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Chap14-Teamwork.pptx

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Teamwork

Chapter Fourteen

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Quote

“No one can whistle a symphony. It takes an orchestra to play it.”

Halford Luccock

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Learning Objectives

LO 1 Discuss how teams can contribute to an organization’s effectiveness.

LO 2 Describe different types of teams.

LO 3 Summarize how groups become teams.

LO 4 Explain why groups sometimes fail.

LO 5 Describe how to build an effective team.

LO 6 List methods for managing a team’s relationships with other teams.

LO 7 Identify ways to manage conflict.

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The Contributions of Teams

Building blocks for organizational structure.

Increase quality and productivity while reducing costs.

Enhance speed and be powerful forces for innovation and change.

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Work teams

Teams that make or do things like manufacture, assemble, sell, or provide service.

Project and development teams

Teams that work on long term projects but disband once the work is completed.

Types of Teams (1 of 3)

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Types of Teams (2 of 3)

Parallel teams

Teams that operate separately from the regular work structure, and exist temporarily.

Management teams

Teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits.

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Types of Teams (3 of 3)

Transnational teams

Work groups composed of multinational members whose activities span multiple countries.

Virtual teams

Teams that are physically dispersed and communicate electronically more than face-to-face.

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Best Practices of Effective Virtual Team Leaders

Establish and maintain trust through the use of communication technology

Ensure diversity in the team is understood, appreciated, and leveraged.

Manage virtual work cycle and meetings.

Monitor team progress through the use of technology.

Enhance external visibility of the team and its members.

Ensure individuals benefit from participating in virtual teams.

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Teaming

A strategy of teamwork on the fly, creating many temporary, changing teams.

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How Groups Become Real Teams

A 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.

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Self-Managed Teams (1 of 2)

Traditional work groups

Groups that have no managerial responsibilities

Self-managed teams

Autonomous work groups in which workers are trained to do all or most of the jobs in a unit and make decisions previously made by frontline supervisors.

Autonomous work groups

Groups that control decisions about and execution of a complete range of tasks.

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Self-Managed Teams (2 of 2)

Self-designing teams

Teams with the responsibilities of autonomous work groups, plus control over hiring, firing, and deciding what tasks members perform.

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CVVV

Exhibit 14.2 Categories of Team Development

Forming

Group members attempt to lay the ground rules for what types of behavior are acceptable.

Storming

Hostilities and conflict arise, and people jockey for positions of power and status.

Norming

Group members agree on their shared goals, and norms and closer relationships develop.

Performing

The group channels its energies into performing its tasks.

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Teaming Challenges

Emphasizing the team’s purpose

Embracing failure

Building psychological safety

Putting conflict to work

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Practices that are particularly helpful in this context include (1) emphasizing the

team’s purpose, including why we exists, what’s at stake, and what its shared values are;

(2) building psychological safety, making clear that people need to and can freely speak

up, be honest, disagree, offer ideas, raise issues, share their knowledge, ask questions,

or show fallibility without fear that others will think less of them or criticize them;

(3) embracing failure, understanding that mistakes are inevitable, errors should be

acknowledged, and learning as we go is a way to create new knowledge while we execute;

and (4) putting conflict to work by explaining how we arrive at our views, expressing

interest in one another’s thinking and analyses, and attempting fully to understand

and capitalize on others’ diverse perspectives

Building Effective Teams

Team effectiveness is defined by three criteria.

Productive output of the team meets or exceeds standards of quantity and quality.

Team members realize satisfaction of their personal needs.

Team members remain committed to working together again.

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Motivating Teamwork

Social loafing

Working less hard and being less productive when in a group.

Social facilitation effect

Working harder when in a group than when working alone.

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Question (1 of 2)

___________ are shared beliefs about how people should think and behave.

Roles

Norms

Expectations

Customs

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The correct answer is b - norms. See next slide.

Norms and Roles

Norms

Shared beliefs about how people should think and behave.

Roles

Different sets of expectations for how different individuals should behave.

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Roles

Task specialist role

Role requiring stronger job-related skills and abilities.

Team maintenance specialist role

Role that develops and maintains team harmony.

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Social Enterprise Paying for Coworking Space with Social Capital

Remote workers turn to coworking spaces to access tools like high speed Wi-Fi and a work-focused “vibe.” These spaces also provide opportunities for exchanging business ideas.

Netherlands-based Seats2Meet offers “nearly 80,000 seats across its locations in exchange for nothing more than the sharing of knowledge and expertise. It earns its revenue by offering another 240,000 seats for a daily fee.

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Social Enterprise Questions Paying for Coworking Space with Social Capital

Do you think the model used by Seats2Meet would work in the United States? Why or why not?

In what ways can social capital help you in running a start-up firm or doing freelance projects?

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Cohesiveness

The degree to which a group is attractive to its members, members are motivated to remain in the group, and members influence one another.

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Exhibit 14.3 Cohesiveness, Performance Norms, and Group Performance

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Building Cohesiveness and High-Performance Norms

Recruit members with similar attitudes, values, and backgrounds.

Maintain high entrance and socialization standards.

Keep the team small.

Help the team succeed, and publicize its successes.

Be a participative leader.

Present a challenge from outside the team.

Tie rewards to team performance.

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Managing Outward (1 of 3)

Gatekeeper

A team member who keeps abreast of current developments and provides the team with relevant information.

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Managing Outward (2 of 3)

Informing

A team strategy that entails making decisions with the team and then informing outsiders of its intentions.

Parading

A team strategy that entails simultaneously emphasizing internal team building and achieving external visibility.

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Managing Outward (3 of 3)

Probing

A team strategy that requires team members to interact frequently with outsiders, diagnose their needs, and experiment with solutions.

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Lateral Role Relationships (1 of 2)

Work-flow relationships

Emerge as materials are passed from one group to another.

Service relationships

Exist when top management centralizes an activity to which a large number of other units must gain access.

Advisory relationships

Created when teams with problems call on centralized sources of expert knowledge.

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Lateral Role Relationships (2 of 2)

Audit relationships

Develop when people not directly in the chain of command evaluate the methods and performances of other teams.

Stabilization relationships

Involve auditing before the fact.

Liaison relationships

Involve intermediaries between teams.

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Question (2 of 2)

Which style of conflict involves moderate attention to both parties’ concerns?

Avoidance

Accommodation

Compromise

Competing

Collaboration

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The correct answer is c – compromise. See slide 14-35

Five Conflict Styles (1 of 3)

Avoidance

A reaction to conflict that involves ignoring the problem by doing nothing at all, or deemphasizing the disagreement.

Accommodation

A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one’s own interests.

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Five Conflict Styles (2 of 3)

Compromise

A style of dealing with conflict involving moderate attention to both parties’ concerns.

Competing

A style of dealing with conflict involving strong focus on one’s own goals and little or no concern for the other person’s goals.

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Five Conflict Styles (3 of 3)

Collaboration

A style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties’ satisfaction.

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Exhibit 14.5 Conflict Management Strategies

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Managing Conflict

Superordinate goals

Higher-level goals taking priority over specific individual or group goals.

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Exhibit 14.6 Being a Mediator

Mediator

A third party who intervenes to help others manage their conflict.

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Electronic and Virtual Conflict

When teams are geographically dispersed, as is often the case for virtual teams, team members tend to experience more conflict and less trust.

Monitor and reduce or eliminate problems as soon as possible.

When problems arise, express your willingness to cooperate, and then actually be cooperative.

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Management in Action - Onward Cohesiveness and Conflict at Whole Foods

The sense of mission and shared values unifies employees at Whole Foods Market.

Serving on a team fulfilling a mission gives each team member a sense of purpose.

The company’s appreciation of diversity may be a challenge to cohesiveness.

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Management in Action - Questions Cohesiveness and Conflict at Whole Foods

How does Whole Foods promote team cohesiveness? What else can it do?

How should Whole Foods manage the conflict in its Albuquerque store? What should it do to minimize similar conflicts in the future?

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