BM 14 daft7e ppt_ch14 - revised
Transcript of BM 14 daft7e ppt_ch14 - revised
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Chapter 14
Leading Teams
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Learning Objectives
• Identify the types of teams in organizations• Discuss some of the problems & challenges
of teamwork• Identify roles within teams & the type of
role you could play to help a team be effective
• Explain the general stages of team development
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Learning Objectives
• Identify ways in which team size & diversity of membership affect team performance
• Explain the concepts of team cohesiveness & team norms & their relationship to team
• Understand the causes of conflict within & among teams & how to reduce conflict
• Define the outcomes of effective teams & how managers can enhance team effectiveness
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New Manager’s Question 1
• Team is just another word for group.
1 2 3 45
Strongly agree Strongly disagree
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New Manager’s Question 2
• It’s better if team members are in the same location.
1 2 3 45
Strongly agree Strongly disagree
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New Manager’s Question 3
• The best team members are those who encourage other members.
1 2 3 45
Strongly agree Strongly disagree
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Introduction to Team
• Teams have become the primary way in which many companies accomplish their work
• Good teams can be highly productive• Teams aren’t always successful
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Why Teams at Work?
• What is a team?– Two or more people who interact and
coordinate their work toward a goal
• 3 Components of “team”– 2 or more people are required– People in a team have regular interaction– Members of a team share a performance goal
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“Team”
• Group of people—2 terms are not interchangeable– Can put together a group, but never build team– “team” implies a sense of shared mission &
collective responsibility
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Differences Between Groups and Teams
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The Dilemma of Teams?
• 3 Primary Reasons– We have to give up our independence– We have to put up with free riders• Free riders (social loafing) – team member who
attains benefits from team membership but does not actively participate in & contribute to the team’s work
– Teams are sometimes dysfunctional• See Exhibit 14.2 (next slide)
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Five Common Dysfunctions of Teams
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How to Make Teams Effective• Successful teams don’t just happen• Team members should consider:– Defining roles– Establishing norms– Setting goals
• Work-team effectiveness is based on:– Productive output– Personal satisfaction– Capacity to adapt and learn
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How to Make Teams Effective• Work-team effectiveness is based on:– Productive output – quality & quantity of task
outputs– Personal satisfaction – team’s ability to meet the
personal needs of its members & hence maintain their membership & commitment
– Capacity to adapt and learn – ability of teams to bring greater knowledge & skills to job tasks & enhance the potential of the organization to respond to new threats or opportunities in the environment
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Work-Team Effectiveness Model
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Model of Team Effectiveness
Teams size and roles are important
Team characteristics influence processes
Good team leaders understand and manage stages of team development
Team members and leaders must direct processes in a positive manner
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Effective Team Leadership
• Rally people around a compelling purpose
• Share power
• Admit ignorance (fallibility model)
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Types of Teams
• Formal Team – defined by formal organization structure– Vertical: functional or command team– Horizontal: cross-functional team, project team,
committee• Committee: long-lived & may be a permanent part of
the organization’s structure– Formed to deal with tasks that recur regularly
• Special-purpose: (project teams) created outside the formal organization to undertake a project of special importance or creativity
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Horizontal and Vertical Teams in an Organization
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Types of Teams
• Self Directed Teams – supervised by elected employees– Problem-solving teams – consist of 5 to 12
hourly employees from the same department• Voluntarily meet• Discuss ways to improve quality, efficiency & work
environment• Most widely knows is “quality circles”
– First used by Japanese companies
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Types of Teams
• Problem-solving evolve into self-directed teams– Self-directed teams – consist of 5-20 multi-
skilled workers who rotate jobs to produce an entire product or service• Permanent & includes 3 elements
– Combined skills are sufficient to perform a major organizational task
– Resources to perform the complete task– Given decision-making authority to complete the task
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Innovative Use of Teams
• Virtual Teams – made up of geographically or organizationally dispersed members linked through advanced information & telecommunications technologies
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Innovative Use of Teams
• Virtual Teams (cont’d)– Include organizational members, contingent
workers, members of partner organizations, customers, suppliers, etc.
– Members use e-mail, voice mail, internet, blogs, etc. to communicate
– Highly flexible & dynamic– Leadership is shared or altered– Membership can quickly change
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Innovative Use of Teams
• Virtual Teams (cont’d)– 1 advantage: ability to assemble the best group
to complete a complex project, solve a problem or exploit a strategic opportunity
– 3 critical areas that should be addressed:• Using technology to build relationships• Shaping culture through technology• Monitoring progress & rewarding members
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What Effective Virtual Team Leaders Do
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Innovative Use of Teams
• Global Teams– Characteristics• Cross-border work teams• Members of different nationalities• Activities span multiple countries
– Challenges• Bridge gaps of time, distance & culture• Speak different languages, use different technologies
& have different beliefs
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Innovative Use of Teams
• Global Teams (cont’d)– To be effective:• All teams members have to be willing to deviate from
their own values & norms• Carefully select team members, build trust & share
information
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Team CharacteristicsDesign teams for effectiveness
• Size – Team performance and productivity peaks at five
members– Smaller teams perform better than larger– Large enough to take advantage of diverse skills– Small enough to make members feel like an
intimate part of group– As team size increases, it’s harder to interact &
influence others
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Team Characteristics
• Diversity– Diverse skills, knowledge and experience
produce innovative solutions– Diversity may contribute to a healthy level of
conflict– Functional & gender diversity can lead to
positive impact on performance– Racially & culturally diverse teams tend to have
more difficulty learning to work well together
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Team Characteristics
• Member Roles– Teams must focus on both task and social roles– 2 types of roles:– Task specialist – spend time & energy helping team
reach goal– Socioemotional – support team members’ emotional
needs & help strengthen the social entity
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Task Performance and Social SatisfactionTask Specialist Role– Initiate ideas– Giving opinions– Seeking information– Summarizing– Energizing
Socioemotional Role– Encouraging– Harmonizing– Reducing Tension– Following– Compromising
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Stages of Team Development
• Forming – orientation and acquaintance
• Storming – personalities and roles emerge
• Norming – conflict is resolved• Performing – focus on
problem solving • Adjourning - disbandment
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Team Cohesiveness
• Extent to which members are attracted to the team & motivated to remain in the team
• Determinants of Team Cohesiveness– Team interaction– Shared goals– Personal attraction to the team– Presence of competition– Team success
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Team Cohesiveness (cont’d)
• Consequences of Team Cohesiveness– Morale: higher in cohesive teams– Productivity: tends to be more uniform• Degree depends on relationship between
management & team
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Team Norms
Team norms – a standard of conduct that
is shared by team members and guides
their behavior
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Four Ways Team Norms Develop
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Managing Team Conflict• Conflict – antagonistic interaction in which
one party attempts to block the intentions or goals of another• Some is inevitable
• Competition - rivalry among individuals or teams• Can have a healthy impact because it energizes
people
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Managing Team Conflict• Balancing Conflict and Cooperation– Conflict can help eliminate groupthink– Groupthink: tendency for people to be so committed
to a cohesive team that they are reluctant to express contrary opinions
– Conflict can cause morale and productivity problems
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Conflict and Cooperation
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Managing Team Conflict• Causes of Conflict– Competition over scarce resources– Goal differences– Communication breakdowns
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Managing Team Conflict• Styles to Handle Conflict– Competing style – assertiveness to get one’s own
way– Avoiding style – reflects neither assertiveness or
cooperativeness– Compromising style – moderate amount of both– Accommodating style – high degree of
cooperativeness– Collaborating style – high degree of both
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A Model of Styles to Handle Conflict
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Team Conflict Tools
• Superordinate goals – vision compels people to overcome conflict and cooperate
• Mediation – allowing third-party to help with disputes
• Negotiation – people engage in give-and-take discussions
– Integrative or disruptive
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Team Conflict Tools
• Negotiation (cont’d)
– Integrative – based on a “win-win” assumption
– Distributive– assumes the “size of the pie” is fixed & each party attempts to get as much of it as they can
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Reaching a Win-Win Solution
Separate the people from the problem
Focus on interests, not current demands
Generate many alternatives for mutual gain
Insist that results be based on objective standards
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Work-Team Effectiveness
Productive Output
Social facilitation – tendency for the presence of others to energize one’s motivation/performance
Satisfaction of Members
Capacity to Adapt and Learn