Good & Bad Of Using Teams
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Chapter_10_Mgt201.pptManaging Teams
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LEARNING OUTCOMES
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Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
MGMT8 | CH3
Explain the good and bad of using teams
Recognize and understand the different kinds of teams
Understand the general characteristics of work teams
Explain how to enhance work team effectiveness
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MGMT8 | CH3
Work Teams
Small number of people with complementary skills who are mutually accountable for:
Achieving performance goals
Improving interdependent work processes
Helping firms in responding to specific problems and challenges
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Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
MGMT8 | CH3
Advantages of Teams
Customer satisfaction
Improved product and service quality
Increased speed and efficiency in product development
Job satisfaction
Cross-training: Facilitates team members to do jobs performed by other team members
Allow team members to gain job satisfaction from leadership responsibilities
Share the benefits of group decision making
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Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
MGMT8 | CH3
Disadvantages of Teams
Initial increase in turn-over
Social loafing: Team members withhold their efforts and fail to perform their share of the work
Groupthink - Members feel the pressure not to disagree with each other
Decision making takes time
Minority domination - One or two people dominate team discussions
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Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
MGMT8 | CH3
Exhibit
10.1 When to Use and When Not to Use Teams
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MGMT8 | CH3
Kinds of Teams - Differing in Terms of Autonomy
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MGMT8 | CH3
Kinds of Teams - Special Types
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MGMT8 | CH3
Team Characteristics
Norms: Informal agreed-on standards that regulate team behavior
Cohesiveness: Level to which team members are attracted to a team and motivated to continue in it
Conflict
Cognitive - Focuses on problem-related differences of opinion
Affective - Emotional reactions that occur due to personal disagreements
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MGMT8 | CH3
Team Development Stages
Forming: Team members meet, form initial impressions, and establish team norms
Storming: Team members disagree over what to do and how to do it
Characterized by conflict and disagreement
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MGMT8 | CH3
Team Development Stages
Norming: Team members settle into their roles
Results in growth of group cohesion and development of positive team norms
Performing: Performance improves as the team matures into an effective functioning team
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MGMT8 | CH3
Team Decline Stages
De-norming: Performance begins to drop as the team statistics change
De-storming: Team’s comfort level decreases
Leads to weak team cohesion and raise in negative emotions and conflict
De-forming: Team members place themselves to control parts of the team
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MGMT8 | CH3
Enhancing Work Team Effectiveness
Team requirements for stretch goals to be motivational
Possessing increased degree of autonomy over how to achieve the goals
Being empowered with control of resources
Structural accommodation: Ability to change organizational structures, policies, and practices in order to meet goals
Bureaucratic immunity: Ability to make changes without the approval of the managers
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Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
MGMT8 | CH3
Factors Considered in Selecting People for Teamwork
Individualism-collectivism: Degree to which a person believes that:
People need to be self-sufficient
Loyalty to one’s self is important than loyalty to team or company
Team level: Average level of ability experience, personality, or other factors in a team
Team diversity: Variances in ability, experience, personality, or other factors on a team
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MGMT8 | CH3
Areas of Team Training
Interpersonal skills: Enable people to have effective working relationships with others
Decision-making and problem-solving skills
Conflict resolution skills
Technical training
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MGMT8 | CH3
Types of Employee Compensation
Skill-based pay: Pays employees for learning additional knowledge
Gainsharing: Companies share the financial value of performance gains
Nonfinancial rewards - Effective when teams are initially introduced
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SUMMARY
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MGMT8 | CH3
Work teams consist of a small number of people with complementary skills
Teams primarily differ based on autonomy
Teams effectiveness can be enhanced by setting priorities/goals, appropriate team selection, training, and compensation
KEY TERMS
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MGMT8 | CH3
Work team
Cross training
Social loafing
Traditional work group
Employee involvement team
Semi-autonomous group
Self-managing teams
Self-designing teams
Cross-functional team
Virtual team
Project team
Norms
Cohesiveness
Forming
Storming
Norming
Performing
De-norming
De-storming
De-forming
KEY TERMS
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Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
MGMT8 | CH3
Structural accommodation
Bureaucratic immunity
Individualism-collectivism
Team level
Team diversity
Interpersonal skills
Skill-based pay
Gainsharing
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Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
MGMT8 | CH3
