700 words -4 hours deadline
rocksolid
10.pptChapter 10
Leading Teams
6e
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Turn a group of individuals into a collaborative team that achieves high performance through a shared mission and collective responsibility
Identify challenges associated with teamwork, and explain why people sometimes have negative feelings about working in a team
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Lead a team to high performance by providing a compelling purpose and clear objectives, clarifying roles and responsibilities, designing the team in terms of size and diversity, giving team members decision authority, and providing support and coaching
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Understand and handle the stages of team development, and know how to promote cohesiveness and shape productive team norms
Understand the challenges and benefits of virtual teams and the team leader behaviors that contribute to virtual team effectiveness
Handle conflicts that inevitably arise among members of a team
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Value of Teams
Valuable in organizations where work is interdependent
To successfully accomplish a task, a team has to ensure:
Coordination
Information sharing
Exchange of materials
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Teams
Unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose
Benefits organizations and employees
Improved productivity and quality
Greater flexibility and speed
Flatter management structure
Better employee involvement and satisfaction
Lower turnover
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Exhibit 10.1 - Evolution of Teams and Team Leadership
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Self-Directed Teams
Made up of members who work with minimum supervision and rotate jobs to produce a complete product or service
Have access to information and resources and decision-making authority
Do not always have full autonomy
Work with minimal supervision
Elect one among them as a leader
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Dilemma for Team Members
Reasons
Have to give up their independence
Have to put up with free riders
Free rider: Team member who attains benefits from team membership but does not actively participate in and contribute to the team’s work
Referred to as social loafing
Sometimes, are part of a dysfunctional team
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Exhibit 10.2 - Five Common Dysfunctions of Teams
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Source: Based on Patrick Lencioni, The Five Dysfunctions of a Team (New York: John Wiley & Sons, 2002)
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Elements to Lead a Team to High Performance
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Compelling purpose, clear objectives, and explicit metrics
Diversity of skills and unambiguous roles
Streamlined team size
Decision authority over how to achieve goals
Support and coaching
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Exhibit 10.3 - Five Stages of Team Development
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Sources: Based on the stages of small group development in Bruce W. Tuckman, “Developmental Sequence in Small Groups,” Psychological Bulletin 63 (1965), pp. 384–399; and B.W. Tuckman and M.A. Jensen, “Stages of Small Group Development Revisited,” Group and Organizational Studies 2 (1977), pp. 419–427
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Team Cohesiveness
Extent to which members are attracted to and motivated to remain in the team
Determinants
Team interaction
Shared goals
Personal attraction
Presence of competition and team success influence group cohesiveness
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Consequences of Cohesiveness
Higher morale due to:
Greater communication
Friendly team climate
Loyalty
Maintenance of membership
Member participation in team decisions and activities
Better performance leading to:
Greater productivity
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Consequences of Cohesiveness
Better member satisfaction
Greater employee energy and creativity
Can lead to lower performance due to groupthink
Groupthink: Tendency of people in cohesive groups to suppress contrary opinions
Highly cohesive teams are:
More productive with supportive leader
Less productive when leader is hostile and negative
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Team Norms
Informal standard of conduct that is shared by team members and guides their behavior
Provide a frame of reference for what is expected and acceptable
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Exhibit 10.4 - Two Ways Team Norms Develop
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Team Competencies
Goal setting and performance management
Planning and coordination
Collaborative problem solving
Communication
Conflict resolution
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Team Member Roles
Initiate ideas
Give opinions
Seek information
Summarize and energize
Task-specialist role
Encourage and harmonize
Reduce tension
Follow and compromise
Socioemotional role
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Virtual Team
Geographically or organizationally dispersed members sharing a common purpose
Linked through advanced information and telecommunications technologies
Global team: Culturally diverse members who live and work in different countries and coordinate some part of their activities on a global basis
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Characteristics of Virtual Team
Spatial distance limits face-to-face interaction
Use of technological communication is the primary means of connecting team members
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Exhibit 10.5 - Differences between Conventional, Virtual, and Global Teams
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Virtual Team
Advantages
Quickly assembles a talented group of people to complete a complex project
Solves a difficult problem, or exploits a specific strategic opportunity
Diversity can fuel creativity and innovation
Saves time and travel expenses
Disadvantages
Delays in meeting deadlines
Little supervision and greater trust on team members
Greater focus on results than the process
Provides guidance, encouragement, and support with little control
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Skills of a Successful Virtual Team Leader
Selecting the right team members
Starting off right
Using technology to build relationships
Agreeing on ground rules
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Team Conflict
Conflict: Antagonistic interaction in which one party attempts to thwart the intentions or goals of another
Types of conflict
Task: Disagreement among people about the goals to be achieved or the content of the tasks to be performed
Relationship: Personal incompatibility that creates tension and feelings of personal animosity among people
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Exhibit 10.6 - Balancing Conflict and Cooperation
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Causes of Conflict
Competition for resources
Lack of clear roles and responsibilities
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Exhibit 10.7 - A Model of Styles to Handle Conflict
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Source: Based on Kenneth Thomas, “Conflict and Conflict Management,“ in Handbook of Industrial and Organizational Behavior, ed. M.D. Dunnette (New York: John Wiley, 1976), p 900; and Nan Peck, “Conflict 101: Styles of Fighting,” North Virginia Community College Website, September 20, 2005, w ww.nvcc.edu/home/npeck/conflicthome/conflict/Conflict101/conflictstyles.htm (accessed April 13, 2011)
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Negotiation
Type of conflict management where people:
Engage in give-and-take discussions
Consider various alternatives to reach a joint decision that is acceptable to both parties
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Ways to Negotiate
Cooperative approach to negotiation in which conflicting parties attempt to reach a win–win solution
Integrative
Adversarial negotiation in which conflicting parties compete to win the most resources and give up as little as possible
Distributive
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Rules for Reaching a Win-Win Solution
Separate the people from the problem
Focus on underlying interests, not current demands
Demands - Create yes-or-no obstacles to effective negotiation
Underlying interests - Problems that can be solved creatively
Listen and ask questions
Insist that results be based on objective standards
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
