Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 14-0 Bateman Snell...
-
Upload
owen-brett-davis -
Category
Documents
-
view
227 -
download
0
Transcript of Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 14-0 Bateman Snell...
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-1
Bateman Snell
Management
5thEdition
Competingin theNew Era
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-2
Part FourChapter 14 - Managing Teams
Chapter OutlineThe Contributions of TeamsBenefits of GroupsThe New Team EnvironmentHow Groups Become TeamsBuilding Effective TeamsManaging Lateral Relationships
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-3
Learning ObjectivesLearning 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
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-4
The Contributions Of TeamsThe Contributions Of Teams
Force forcost reduction
Force forspeed
Building blockfor organization
structure
Effects onorganizations
Force forproductivity
Force forinnovation
Force forchange
Force forquality
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-5
Benefits Of GroupsBenefits Of Groups
•Accomplish tasks that could not be done by individuals alone
•Bring multiple skills and talents to bear on complex tasks
•Provide a vehicle for decision making that permits multiple views
•Provide a means for controlling individual behavior
•Facilitate changes in policies or procedures
•Increase organizational stability
For the organization For the individual•Aid in learning about the organization and its environment
•Aid in learning about oneself
•Provide help in gaining new skills
•Obtain valued rewards that are not accessible through individual initiative
•Directly satisfy important personal needs, especially social needs
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-6
The New Team EnvironmentThe New Team Environment
Definitions working group - collection of people who work in the same
area or have been drawn together to undertake a taskdo not necessarily come together as a unit and achieve significant performance improvements
team - small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable
real teams are more fully integrated into the organizational structure
authority of teams is increasing
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-7
The New Team Environment (cont.)
The New Team Environment (cont.)
Types of teams work teams - make or do things like manufacture, assemble,
sell, or provide serviceare well defined and a clear part of the organization’s structure composed of a full-time, stable membership
project and development teams - work on long-term projectsdisband when the work is completed
parallel teams - operate separately from the regular work structure on a temporary basis
do work that is not normally done by the standard structurerecommend solutions to specific problemsdo not have the authority to act
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-8
The New Team Environment (cont.)
The New Team Environment (cont.)
Types of teams (cont.) management teams - coordinate and provide direction to
subunitsintegrate work among subunitsauthority based on hierarchical rankresponsible for the overall performance of the organization
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-9
The New Team EnvironmentThe New Team Environment
•Managers determine and plan the work•Jobs are narrowly defined•Cross-training is viewed as inefficient•Most information is “management property”•Training for nonmanagers focuses on technical skills•Risk taking is discouraged•People work alone•Rewards based on individual performance•Managers determine “best methods”
Traditional environment Team environment•Managers and teams jointly determine and plan the work•Jobs require broad skills and knowledge•Cross-training is the norm•Information is freely shared•Continuous learning requires training for all •Encourage and support measured risk taking•People work together•Rewards based on contributions to the team and individual performance•Everyone works to improve methods and processes
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-10
Team Autonomy ContinuumTeam Autonomy Continuum
Traditional
work groups
Self-designing
teams
Qualitycircles
Semi-autonomous
work groups
Highperformance
work teams
Self-managing
teams
Low team autonomy High team autonomy
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-11
The New Team Environment (cont.)
The New Team Environment (cont.)
Self-managed teams autonomous work groups in which workers are trained to do all
or most of the jobs in a unit have no immediate supervisor make decisions previously made by first-line supervisors compared to traditionally managed teams, self managed teams
appear to:be more productivehave lower costsprovide better customer servicehave better safety recordsbe more satisfying for members
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-12
The New Team Environment (cont.)
The New Team Environment (cont.)
Self-managed teams (cont.) traditional work groups - have no managerial
responsibilitiessupervised by first-line manager
quality circles - voluntary groups of people drawn from various production teams who make suggestions about quality
have no authority to make decisions or execute semiautonomous work groups - make decisions about
managing and carrying out major production activitiesstill get outside support for quality control and maintenance
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-13
The New Team Environment (cont.)
The New Team Environment (cont.)
Self-managed teams (cont.) autonomous work groups (self-managing teams) - control
decisions about and execution of a complete range of tasksfully responsible for an entire product or an entire part of a production process
self-designing teams - control the design of the teamresponsibilities comparable to those of autonomous work groups
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-14
How Groups Become TeamsHow Groups Become Teams
Group activities forming - members lay the ground rules for what types of
behavior are acceptable storming - hostilities and conflict arise
people jockey for positions of power and status norming - members agree on shared goals
norms and closer relationships develop performing - group channels its energies into performing its
task declining - deterioration of a group adjourning - termination of a temporary group
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-15
How Groups Become Teams (cont.)
How Groups Become Teams (cont.)
Transnational teams work groups composed of multinational members whose
activities span multiple countries often are geographically dispersed and psychologically
distant work on highly complex projects of considerable importance teams require several skills
advocacy skills - build team’s legitimacycatalytic skills - work with a variety constituents, build commitment, reward members for contributions
integrative skills - emphasize excellence, coordinate problem solving, and measure progress and results
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-16
How Groups Become Teams (cont.)
How Groups Become Teams (cont.)
The passage of time groups are open to formative experiences at critical periods
forming period - rules, norms, and roles are established that set long-lasting precedents
midway period - occurs between initial meeting and a deadline realization that time is becoming a scarce resource group must “get on with it” sufficient time to change the approach if necessary
Why groups sometimes fail not easy to build high-performance teams giving up control to teams is difficult for some managers not knowing and doing what makes teams successful
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-17
Stepping Up To Team LeadershipStepping Up To Team Leadership
React to change
Foresee andinfluence change
Implement changeContain conflict
Make the most ofteam differences
Resolve conflictManage one-on-one
Create a team identityCoordinate group
effort
Train individuals
Expand teamcapabilitiesDevelop individual
performance
Explain decisions
Facilitate and supportteam decisionsGet input for
decisions
Direct people
Build trust andinspire teamwork
Involve peopleSupervisory leadership
Team leadershipParticipative leadership
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-18
Building Effective TeamsBuilding Effective TeamsCriteria for team effectiveness
productive output - standards of quantity and quality satisfaction of member needs commitment to work together - remain viable with good
prospects for future successesA performance focus
commitment to a common purpose common understanding of how team will work together norms developed for examining performance strategies purpose translated into measurable performance goals feedback on team performance
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-19
Building Effective Teams (cont.)Building Effective Teams (cont.)Motivating teamwork
social loafing - being less productive when in a groupoccurs when individuals believe that:
their contributions are not important others will do the work for them their lack of effort will go undetected
social facilitation - working harder when in a group than when working alone
occurs when individuals: are concerned with what others think of them and when they want to
maintain a positive self-image know each other and can observe each other have clear performance goals and culture supportive of teamwork
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-20
Building Effective Teams (cont.)Building Effective Teams (cont.)Motivating teamwork (cont.)
generated by designing the team’s task to be motivatingthe task is meaningfulteam members accountable to one another, not just the boss
best motivation is tying rewards to team performanceassumes that performance can be measured validlydifferential rewards for member’s contributions should be made by the team itself
Member contributions members should be selected and trained to be effective teams require technical, problem-solving and decision-making,
and interpersonal skills
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-21
Building Effective Teams (cont.)Building Effective Teams (cont.)
Norms shared beliefs about how people should think and behave from the organization’s standpoint, norms can be positive or
negative generally apply to all team members
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-22
Building Effective Teams (cont.)Building Effective Teams (cont.)Roles
different sets of expectations for how different individuals should behave
two important sets of roles must be performedtask specialist - have more job-related skills and abilities
have more decision-making responsibilities provide instructions and advice
maintenance specialist - develop and maintain harmony team leaders - build commitment and confidence
manage relationships with outsidersdeal with obstacles in the way of team performancecreate opportunities for team members
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-23
Building Effective Teams (cont.) Building Effective Teams (cont.)
Roles (cont.) coach - management representative to whom the team
reportsnot a true member of the teamhelps the team understand its role in the organizationacts as a resource to the team
Cohesiveness degree to which:
the team is attractive to its membersmembers are motivated to remain in the teammembers influence one another
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-24
Building Effective Teams (cont.)Building Effective Teams (cont.)Cohesiveness (cont.)
Importance of cohesivenesscontributes to member satisfactionimpacts performance depending upon the task and team norms
The task in decision making tasks, cohesive team subject to groupthink
to make a good decision, team should establish a norm of constructive disagreement
if task involves producing tangible output, cohesiveness can enhance performance
Performance norms - cohesive groups are more effective at norm enforcement
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-25
Cohesiveness, Performance Norms, And Group Performance
Cohesiveness, Performance Norms, And Group Performance
Low High
Performance Norms
High
Low
Coh
esiv
enes
s Poor goal attainment andtask performance
Moderate goal attainmentand task performance
High goal attainment(group’s perspective)
and lowest task performance(management’s perspective)
High goal attainmentand task performance
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-26
Building Cohesiveness And High Performance Norms
Building Cohesiveness And High Performance Norms
Help team succeedand publicize its
successes
Be a participative
leader
Recruit memberswith similarattributes
TeamCohesiveness
andPerformance
High entranceand socialization
standards
Tie rewards toteam performance
Present a challenge from
outside the team
Keep the teamsmall
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-27
Managing Lateral RelationshipsManaging Lateral RelationshipsManaging outward
gatekeeper - role that spans team boundariesscans environment for relevant information
team’s strategy dictates the mix of internally versus externally focused roles
informing strategy - entails concentrating on the internal team process to achieve a state of performance readiness
subsequently, outsiders informed of teams intentionsparading strategy - entails simultaneously emphasizing internal team building and achieving external visibility
probing strategy - requires team members to interact frequently with outsiders to diagnose customer needs and experiment with solutions
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-28
Patterns Of Working Relationships
Patterns Of Working Relationships
Lateralrole
relationships
Work flowrelationships
Stabilizationrelationships
Auditrelationships
Servicerelationships
Liaisonrelationships
Advisoryrelationships
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-29
Managing Lateral Relationships (cont.)
Managing Lateral Relationships (cont.)
Intergroup conflict some conflict may be constructive for the organization many things cause great potential for destructive conflict tensions and anxieties likely to arise in teams that are:
demographically diversefrom different parts of the organizationcomposed of contrasting personalities
teams must:accept differences and conflictlearn to use differences to their advantage
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-30
Managing Lateral Relationships (cont.)
Managing Lateral Relationships (cont.)
Managing conflict aim is to make conflict productive people benefit from 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 in the future
four-stage dispute resolution processinvestigate take actiondecide decide
don’t allow dysfunctional conflict to build procedural justice is important
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14-31
Managing Lateral Relationships (cont.)
Managing Lateral Relationships (cont.)
Conflict styles two dimensions used to distinguish among styles
assertiveness - how much people strive to satisfy their own concerns
cooperativeness - degree of focus on satisfying other party’s concerns
different styles are necessary at different times collaboration is the ideal approach when both sets of
concerns are valid, a creative solution is needed, and when commitment to the solution is vital for implementation
superordinate goals - higher-level organizational goals toward which all teams should be striving