Principles Of Management DB #11

PrinciplesofMgt_7e_ch13.pptx

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Groups & Teams Increasing Cooperation, Reducing Conflict

Chapter 13

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Major Questions You Should Be Able to Answer

13.1 How is one collection of workers different from any other?

13.2 How does a group evolve into a team?

13.3 How can I as a manager build an effective team?

13.4 Since conflict is a part of life, what should a manager know about it in order to deal successfully with it?

13-2

The Challenge of Managing Virtual Teams

Take baby steps and manage by results

State expectations

Write it down

Communicate, but be considerate

Be aware of cultural differences

Meet regularly

13-3

Why Teamwork is Important

13-4

Table 13.1

Groups & Teams

Group

two or more freely acting individuals who share norms, share goals, and have a common identity

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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

13-6

Various Types of Teams

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Table 13.2

Formal versus Informal Groups

Formal group

group assigned by organizations or its managers to accomplish specific goals

Informal group

Group formed by people whose overriding purpose is getting together for friendship or a common interest

13-8

Example: Informal Groups & Informal Learning

Siemens employees gathered often in the lunchroom

More work than chit-chat

Siemens managers placed overhead projectors and notepads in the lunchroom to facilitate the exchange of information

13-9

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

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Question

A stakeholder group who provides reactions to new curriculum proposals by a university faculty is an example of a(n):

Production team

Project team

Action team

Advice team

13-11

The correct answer is “D” – advice team

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Lecture Script 6-11

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

13-12

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

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Self-Managed Teams

Continuous improvement teams

consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace- and quality-related problems.

13-14

Self-Managed Teams

Self-Managed teams

groups of workers who are given administrative oversight for their task domains

13-15

Ways to Empower Self-Managed Teams

13-16

Table 13.3

Five Stages of Group and Team Development

13-17

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

13-18

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

13-19

Question

Jeff’s workgroup is having a lot of disagreement over the direction the group should take. They are involved in the __________ stage of group development.

Forming

Storming

Norming

Performing

13-20

The correct answer is “B” – storming. See previous slide.

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Lecture Script 6-20

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

13-21

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

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Stage 5: Adjourning

Adjourning

members prepare for disbandment

Leaders can help ease the transition by rituals celebrating “the end” and “new beginnings”

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Building Effective Teams

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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

13-25

How to Enhance Cohesiveness in Teams

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Table 13.5

Size: Small Teams or Large Teams?

Small teams: 2-9 members

better interaction

better morale

Disadvantages

Fewer resources

Possibly less innovation

Unfair work distribution

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Size: Small Teams or Large Teams?

Large Teams: 10-16 members

More resources

Division of labor

Disadvantages

Less interaction

Lower morale

Social loafing

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Social loafing – tendency of people to exert less effort when working in groups than when working alone

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Lecture Script 6-28

Example: Team Size

At Amazon.com, there is a “two pizza” rule – if a team can’t be fed by two pizzas it’s too large

Harvard professor, J. Richard Hackman, thought there should be no more than six

Many companies have their own ideal sizes

13-29

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

13-30

A task role, or task-oriented role, consists of behavior that concentrates on getting the team’s tasks done.

A maintenance role, or relationship-oriented role, consists of behavior that fosters constructive relationships

among team members.

Question

Layla works during her meeting to pull together the ideas of her committee members into a coherent whole. Layla is performing a ___________ role.

Maintenance

Relationship-oriented

Task

Social

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The correct answer is “C” – task.

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Lecture Script 6-31

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

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Groupthink

a cohesive group’s blind unwillingness to consider alternatives

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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”

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Results of Groupthink

Reduction in alternative ideas

Limiting of other information

13-35

Preventing Groupthink

Allow criticism

Allow other perspectives

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The Nature of Conflict

Conflict

process in which one party perceives that its interests are being opposed or negatively affected by another party

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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

13-38

The relationship between intensity and outcomes

13-39

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

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Three Kinds of Conflict

Intergroup conflicts

Inconsistent goals or reward systems, ambiguous jurisdictions, status differences

Multicultural conflicts

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Devices to Stimulate Constructive Conflict

Spur competition among employees

Change the organization’s culture & procedures

Bring in outsiders for new perspectives

Use programmed conflict

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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

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Five Conflict-Handling Styles

Avoiding - “Maybe the problem will go away”

Accommodating – “Let’s do it your way”

Forcing – “You have to do it my way”

Compromising – “Let’s split the difference”

Collaborating – “Let’s cooperate to reach a win-win solution that benefits both of us”

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