© 2010 Cengage/South-Western. All rights reserved. Chapter 12: MANAGING WORK GROUPS: TEAMWORK,...

© 2010 Cengage/South-Western.All rights reserved.© 2010 Cengage/South-Western.All rights reserved.

Chapter 12:Chapter 12:MANAGING WORK MANAGING WORK GROUPS:GROUPS:TEAMWORK, MORALE, TEAMWORK, MORALE, AND COUNSELINGAND COUNSELINGLeonard: Supervision 11eLeonard: Supervision 11e

Chapter 12:Chapter 12:MANAGING WORK MANAGING WORK GROUPS:GROUPS:TEAMWORK, MORALE, TEAMWORK, MORALE, AND COUNSELINGAND COUNSELINGLeonard: Supervision 11eLeonard: Supervision 11e

© 2010 Cengage/South-Western. All rights reserved. 12–2

AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO:TO:

AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO:TO:1.1. Explain why work groups form and function and why Explain why work groups form and function and why

they are important.they are important.

2.2. Classify work groups and their relevance for Classify work groups and their relevance for supervisors.supervisors.

3.3. State some important research findings about work State some important research findings about work groups.groups.

4.4. Discuss the importance of employee morale and its Discuss the importance of employee morale and its relationship to teamwork and productivity.relationship to teamwork and productivity.

5.5. Identify the factors that influence employee morale.Identify the factors that influence employee morale.


AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO: (cont’d)TO: (cont’d)

AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO: (cont’d)TO: (cont’d)6.6. Discuss techniques for assessing employee morale, Discuss techniques for assessing employee morale,

including observation and employee attitude surveys.including observation and employee attitude surveys.

7.7. Understand why counseling is an important part of the Understand why counseling is an important part of the supervisor’s job.supervisor’s job.

8.8. Identify programs that organizations use to help Identify programs that organizations use to help employees with personal and work-related problems, employees with personal and work-related problems, including workplace violence.including workplace violence.


Understanding Work Understanding Work Groups and Their Groups and Their

ImportanceImportance• Why Work Groups Form and FunctionWhy Work Groups Form and Function Companionship and identificationCompanionship and identification Behavior guidelinesBehavior guidelines Problem solvingProblem solving ProtectionProtection


Understanding Work Understanding Work Groups and Their Groups and Their

Importance (cont’d)Importance (cont’d)• Highly Cohesive Work Groups:Highly Cohesive Work Groups: Have members who perceive themselves as having Have members who perceive themselves as having

higher status than other employees.higher status than other employees. Are small.Are small. Has members with similar personal characteristicsHas members with similar personal characteristics Are relatively physically distant from other employees.Are relatively physically distant from other employees. Have formed due to outside pressures or for self-Have formed due to outside pressures or for self-

protection.protection. Have members who communicate relatively easily.Have members who communicate relatively easily. Have succeeded in some group effort, which Have succeeded in some group effort, which

encourages members to seek new group objectives. encourages members to seek new group objectives.


Classification of Work GroupsClassification of Work Groups

• Command GroupCommand Group Is a grouping of employees according to authority Is a grouping of employees according to authority

relationships on the formal organization chart.relationships on the formal organization chart.

• Task Group or Cross-functional TeamTask Group or Cross-functional Team Is a grouping of employees who come together to Is a grouping of employees who come together to

accomplish a particular task.accomplish a particular task. Can be a specialized subset of the task group such Can be a specialized subset of the task group such

as a customer-satisfaction team.as a customer-satisfaction team.

• Friendship GroupFriendship Group Is an informal grouping of employees based on Is an informal grouping of employees based on

similar personalities and social interests.similar personalities and social interests.


Classification of Work Groups (cont’d)Classification of Work Groups (cont’d)

• Friendship GroupFriendship Group Is an informal grouping of employees based on Is an informal grouping of employees based on

similar personalities and social interests.similar personalities and social interests. May be brought together by Command and task May be brought together by Command and task

groups groups

• Special-interest GroupSpecial-interest Group Is a grouping of employees that exists to accomplish Is a grouping of employees that exists to accomplish

something in a group individuals do not choose to something in a group individuals do not choose to pursue individually.pursue individually. Examples: employee protest committees, labor unionsExamples: employee protest committees, labor unions


Research Insights for Managing Research Insights for Managing Work GroupsWork Groups

• Insights from the Hawthorne StudiesInsights from the Hawthorne Studies Comprehensive research studies that focused on Comprehensive research studies that focused on

work-group dynamics as they related to employee work-group dynamics as they related to employee attitudes and productivity.attitudes and productivity. Groups affect and control Groups affect and control

the behaviors of individualthe behaviors of individualmembers through the members through the enforcement of group norms.enforcement of group norms.

Individuals and groups are Individuals and groups are affected by the attention affected by the attention paid to them by supervisors.paid to them by supervisors.


Research Insights for Managing Research Insights for Managing Work Groups (cont’d)Work Groups (cont’d)

• Insights from Team Research Insights from Team Research Principles associated with effective work teams Principles associated with effective work teams

(Katzenbach and Smith):(Katzenbach and Smith): Team members must be committed to the group and to the Team members must be committed to the group and to the

performance of the group;performance of the group;

Teams function better when they are small, usually ten or Teams function better when they are small, usually ten or fewer members;fewer members;

Teams should be composed of individuals who have skills Teams should be composed of individuals who have skills that are complementary and sufficient to deal with the that are complementary and sufficient to deal with the problemproblem

Teams should be committed to objectives that are specific Teams should be committed to objectives that are specific and realistic.and realistic.



• Insights from Team Research (cont’d)Insights from Team Research (cont’d) Developing high performance work teams requires Developing high performance work teams requires

that:that: Supervisors be coached, supported, and encouraged in their Supervisors be coached, supported, and encouraged in their

new roles during the transition to teams.new roles during the transition to teams. Team members be held accountable for their actions to Team members be held accountable for their actions to

increase feelings of personal responsibility for the team’s increase feelings of personal responsibility for the team’s success. success.

New team leadership roles for supervisors include coaching New team leadership roles for supervisors include coaching and facilitating.and facilitating.

Communication is emphasized as team leaders become Communication is emphasized as team leaders become focused on processes and use meetings to clarify team roles.focused on processes and use meetings to clarify team roles.



• Insights from Team Research (cont’d)Insights from Team Research (cont’d) Transforming a culture of losing (Schuerholz):Transforming a culture of losing (Schuerholz):

Gather everyone, communicate the plan, and preach it daily.Gather everyone, communicate the plan, and preach it daily.

Constantly remind them what works.Constantly remind them what works.

Don’t be afraid to get rid of people who don’t buy in.Don’t be afraid to get rid of people who don’t buy in.

Make the lowest-level employee feel as important to success Make the lowest-level employee feel as important to success as the top-level executives.as the top-level executives.

Show trust in everyone to do their jobs well.Show trust in everyone to do their jobs well.



• Synergistic EffectSynergistic Effect Is the interaction of two or more individuals such that Is the interaction of two or more individuals such that

their combined efforts are greater than the sum of their combined efforts are greater than the sum of their individual efforts.their individual efforts.

• TeamworkTeamwork Is people working cooperatively to solve problems Is people working cooperatively to solve problems

and achieve goals important to the group.and achieve goals important to the group.

• Collaborative WorkplaceCollaborative Workplace Is a work environment characterized by joint decision Is a work environment characterized by joint decision

making, shared accountability and authority, and high making, shared accountability and authority, and high trust levels between employees and managers.trust levels between employees and managers.


FIGURE FIGURE 12.12.11 Characteristics of effective work teams.Characteristics of effective work teams.

KEYS TO EFFECTIVE WORK TEAMS

• Top management removes the barriers, i.e., clears the roadblocks out of the way.

• Team members receive training on how to work together.

• Group members agree on team goals and objectives and commit to those goals.

• All members participate actively in team meetings and discussions.

• All team members follow team rules, guidelines, and procedures.

• All members are valued and treated with respect and dignity.

• Team members share vital information and ensure that everyone is informed on a need-to-know basis.

• Members express their ideas without fear of retribution. Team members also feel free to disagree, and the group grows with differences of opinion.

• The team uses a systematic problem-solving approach, but members are encouraged to think “outside the box” (i.e., alternative ways of thinking are encouraged).

• All members are included in solving problems, developing alternatives, and institutionalizing decisions.


FIGURE FIGURE 12.12.11 Characteristics of effective work teams. (cont’d)Characteristics of effective work teams. (cont’d)

KEYS TO EFFECTIVE WORK TEAMS

• Decisions are made by consensus (i.e., all team members support decisions, even though they may not totally agree with those decisions; therefore, every team member feels ownership for the team’s decisions and responsibility for the team’s success).

• The team is cohesive—openness, trust, support, and encouragement are always present.

• Conflict is viewed as healthy and is brought out into the open and addressed in a timely manner.

• Group members give each other honest feedback on performance; constructive feedback is used to improve performance.

• Team training and peer helping are essential elements of the team process. Peers help team members who may need individualized attention.

• The team continually evaluates its performance and uses that information as the basis for improvement.

• Team members take pride in team accomplishments. Challenging tasks, recognition of accomplishments, and continued support from top management fuels the drive for more.

• Members enjoy their team affiliation.


Research Insights for Managing Work Research Insights for Managing Work Groups (cont’d)Groups (cont’d)

• Virtual TeamVirtual Team Geographically separated people who are working on Geographically separated people who are working on

a common project and linked by communication a common project and linked by communication technologies.technologies.


Understanding and Maintaining Understanding and Maintaining Employee MoraleEmployee Morale

• MoraleMorale A composite of feelings and attitudes that individuals A composite of feelings and attitudes that individuals

and groups have toward their work, working condition, and groups have toward their work, working condition, supervisors, top-level management, and the supervisors, top-level management, and the organization.organization.

• Workplace SpiritualityWorkplace Spirituality Organizational efforts to make the work environment Organizational efforts to make the work environment

more meaningful and creative by relating work to more meaningful and creative by relating work to employees’ personal values and spiritual beliefs.employees’ personal values and spiritual beliefs.


Understanding and Maintaining Understanding and Maintaining Employee Morale (cont’d)Employee Morale (cont’d)

• The Downside of Downsizing and Outsourcing The Downside of Downsizing and Outsourcing on Moraleon Morale Downsizings and outsourcings force employees to Downsizings and outsourcings force employees to

sever workplace friendships, leaving those who sever workplace friendships, leaving those who remain to suffer from “survivors’ syndrome.”remain to suffer from “survivors’ syndrome.”

Incivility is on the rise, in part because of time and Incivility is on the rise, in part because of time and productivity pressures from managers trying to productivity pressures from managers trying to squeeze the most out of survivors.squeeze the most out of survivors.


External and Internal Factors Influencing External and Internal Factors Influencing MoraleMorale

• External FactorsExternal Factors Family relationshipsFamily relationships

Care of children or Care of children or elderly parentselderly parents

Financial difficultiesFinancial difficulties

Problems with friendsProblems with friends

Vehicle breakdownsVehicle breakdowns

Sickness or death in Sickness or death in the familythe family

• Internal FactorsInternal Factors CompensationCompensation

Job securityJob security

The nature of the workThe nature of the work

Relations with Relations with coworkerscoworkers

Working conditionsWorking conditions

RecognitionRecognition


Workplace IncivilityWorkplace Incivility

• The Changing WorkplaceThe Changing Workplace Incivility has worsened in the past ten years.Incivility has worsened in the past ten years.

Rude people are three times more likely to be in higher positions than Rude people are three times more likely to be in higher positions than their targets.their targets.

Men are seven times more likely to be rude or insensitive to the feelings Men are seven times more likely to be rude or insensitive to the feelings of their subordinates than to superiors.of their subordinates than to superiors.

Twelve percent of people who experience rude behavior quit their jobs Twelve percent of people who experience rude behavior quit their jobs to avoid the perpetrators.to avoid the perpetrators.

Fifty-two percent of respondents reported losing work time worrying.Fifty-two percent of respondents reported losing work time worrying.

Nearly half of respondents said they are sometimes angry at work.Nearly half of respondents said they are sometimes angry at work.

Twenty-two percent of respondents deliberately decreased their work Twenty-two percent of respondents deliberately decreased their work efforts as a result of rudeness.efforts as a result of rudeness.

One out of six employees reported being so angered by coworkers that One out of six employees reported being so angered by coworkers that they felt like hitting those coworkers.they felt like hitting those coworkers.


Understanding and Maintaining Understanding and Maintaining Employee Morale (cont’d)Employee Morale (cont’d)

• The Downside of Downsizing and Outsourcing The Downside of Downsizing and Outsourcing on Moraleon Morale Helping employees cope with the aftereffects of Helping employees cope with the aftereffects of

downsizing:downsizing: Providing early and ample communication with clear and Providing early and ample communication with clear and

specific details concerning which jobs have been eliminated specific details concerning which jobs have been eliminated and, more important, why they have been eliminated.and, more important, why they have been eliminated.

Working with surviving employees to develop the new short-Working with surviving employees to develop the new short-term objectives that will help those employees focus on term objectives that will help those employees focus on activities and targets over which they have some control.activities and targets over which they have some control.


Assessing Employee MoraleAssessing Employee Morale

• Key Indicators of Employee Morale:Key Indicators of Employee Morale: Job performance levelsJob performance levels Tardiness and absenteeismTardiness and absenteeism Changes in the amount of waste or scrapChanges in the amount of waste or scrap Employee complaintsEmployee complaints Accident and safety recordsAccident and safety records Changes in daily working relationshipsChanges in daily working relationships


Assessing Employee Morale (cont’d)Assessing Employee Morale (cont’d)

• Exit InterviewsExit Interviews Interviews with individuals who leave a firm that are Interviews with individuals who leave a firm that are

used to assess morale and the reasons for employee used to assess morale and the reasons for employee turnover.turnover.

• Attitude SurveyAttitude Survey Survey of employee opinions about major aspects of Survey of employee opinions about major aspects of

organizational life that is used to assess morale.organizational life that is used to assess morale.

• Organizational Development (OD)Organizational Development (OD) Meetings with groups under the guidance of a neutral Meetings with groups under the guidance of a neutral

conference leader to solve problems that are conference leader to solve problems that are hindering organizational effectiveness.hindering organizational effectiveness.


The Supervisor’s Counseling RoleThe Supervisor’s Counseling Role

• CounselingCounseling An effort by the supervisor to deal with on-the-job An effort by the supervisor to deal with on-the-job

performance problems that are the result of an performance problems that are the result of an employee’s personal problems.employee’s personal problems.

• Counseling InterviewCounseling Interview Nondirective interview during which the supervisor Nondirective interview during which the supervisor

listens empathetically and encourages the employee listens empathetically and encourages the employee to discuss problems openly and to develop solutions.to discuss problems openly and to develop solutions.


FIGURE FIGURE 12.12.33 Steps in the counseling process.Steps in the counseling process.


Programs for Employees With Programs for Employees With Personal and Work-related Personal and Work-related

ProblemsProblems• Family and Medical Leave Family and Medical Leave ProvisionsProvisions Family and Medical Leave Act (FMLA) Family and Medical Leave Act (FMLA)

of 1993of 1993 Requires employers with fifty or more Requires employers with fifty or more

employees to grant up to twelve weeks of employees to grant up to twelve weeks of unpaid leave to workers for various reasons, unpaid leave to workers for various reasons, particularly serious medical problems particularly serious medical problems experienced by employees or their families, experienced by employees or their families, and the births or adoptions of children.and the births or adoptions of children.


Programs for Employees With Personal Programs for Employees With Personal and Work-related Problems (cont’d)and Work-related Problems (cont’d)

• Employee Assistance Programs (EAPs)Employee Assistance Programs (EAPs) Are company programs to help employees with Are company programs to help employees with

personal or work-related problems that are interfering personal or work-related problems that are interfering with job performance.with job performance.

Include:Include: Alcoholism and substance abuseAlcoholism and substance abuse

Marriage, child-care, and family problemsMarriage, child-care, and family problems

Financial questionsFinancial questions

Other personal, emotional, or psychological problems that Other personal, emotional, or psychological problems that may be interfering with job performance.may be interfering with job performance.


Programs for Employees With Programs for Employees With Personal and Work-related Problems Personal and Work-related Problems

(cont’d)(cont’d)• Wellness ProgramWellness Program

Is an organized effort by a firm to help employees get Is an organized effort by a firm to help employees get and stay healthy to remain productive.and stay healthy to remain productive.

• Paid Time Off (PTO) ProgramPaid Time Off (PTO) Program Eliminates the distinction between vacation, sick, and Eliminates the distinction between vacation, sick, and

personal days by granting employees paid time off personal days by granting employees paid time off (PTO).(PTO).

Allows employees to establish a personal time-off Allows employees to establish a personal time-off bank that they can use for any reason they want.bank that they can use for any reason they want.


KEY TERMSKEY TERMS

• Attitude survey Attitude survey

• Collaborative workplace Collaborative workplace

• Command group Command group

• Counseling Counseling

• Counseling interview Counseling interview

• Employee assistance programs Employee assistance programs (EAPs) (EAPs)

• Exit interviews Exit interviews

• Friendship group Friendship group

• Hawthorne Studies Hawthorne Studies

• IncivilityIncivility

• MoraleMorale

• Organizational development (OD)Organizational development (OD)

• Paid time off (PTO) programPaid time off (PTO) program

• Special-interest group Special-interest group

• Synergistic effect Synergistic effect

• Task group or cross-functional Task group or cross-functional team team

• Teamwork Teamwork

• Virtual team Virtual team

• Wellness program Wellness program

• Workplace spirituality Workplace spirituality

• Workplace violenceWorkplace violence

© 2010 Cengage/South-Western. All rights reserved. Chapter 12: MANAGING WORK GROUPS: TEAMWORK,...

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Transcript of © 2010 Cengage/South-Western. All rights reserved. Chapter 12: MANAGING WORK GROUPS: TEAMWORK,...