Copyright © 2004 Prentice Hall. All rights reserved.13–1 Teams: Employee Involvement In Action...
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Transcript of Copyright © 2004 Prentice Hall. All rights reserved.13–1 Teams: Employee Involvement In Action...
Copyright © 2004 Prentice Hall. All rights reserved. 13–1
Teams: Employee Involvement In Action
• Teams Are only as effective as the Strategy and Structure of
the organization allow them to be.
• Employee Involvement ProgramAny formal program that lets employees participate in:
Formulating important work decisions Supervising all or part of their own work activities.
• Reasons for Organizing Work Teams Improving product quality Improving productivity Improving employee morale Improving staffing flexibility
What dynamics underlie these team outcomes?
Copyright © 2004 Prentice Hall. All rights reserved. 13–2
Employee Involvement in Your Company:An Informal ChecklistInformation sharing
1. Managers make decisions on their own, announce them, and then respond to any questions employees may have.
2. Managers usually make the decisions, but only after seeking the views of employees.
3. Managers often form temporary employee groups to recommend solutions for specified problems.
4. Managers meet with employee groups regularly—once per week or so—to help them identify problems and recommend solutions.
5. Intergroup problem solving: Managers establish and participate in cross-functional employee problem-solving teams.
6. Ongoing work groups assume expanded responsibility for a particular issue, like cost reduction.
7. Employees within an area function full time, with minimal direct supervision.
8. Total self-direction: Traditional supervisory roles do not exist; almost all employees participate in self-managing teams.
FIGURE 13–1Source: Adapted from Jack Osborn et al., Self-Directed Work Teams (Homewood, IL: Business One Irwin, 1990), p. 30.
Copyright © 2004 Prentice Hall. All rights reserved. 13–3
Groups and Teams• Group
Two or more persons who are interacting in such a way that each person influences and is influenced by each other person. Distinction
– While the action of the members in the group influences and effects others
– No Shared Commitment
• TeamA group of people committed to a common purpose,
set of performance goals, and approach for which the team members hold themselves mutually accountable. Distinction
– Team members have predetermined interdependence– Shared Commitment
Copyright © 2004 Prentice Hall. All rights reserved. 13–4
Group Dynamics• Group Norms
The informal rules that groups adopt to regulate and regularize group members’ behavior. How do norms materialize?
– Directed, Consensus, Implied…
– How do organizations manipulate/create norms?
– What areas of the group/team do they influence?
• Group Cohesiveness The degree of interpersonal attractiveness within a group,
dependent on factors like: Proximity, similarities, attraction among the individual group
members Group size, intergroup competition, and agreement about
goals. Is cohesiveness the same as commitment?
Copyright © 2004 Prentice Hall. All rights reserved. 13–5
Types of Teams At Work
• Team Types It is always important to consider the purpose of the team when
addressing: Composition Interaction Allocation
Suggestion Team A team formed to work in the short term on a given issue
such as increasing productivity. Problem-solving Team
A team formed to identify and solve work-related problems. Quality Circle
A team of 6 to 12 employees who meet about once per week on company time to solve problems affecting their work area.
Copyright © 2004 Prentice Hall. All rights reserved. 13–6
Teams At WorkVenture (also Project or Development) Team
A small team that operates as a semiautonomous unit to create and develop a new idea.
Transnational Team A work team composed of multinational members
whose activities span many countries. Increase team effectiveness by:
Clarifying the team’s goal.– Done externally or internally
Facilitating communications.– Ensuring that the proper structure is in place
Building trust and teamwork.– Either through selection or training
Demonstrating mutual respect.– Again, may be selected in or trained.
Copyright © 2004 Prentice Hall. All rights reserved. 13–7
Virtual Team
• Virtual TeamDifferent set of issues and dynamics apply
Groups of geographically and/or organizationally dispersed coworkers who interact through– A combination of telecommunications and information
technologies to accomplish an organizational task.• Which brings major impetus to the IT infrastructure
used. It is paramount to understand the advantages and
limitations to virtual teams– Member composition– Structure– Flow of communication
Can they be as effective as face-to-face teams?
Copyright © 2004 Prentice Hall. All rights reserved. 13–8
Self-Directed Work Teams
• Self-managing/Self-directed Work TeamA highly trained team of employees, including 6 to 18
people on average, who are fully responsible for turning out a well-defined segment of finished work. They are empowered to direct and do virtually all of
their own work Their work results in a singular, well-defined item or
service. They represent the highest level of employee
involvement. Is their leadership?
How do you coordinate 18 people? Hoe do you maintain roles and responsibilities?
Copyright © 2004 Prentice Hall. All rights reserved. 13–9
FIGURE 13–3
Why Teams Fail: The Leadership, Focus, and Capability Pyramid
Source: Adapted from Steven Rayner, “Team Traps: What They Are, How to Avoid Them.”National Productivity Review. Summer 1996, p. 107. Reprinted by permission of John Wiley & Sons, Inc.
Copyright © 2004 Prentice Hall. All rights reserved. 13–10
How to Build a Productive Team Have clear mission/purpose.
Understood and accepted by all members Set specific performance goals. Compose the right team size and mix.
Composition Homogeneity/Heterogeneity Have an agreed-upon structure appropriate to
the task. Normative approval
Delegate the authority to make the decisions needed, given their mission.
Set initial roles Provide access to the resources needed to
complete their mission. Offer a mix of group and individual rewards.
We don’t like when others can affect our outcomes Foster longevity and stability of membership.
If that is what you want in the group…
Copyright © 2004 Prentice Hall. All rights reserved. 13–11
Symptoms of Unproductive Teams Nonaccomplishment of goals
When common agreed upon goals are lacking or not met.
Or, individual goals within the group are not met
Cautious, guarded communication If communication is stifled, roles are degrading Leading to the loss of a common goal
Lack of disagreement Disagreement is the driving force behind creativity at
the team level Groupthink renders a team ineffective
Malfunctioning meetings. Conflict within the team.
Copyright © 2004 Prentice Hall. All rights reserved. 13–12
What It Takes to Be a Team PlayerThere are multiple areas addressed in assessing what
comprises a team player• Personality
Individualism versus collectivism Conscientiousness and Extraversion
• Motivation Group Efficacy
• Interpersonal Skills Conflict management skills Collaborative problem solving skills Communication skills
• Management Skills Develop and establish goals Control, monitor, provide feedback Set work roles and assign tasks
Copyright © 2004 Prentice Hall. All rights reserved. 13–13
Leading Productive Teams
• Team Leader SkillsCoaching, not bossingHelp define, analyze,
and solve problemsEncourage
participation by othersServe as a facilitator
• Team Leader ValuesRespecting fellow team
membersTrusting fellow team
membersPutting the team first
The main take away here is that team leadership traits and general leadership traits may be very different
Copyright © 2004 Prentice Hall. All rights reserved. 13–14
Typical Leader Transition Problems• Perceived Loss of Power or Status
When assigned to a group Leaders tend to feel demoted Are uncomfortable with participative decision-making
• Unclear Team Leader RolesNot sure of their role
I would argue that there are a separate set of leader behaviors associated with effective team leadership
• Job Security ConcernsPerception that there role is no longer valued
• The Double Standard ProblemGiven that teams are “the wave of the future”
Some supervisors may feel left out.
Copyright © 2004 Prentice Hall. All rights reserved. 13–15
The Leader’s Role in Team Formation• Forming
In the forming stage: Attributions, Perceptions, roles, and attitudes are
materializing– The teams and their leaders begin working out their
specific responsibilities. Training is the leader’s main task.
– Although, conflict management is also very important
• StormingResistance to the expected roles and relationships
Questions typically arise regarding who is leading the team and what its structure and purpose should be.
The leader ensures that team members continue to learn and eventually exercise leadership skills.
Copyright © 2004 Prentice Hall. All rights reserved. 13–16
The Leader’s Role in Team Formation• Norming
At this stage Conflict has been reduced Members are falling into roles / accepting norms
Team members agree on purpose, structure, and leadership and are prepared to start
performing. The leader’s job is to emphasize the need for the team to temper
cooperation with the responsibility to supervise its own members.
• Performing A period of productivity, achievement, and pride as the team
members work together to get the job done. In this stage the leaders role may be very minimal.
• Adjourning
Copyright © 2004 Prentice Hall. All rights reserved. 13–17
How to Improve Team Performance
• Select members for skill and teamwork.
• Establish challenging performance standards.
• Emphasize the task’s importance.
• Assign whole tasks.• Send the right signals.• Encourage social support.• Make sure there are
unambiguous team rules.
• Challenge the group regularly with fresh facts and information.
• Train and cross-train.• Provide the necessary
tools and material support.
• Encourage “emotionally intelligent” team behavior.
Copyright © 2004 Prentice Hall. All rights reserved. 13–18
Providing an Organizational ContextThat Supports Teams
Team WorkTeam WorkApproachApproach
Team WorkTeam WorkApproachApproach
OrganizationalOrganizationalStructureStructure
OrganizationalOrganizationalStructureStructure
OrganizationalOrganizationalSystemsSystems
OrganizationalOrganizationalSystemsSystems
Organizational Organizational PoliciesPolicies
Organizational Organizational PoliciesPolicies
EmployeeEmployeeSkillsSkills
EmployeeEmployeeSkillsSkills
This is where a major part of team research is today…
How is the organization ensuring the proper environment for the team to be effective.
Copyright © 2004 Prentice Hall. All rights reserved. 13–19
FIGURE 13–5
Designing Organizations to Manage Teams
Source: Adapted from James H. Shonk, Team-Based Organizations (Homewood, IL: Irwin, 1997), p. 36.
Copyright © 2004 Prentice Hall. All rights reserved. 13–20
Pros and Cons of Group Decision MakingPros• More points of view
Creativity / Innovation
• More ways to define the problem Multiple Lenses
• More possible solutions/alternatives Given the multiple disciplines
and viewpoints
• More creative decisions Through discussion and
consensus
• Stronger commitment to decisions Group commitment
Cons• More disagreement and less
problem solving Better solutions may take
longer to agree on Off-subject disagreement
• Desire for consensus (groupthink) Consensus and Groupthink are
not the same thing
• Domination by a single individual Dominant member (leader)
• Less of commitment to the group decision Deference of Accountability
Copyright © 2004 Prentice Hall. All rights reserved. 13–21
FIGURE 13–7
Signs That Groupthink May Be a Problem
Source: Adapted from information provided in Irving James, Group Think: Psychological Studies of Policy Decisions and Fiascos, 2nd ed. (Boston: Houghton Mifflin, 1982).
Copyright © 2004 Prentice Hall. All rights reserved. 13–22
Improving Group Decision Making
• Devil’s-Advocate ApproachThe group appoints a person to:
Prepare a detailed counterargument that lists what is wrong with the group’s favored solution
Why the group should not adopt it.The aim is to ensure a full and objective consideration
of the solution proposal.
Copyright © 2004 Prentice Hall. All rights reserved. 13–23
Improving Group Decision Making
• BrainstormingA creativity-stimulating technique in which prior
judgments and criticisms are specifically forbidden from being expressed and thus inhibiting the free flow of ideas, which are encouraged.
Brainstorming rules: Avoid criticizing others’ ideas until all suggestions are
out on the table. Share even wild suggestions. Offer many suggestions and comments as possible. Build on others’ suggestions to create your own.
Copyright © 2004 Prentice Hall. All rights reserved. 13–24
Improving Group Decision Making (cont’d)
• The Delphi TechniqueA multistage group decision-making process aimed at
eliminating inhibitions or groupthink through obtaining the written opinions of experts working independently.
Process steps Identify the problem. Solicit the experts’ individual opinions on the problem. Analyze, distill, and then resubmit these opinions to
other experts. Continue this process for several more rounds until the
experts reach a consensus.
Copyright © 2004 Prentice Hall. All rights reserved. 13–25
Improving Group Decision Making (cont’d)
• The Nominal Group Technique1. Each group member writes down his or her ideas for
solving the problem at hand.
2. Each member then presents his or her ideas orally, and the person writes the ideas on a board for other participants to see.
3. After all ideas are presented, the entire group discusses all ideas simultaneously.
4. Group members individually and secretly vote on each proposed solution.
5. The solution with the most individual votes wins.
Copyright © 2004 Prentice Hall. All rights reserved. 13–26
Improving Group Decision Making (cont’d)
• The Stepladder Technique1. Individuals A and B are given a problem to solve, and
each produces an independent solution.
2. A and B develop a joint decision, and meet with C, who has analyzed the problem and arrived at a decision.
3. A, B, and C discuss the problem and arrive at a consensus decision, and are joined by D, who has analyzed the problem and arrived at a decision.
4. A, B, C, and D jointly develop a final group decision.
Copyright © 2004 Prentice Hall. All rights reserved. 13–27
Improving Group Decision Making (cont’d)
• How to Lead a Group Decision-Making Discussion1. See that all group members participate and
contribute.
2. Distinguish between idea getting and idea evaluation.
3. Do not respond to each participant or dominate the discussion.
4. Direct the group’s effort toward overcoming surmountable obstacles.
5. Don’t sit down.