MBA MCO101 Unit 8 C Lecture 9 200806 Xx
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Transcript of MBA MCO101 Unit 8 C Lecture 9 200806 Xx
MCO 101 • MANAGEMENTUnit 8C: Motivation, Leadership,
Groups and Teams
MANAGEMENT 2MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Managing Expectations
LEARNING OUTCOMES:
At the end of the course, students will be able to:
• Explain fundamental concepts and principles of management including the basic roles, skills, and functions of management
• Discuss the knowledgeable of historical development, theoretical aspects and practice application of managerial process
• Examine the environment, technology, human resources, and organisations in order to achieve high performance
• Discuss the ethical dilemmas faced by managers and the social responsibilities of businesses.
MANAGEMENT 3MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Managing Expectations
SUBJECTS DISCUSSED:
1. Management, Managers and evolution of Management theory
2. Personality traits and diversity3. Organisation, Globalisation and the resulting
environments4. Decision-making and Planning5. Structure and Strategy6. Executing and Controlling7. Human Resources Management as a function8. Motivation, Leadership, Groups and Teams9. Communication, conflicts and politics10. Operations Management. Entrepreneurship. Innovation
MANAGEMENT 4MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Managing Expectations
TOPIC DETAILS:
After going through UNIT 8C, you should be able to:
1. explain the good and bad of using teams.2. recognize and understand the different kinds of teams.3. understand the general characteristics of work teams.4. explain how to enhance work team effectiveness.
MANAGEMENT 5MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
The Good and Bad of Using Teams
Customer Satisfaction
Product and Service Quality
Speed and Efficiency in Product Development
Employee Job Satisfaction
Decision Making
Commitment to decisions
More alternate solutionsMultiple perspectives
ADVANTAGES
MANAGEMENT 6MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
The Good and Bad of Using Teams
DISADVANTAGES
Initially High Employee Turnover
Social Loafing
Disadvantages of Group Decision Making
Groupthink
Inefficient meetings
Minority domination
Lack of accountability
MANAGEMENT 7MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
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
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
MANAGEMENT 8MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Kinds of TeamsAutonomy
TraditionalWork
Groups
EmployeeInvolvement
Teams
Semi-autonomous
WorkGroups
Self-managing
Teams
Self-designing
Teams
Autonomy
How Teams differ in Autonomy
MANAGEMENT 9MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Special Kinds of Teams
Cross-FunctionalTeams
VirtualTeams
ProjectTeams
• 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• 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
• 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
MANAGEMENT 10MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Work Team Characteristics
TeamSize
TeamSize
TeamConflict
TeamConflict
TeamDevelopment
TeamDevelopment
Team Norms
Team Norms
TeamCohesiveness
TeamCohesiveness
MANAGEMENT 11MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
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
• Make sure all team members are present at team meetings• Create additional opportunities for teammates to work
together• Engage in non-work activities as a team• Make employees feel that they are part of a “special”
organization
Promoting team cohesiveness
MANAGEMENT 12MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Team Size
Size
Per
form
ance
MANAGEMENT 13MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
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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 simultaneously
MANAGEMENT 14MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Stages of Team Development
Team
Perf
orm
an
ce
Time
Forming
Storming
Norming
Performing
De-Norming
De-Storming
De-Forming
MANAGEMENT 15MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Enhancing Work Team Effectiveness
TeamTraining
TeamCompensation
SelectingTeam Members
SettingTeam Goals and
Priorities
MANAGEMENT 16MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Setting Team Goals and Priorities
• Team goals enhance team performance
• Goals clarify team priorities• Challenging team goals help team
members to regulate effort
• Teams have a high degree of autonomy• Teams are empowered with control
resources• Teams need for structural
accommodation• Teams need bureaucratic immunity
Requirements for Stretch Goals to Motivate Team Performance
MANAGEMENT 17MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
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Selecting People for Teamwork
TeamDiversity
TeamLevel
Individualism-Collectivism
MANAGEMENT 18MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
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Team Training
Conflict
Interpersonal Skills
Decision Makingand Problem Solving
Technical Training
Training for Team Leaders
MANAGEMENT 19MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Problems Reported by Team Leaders
1. Confusion about new roles
2. Feeling they’ve lost control
3. Not knowing what it means to coach or empower
4. Having doubts about whether team concept will work
5. Uncertainty about dealing with employees’ doubts
6. Confusion about when team is ready for more responsibility
7. Confusion about how to share responsibility and accountability
8. Concern about promotional opportunities
9. Uncertainty about the strategic aspects of leader’s role as team matures
10. Not knowing where to turn for help with team problems
MANAGEMENT 20MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
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
MANAGEMENT 21MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights
reserved
Team Compensation and Recognition