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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 1
The Good and Bad of Using Teams
Advantagesof Teams
Disadvantagesof Teams
When to UseAnd
Not Use Teams
11
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 2
The Advantages of Teams
1.11.1
Customer SatisfactionCustomer Satisfaction
Product and Service QualityProduct and Service Quality
Speed and Efficiency in Product DevelopmentSpeed and Efficiency in Product Development
Employee Job SatisfactionEmployee Job Satisfaction
Decision MakingDecision Making
Commitment to decisionsCommitment to decisions
More alternate solutionsMore alternate solutionsMultiple perspectivesMultiple perspectives
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 3
The Disadvantages of Teams
1.21.2
Initially High Employee TurnoverInitially High Employee Turnover
Social LoafingSocial Loafing
Disadvantages of Group Decision Making
Disadvantages of Group Decision Making
GroupthinkGroupthink
Inefficient meetingsInefficient meetings
Minority dominationMinority domination
Lack of accountabilityLack of accountability
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 4
Doing the Right Thing
Don’t be a Team Slacker—Do Your Share
Slacking on teams is wrong
Slacking hurts a team’s performance
In the real world, team slacking contributes tolost sales, poorer decisions, lower-quality products,and lower productivity
Don’t be a Team Slacker—Do Your Share
Slacking on teams is wrong
Slacking hurts a team’s performance
In the real world, team slacking contributes tolost sales, poorer decisions, lower-quality products,and lower productivity
1.21.2
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 5
The Disadvantages of Teams
Factors that Encourage Peopleto Withhold Effort in Teams
1. The presence of someone with expertise
2. The presentation of a compelling argument
3. Lacking confidence in one’s ability to contribute
4. An unimportant or meaningless decision
5. A dysfunctional decision-making climate
Adapted From Exhibit 10.2
1.21.2
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 6
When to Use Teams
There is a clear purpose The job can’t be done
unless people work together
Team-based rewards are possible
Ample resources exist Teams have authority
There is a clear purpose The job can’t be done
unless people work together
Team-based rewards are possible
Ample resources exist Teams have authority
USE TEAMS WHEN… DON’T USE TEAMS WHEN…
There is no clear purpose The job can be done
independently
Only individual-based rewards exist
Resources are scarce Management controls
Adapted From Exhibit 10.3
1.31.3
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 7
Kinds of Teams
How TeamsDiffer in
Autonomy
How TeamsDiffer in
Autonomy
Special KindsOf
Teams
Special KindsOf
Teams
22
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 8
Autonomy, the Key Dimension
TraditionalWork
Groups
TraditionalWork
Groups
EmployeeInvolvement
Teams
EmployeeInvolvement
Teams
Semi-autonomous
WorkGroups
Semi-autonomous
WorkGroups
Self-managing
Teams
Self-managing
Teams
Self-designing
Teams
Self-designing
Teams
Autonomy
Adapted From Exhibit 10.4
2.12.1
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 9
Special Kinds of Teams
Cross-FunctionalTeams
Cross-FunctionalTeams
VirtualTeamsVirtualTeams
ProjectTeams
ProjectTeams
2.22.2
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 10
Cross-Functional Teams
Employees from different functional areas
Attack problems from multiple perspectives
Generate more ideas and alternative solutions
Often used in conjunction with matrix and product organizational structures
2.22.2
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 11
Tips for ManagingSuccessful Virtual Teams
Virtual Teams
Select self-starters and strong communicators
Keep the team focused on clear, specific goals
Provide frequent feedback
Keep team upbeat and action-oriented
Periodically bring team members together
Improve communications
Ask team members for feedback on how well team is working
Empower virtual teams
Adapted From Exhibit 10.5
2.22.2
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 12
Project Teams
Created to complete specific, one-time projects within a limited time
Often used to develop new products, improve existing products, roll out new information systems, or build new factories/offices
Can reduce or eliminate communication barriers, and speed up the design process
Promote flexibility
2.22.2
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 13
Work Team Characteristics
TeamSize
TeamSize
TeamConflict
TeamConflict
TeamDevelopment
TeamDevelopment
Team Norms
Team Norms
TeamCohesiveness
TeamCohesiveness
33
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 14
Team Norms
Informally agreed-on standards that regulate team behavior
Powerful influence on work behavior
Regulate the everyday behaviors of teams
3.13.1
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 15
Team Cohesiveness
The extent to which members are attracted to the team and motivated to remain in it
Cohesive teams: retain their members promote cooperation have high levels of
performance
3.23.2
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 16
Promoting Team Cohesiveness
1. Make sure all team members are present at team meetings
2. Create additional opportunities for teammates to work together
3. Engage in nonwork activities as a team
4. Make employees feel that they are part of a “special” organization
3.23.2
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 17
Team Size
Size
Per
form
ance
3.33.3
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 18
Team Conflict
C-type Conflict cognitive conflict focuses on problems and issues associated with improvements in team
performance
A-type Conflict affective conflict emotional, personal disagreements associated with decreases in team
performance
Both types often occur simultaneously3.43.4
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 19
How Teams Can Have a Good Fight
Adapted from Exhibit 10.6
1. Work with more, rather than less, information
2. Develop multiple alternatives to enrich debate
3. Establish common goals
4. Inject humor into the workplace
5. Maintain a balance of power
6. Resolve issues without forcing a consensus
3.43.4
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 20
Stages of Team DevelopmentTe
am P
erfo
rman
ce
Time
Forming
Storming
Norming
Performing
De-Norming
De-Storming
De-Forming
Adapted from Exhibit 110.7
3.53.5
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 21
Enhancing Work Team Effectiveness
TeamTraining
TeamCompensation
SelectingTeam Members
SettingTeam Goals and
Priorities
44
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 22
Setting Team Goals and Priorities
Team goals enhance team performance
Goals clarify team priorities
Challenging team goals help team members to regulate effort
4.14.1
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 23
Requirements for Stretch Goals to Motivate Team Performance
Teams have a high degree of autonomy
Teams are empowered with control resources
Teams need for structural accommodation
Teams need bureaucratic immunity
4.14.1
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 24
Selecting People for Teamwork
TeamDiversity
TeamDiversity
TeamLevel
TeamLevel
Individualism-Collectivism
Individualism-Collectivism
4.24.2
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 25
Team Training
ConflictConflict
Interpersonal SkillsInterpersonal Skills
Decision Makingand Problem Solving
Decision Makingand Problem Solving
Technical TrainingTechnical Training
Training for Team LeadersTraining for Team Leaders4.34.3
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 26
Problems Reported by Team Leaders
1. Confusion about new roles1. Confusion about new roles
2. Feeling they’ve lost control2. Feeling they’ve lost control
3. Not knowing what it means to coach or empower3. Not knowing what it means to coach or empower
4. Having doubts about whether team concept will work4. Having doubts about whether team concept will work
5. Uncertainty about dealing with employees’ doubts5. Uncertainty about dealing with employees’ doubts
6. Confusion about when team is ready for more responsibility6. Confusion about when team is ready for more responsibility
7. Confusion about how to share responsibility and accountability7. Confusion about how to share responsibility and accountability
8. Concern about promotional opportunities8. Concern about promotional opportunities
9. Uncertainty about the strategic aspects of leader’s role as team matures9. Uncertainty about the strategic aspects of leader’s role as team matures
10. Not knowing where to turn for help with team problems10. Not knowing where to turn for help with team problems
Adapted from Exhibit 10.9
4.34.3
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 27
Team Compensation and Recognition
The level of reward must match the level of performance
Three methods of compensating teamparticipants:
skill-based pay gainsharing nonfinancial rewards
4.44.4
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 28
Team Compensation and Recognition
4.44.4
Exhibit 10.10