Teams: MGMT Chuck Williams

Uploaded by

Copyright:

Available Formats

Chapter 10

After reading these sections,

1. explain the good and bad of using teams.

Product and Service Quality

Speed and Efficiency in Product Development

Employee Job Satisfaction

Multiple perspectives More alternate solutions

Groupthink Minority domination

Inefficient meetings Lack of accountability

1. The presence of someone with expertise

 There is a clear purpose  There is no clear purpose

How Teams Special Kinds

• Employees from different

After reading these sections,

3. understand the general characteristics of

Team Team Team

• Informally agreed-on standards that regulate

• Powerful influence on work behavior

• Regulate the everyday behaviors of teams

1. Make sure all team members are present at team

1. Work with more, rather than less, information

 Goals clarify team priorities

 Challenging team goals help

• Teams have a high degree of autonomy

Training for Team Leaders

• The level of reward must match the

• Three methods of compensating

Evidence of the challenge presented by developing

According to one survey, only of companies 37%

You might also like