Management final paper
BUAD 6400 Results-Based Management
Dr. Laurence Fink
Spring 2018
Session 6 and Session 7 Teams and Groups
1
Group Presentation
Reading #12
Barriers and Gateways to Management Cooperation and Teamwork
Your Team Experiences
What has been your best team experience?
What contributed to it being the best?
What has been your worst team experience?
What contributed to it being the worst?
3
Break into Groups
Put together ten ideas for why some groups were great and others were not.
Design a training program to help managers acquire the talent to run the best teams.
What skills do managers need to make their teams work and what is the best way to acquire these skills.
4
Major Question
How do I work with others to make things happen?
Advantages of Group Decision Making
Greater pool of knowledge
Different perspectives
Intellectual stimulation
Better understanding of decision rationale
Deeper commitment to the decision
Disadvantages of Group Decision Making
A few people dominate or intimidate
Groupthink
Satisficing
Goal displacement
Groupthink
Groupthink
occurs when group members strive to agree for the sake of unanimity and thus avoid accurately assessing the decision situation
What Managers Need to Know About Groups & Decision Making
They are less efficient.
Their size affects decision quality.
They may be too confident.
Knowledge counts.
When a Group Can Help in Decision Making
Participative Management
Participative Management
process of involving employees in setting goals, making decisions, solving problems, and making changes in the organization
Group Problem-Solving Techniques
Consensus
occurs when members are able to express their opinions and reach agreement to support the final decision
Brainstorming
technique used to help groups generate multiple ideas and alternatives for solving problems
Computer-Aided Decision Making
Chauffeur-driven systems
ask participants to answer predetermined questions on electronic keypads or dials
Group-driven systems
involves a meeting within a room of participants who express their ideas anonymously on a computer network
for anonymous networking
Managing Group and Team Decision-Making Processes
Managers can promote the effectiveness of group and team decision making by:
Being aware of the pros and cons of having a group or team make a decision.
Setting deadlines for when decisions must be made.
Avoiding dominance problems by managing group membership.
Having each group member individually critically evaluate all alternatives.
Not making your position known too early.
Appointing a group member to be a “devil’s advocate.”
Holding a follow-up meeting to recheck the decision.
14
Managing Group and Team Decision-Making Processes
Managers who are aware of the pros and cons of group decision making can be more careful about how they manage the group’s time and resources.
Effective managers can avoid dominance by a single member.
To avoid groupthink, the group should analyze all alternatives critically and allow divergent viewpoints to be presented. It is also a good idea to ask one member to play the role of devil’s advocate.
15
Major Question
How is one collection of workers different from any other?
Why Teamwork is Important
Table 13.1
Groups & Teams
Group
two or more freely acting individuals who share collective norms, collective goals, and have a common identity
Groups & Teams
Team
small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable
Formal versus Informal Groups
Formal group
established to do something productive for the organization
headed by a leader
Informal group
formed by people seeking friendship
has no officially appointed leader, although a leader may emerge
Various Types of Teams
Table 13.2
Work Teams for Four Purposes
Advice teams
created to broaden the information base for managerial decisions
Committees, review panels
Production teams
responsible for performing day-to-day operations
Assembly teams, maintenance crews
Work Teams for Four Purposes
Project teams
work to do creative problem solving, often by applying the specialized knowledge of members of a cross-functional team
Task forces, research groups
Work Teams for Four Purposes
Action teams
work to accomplish tasks that require people with specialized training and a high degree of coordination
Hospital surgery teams, airline cockpit crews, police SWAT teams
Self-Managed Teams
Self-Managed teams
groups of workers who are given administrative oversight for their task domains
Ways to Empower Self-Managed Teams
Table 13.3
Major Question
How does a group evolve into a team?
Five Stages of Group and Team Development
Figure 13.1
Stage I: Forming
Forming
process of getting oriented and getting acquainted
Leaders should allow time for people to become acquainted and socialize
Stage 2: Storming
Storming
characterized by the emergence of individual personalities and roles and conflicts within the group
Leaders should encourage members to suggest ideas, voice disagreements, and work through their conflicts about tasks and goals
Stage 3: Norming
Norming
conflicts are resolved, close relationships develop, and unity and harmony emerge
Group cohesiveness
Leaders should emphasize unity and help identify team goals and values
Stage 4: Performing
Performing
members concentrate on solving problems and completing the assigned tasks
Leaders should allow members the empowerment they need to work on tasks
Stage 5: Adjourning
Adjourning
members prepare for disbandment
Leaders can help ease the transition by rituals celebrating “the end” and “new beginnings”
Major Question
How can I as a manager build an effective team?
Building Effective Teams
Cooperation
Trust
Cohesiveness.
Performance goals and feedback
Motivation through mutual accountability
Size
Roles
Norms
Awareness of groupthink
Building Effective teams
Cooperating
efforts are systematically integrated to achieve a collective objective.
Trust
reciprocal faith in others’ intentions and behaviors
Cohesiveness
tendency of a group or team to stick together
How to Enhance Cohesiveness in Teams
Table 13.5
How to Enhance Cohesiveness in Teams
GETTING PEOPLE TO WORK TOGETHER ASSESSMENT:
A BAKER’S DOZEN
(Handout)
The Interaction Between Cohesiveness and Performance Norms
39
Size: Small Teams or Large Teams?
Small teams: 2-9 members
better interaction
better morale
Disadvantages
Fewer resources
Possibly less innovation
Unfair work distribution
Size: Small Teams or Large Teams?
Large Teams: 10-16 members
More resources
Division of labor
Disadvantages
Less interaction
Lower morale
Social loafing
Multimedia Lecture Support Package to Accompany Basic Marketing
Lecture Script 6-41
Roles & Norms
Roles
a socially determined expectation of how an individual should behave in a specific position
Task roles, maintenance roles
Norms
general guidelines that most group or team members follow
42
Why Norms are Enforced
To help the group survive
To clarify role expectations
To help individuals avoid embarrassing situations
To emphasize the group’s important values and identity
Cohesiveness & Groupthink
Groupthink
a cohesive group’s blind unwillingness to consider alternatives
Symptoms of Groupthink
Invulnerability, inherent morality, and stereotyping of opposition
Rationalization and self-censorship
Illusion of unanimity, peer pressure, and mindguards
Groupthink versus “the wisdom of the crowds”
Results of Groupthink
Reduction in alternative ideas
Limiting of other information
Preventing Groupthink
Allow criticism
Allow other perspectives
The Nature of Conflict
Conflict
process in which one party perceives that its interests are being opposed or negatively affected by another party
Major Question
Since conflict is a part of life, what should a manager know about it in order to deal successfully with it?
The Nature of Conflict
Dysfunctional conflict
conflict that hinders the organization’s performance or threatens its interest
Functional conflict
conflict that benefits the main purposes of the organization and serves its interests
Relationship Between Level of Conflict and Level of Performance
Figure 13.2
Three Kinds of Conflict
Personality conflict
interpersonal opposition based on personal dislike, disagreement, or differing styles
Personality clashes, competition for scarce resources, time pressure, communication failures
52
Three Kinds of Conflict
2. Intergroup conflicts
Inconsistent goals or reward systems, ambiguous jurisdictions, status differences
3. Multicultural conflicts
Devices to Stimulate Constructive Conflict
Spur competition among employees
Change the organization’s culture & procedures
Bring in outsiders for new perspectives
Use programmed conflict
Programmed Conflict
Devil’s advocacy
process of assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing
Dialectic method
process of having two people or groups play opposing roles in a debate in order to better understand a proposal
Controlling Conflict Comments
Sometimes managers want to control conflict to keep it from becoming excessive.
There are several methods that are useful in controlling conflict:
1. Increase the resource base.
2. Enhance coordination.
3. Focus group members on superordinate goals.
4. Match the personalities and work habits of employees.
Can you think of other methods for controlling conflict?
Resolving and Eliminating Conflict Comments
Managers often need to resolve and eliminate conflict.
Common methods for resolving and eliminating conflict include the following:
1. Take steps to avoid it to begin with.
2. Convince the conflicting parties to compromise.
3. Bring the conflicting parties together to confront and negotiate the issues.
Global Connection: Conflict among coworkers is much less acceptable in Japan than it is in the United States.
Successful Leadership is About Problem-Solving!
Conflicts come from unresolved problems!
Problem-solving can build and unite a team!
Always get at the root of the problem!
Remember being a successful leader is all about solving problems!