Management & Organization Behavior class Three different Discussions
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IPPTChap014.pptxTeamwork
Chapter Fourteen
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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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Types of Teams
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.
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Types of Teams
Parallel teams
Teams that operate separately from the regular work structure, and exist temporarily.
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Types of Teams
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
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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Practices of Effective Virtual Team Leaders
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Table 14.1
Types of Teams
Teaming
A strategy of teamwork on the fly, creating many temporary, changing teams
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Self-Managed Teams
Traditional work groups
Groups that have no managerial responsibilities.
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Self-Managed Teams
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.
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Self-Managed Teams
Autonomous work groups
Groups that control decisions about and execution of a complete range of tasks.
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Self-Managed Teams
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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How Groups Become Real Teams
Team
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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Group Processes
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.
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Group Processes
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
Building psychological safety
Embracing failure
Putting conflict to work
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Practices that are particularly helpful in this context 34 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
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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.
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Motivating Teamwork
Social facilitation effect
Working harder when in a group than when working alone.
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Question
___________ 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.
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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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Cohesiveness
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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Cohesiveness, Performance Norms, and Group Performance
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Figure 14.1
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
Gatekeeper
A team member who keeps abreast of current developments and provides the team with relevant information.
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Managing Outward
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
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
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 (cont.)
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
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
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Conflict Styles
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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Conflict Styles
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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Conflict Styles
Collaboration
A style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties’ satisfaction.
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Conflict Management Strategies
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Figure 14.2
Managing Conflict
Superordinate goals
Higher-level goals taking priority over specific individual or group goals.
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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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Video: Japan: An Idea Takes Root
How have the Japanese flower growers worked together and with government agencies to revitalize the flower export business?
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