Professional Documents
Culture Documents
Chapter
14
Teamwork
McGraw-Hill/Irwin
Management, 7/e Copyright © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
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Learning Objectives
After Studying Chapter 14, You will know
How teams contribute to your
organization’s effectiveness.
What makes the new team environment
different from the old.
How groups become teams.
Why groups sometimes fail.
How to build an effective team.
How to manage your team’s relationships
with other teams.
How to manage conflict.
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Types of Teams
Work teams make or do things such as manufacture,
assemble, sell, or provide service
Project and development teams work on long-term
projects but disband once the work is completed
Parallel teams operate separately from the regular
work structure of the firm on a temporary basis
Management teams coordinate and provide direction
to the subunits under their jurisdiction and integrate
work among subunits
Transnational teams are work teams composed of
multinational members whose activities span multiple
countries
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Motivating Teamwork
When working in a group individuals may
display one of the following characteristics
Social loafing occurs when individuals work
less hard and are less productive in a group
Social facilitation effect occurs when
individuals work harder when in a group than
when working alone
To motivate individual members of the team
it helps if:
Group members are held accountable
Rewards are tied to team performance
The team’s task is motivating
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Conflict
The complex maze of interdependencies
throughout organizations provides boundless
opportunity for conflict to arise
Many things cause great potential for destructive
conflict
The sheer number and variety of contacts
Ambiguities in jurisdiction and responsibility
Differences in goals
Inter-group competition for scarce resources
Different perspectives held by members of different
unites
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Conflict
People believe they have benefited from a
conflict when
A new solution is implemented, the problem is
solved, and it is unlikely to emerge again
Work relationships have been strengthened
and people believe they can work together
productively in the future
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Conflict Styles
Avoidance is a common reaction to conflict in
which people do nothing to satisfy
themselves or others
Accommodation means cooperating on behalf
of the other party but not being assertive
about your own interests
Compromise involves moderate attention to
both parties concerns
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Conflict Styles
Competing is a highly competitive response
in which people focus strictly on their own
wishes and are unwilling to recognize the
other person’s concerns
Collaboration emphasizes both cooperation
and assertiveness, the goal is to maximize
satisfaction for both parties
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Conflict
When conflict arises the best solutions come
from collaboration and focusing on super
ordinate goals
Super ordinate goals are higher-level goals
that take priority over specific individual or
group goals
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Being a Mediator
Managers spend a lot of time trying to resolve
conflict between other people
This is known as being a mediator
Four step strategy
Investigate the dispute
Decide how to resolve the dispute
Take action by explaining the decision and
reasoning
Follow up by making sure everyone
understands the solution
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Looking Ahead
Chapter 15 Communicating
The important advantages of two-way
communication.
Communication problems to avoid.
When and how to use the various communication
channels.
Ways to become a better “sender” and “receiver” of
information.
How to improve downward, upward, and horizontal
communication.
How to work with the company grapevine.
The advantages and characteristics of the
boundaryless organization.