Teamwork Chapter 14 Bateman and Snell. Learning Objectives After studying Chapter 14, you will know:...
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Transcript of Teamwork Chapter 14 Bateman and Snell. Learning Objectives After studying Chapter 14, you will know:...
Learning Objectives
After studying Chapter 14, you will know: how teams contribute to your organization’s
effectiveness what makes the new team environment different
from the old how groups become teams why groups sometimes fail how to build an effective team how to manage your team’s relationships with other
teams how to manage conflict
The Contributions Of Teams
Force forcost reduction
Force forspeed
Building blockfor organization
structure
Effects onorganizations
Force forproductivity
Force forinnovation
Force forchange
Force forquality
Benefits Of Groups
•Accomplish tasks that could not be done by individuals alone
•Bring multiple skills and talents to bear on complex tasks
•Provide a vehicle for decision making that permits multiple views
•Provide a means for controlling individual behavior
•Facilitate changes in policies or procedures
•Increase organizational stability
For the organization For the individual•Aid in learning about the organization and its environment
•Aid in learning about oneself
•Provide help in gaining new skills
•Obtain valued rewards that are not accessible through individual initiative
•Directly satisfy important personal needs, especially social needs
The New Team Environment
Definitions working group - collection of people who work in the
same area or have been drawn together to undertake a task
do not necessarily come together as a unit and achieve significant performance improvements
team - 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
real teams are more fully integrated into the organizational structure
authority of teams is increasing
The New Team Environment (cont.)Types of teams
work teams - make or do things like manufacture, assemble, sell, or provide service
are well defined and a clear part of the organization’s structure composed of a full-time, stable membership
project and development teams - work on long-term projects
disband when the work is completed parallel teams - operate separately from the regular
work structure on a temporary basis do work that is not normally done by the standard structure recommend solutions to specific problems do not have the authority to act
The New Team Environment (cont.)
Types of teams (cont.)management teams - coordinate and
provide direction to subunits integrate work among subunitsauthority based on hierarchical rank responsible for the overall performance of the
organization
The New Team Environment
•Managers determine and plan the work•Jobs are narrowly defined•Cross-training is viewed as inefficient•Most information is “management property”•Training for nonmanagers focuses on technical skills•Risk taking is discouraged•People work alone•Rewards based on individual performance•Managers determine “best methods”
Traditional environment Team environment•Managers and teams jointly determine and plan the work•Jobs require broad skills and knowledge•Cross-training is the norm•Information is freely shared•Continuous learning requires training for all •Encourage and support measured risk taking•People work together•Rewards based on contributions to the team and individual performance•Everyone works to improve methods and processes
The New Team Environment (cont.)Self-managed teams autonomous work groups in which workers are trained
to do all or most of the jobs in a unit have no immediate supervisor make decisions previously made by first-line
supervisors compared to traditionally managed teams, self
managed teams appear to: be more productive have lower costs provide better customer service have better safety records be more satisfying for members
The New Team Environment (cont.)
Self-managed teams (cont.) traditional work groups - have no managerial
responsibilities supervised by first-line manager
quality circles - voluntary groups of people drawn from various production teams who make suggestions about quality
have no authority to make decisions or execute semiautonomous work groups - make decisions
about managing and carrying out major production activities
still get outside support for quality control and maintenance
The New Team Environment (cont.)
Self-managed teams (cont.) autonomous work groups (self-managing
teams) - control decisions about and execution of a complete range of tasks
fully responsible for an entire product or an entire part of a production process
self-designing teams - control the design of the team
responsibilities comparable to those of autonomous work groups
How Groups Become Teams
Group activities forming - members lay the ground rules for what
types of behavior are acceptable storming - hostilities and conflict arise
people jockey for positions of power and status norming - members agree on shared goals
norms and closer relationships develop performing - group channels its energies into
performing its task declining - deterioration of a group adjourning - termination of a temporary group
How Groups Become Teams (cont.)Transnational teams work groups composed of multinational members
whose activities span multiple countries often are geographically dispersed and psychologically
distant work on highly complex projects of considerable
importance teams require several skills
advocacy skills - build team’s legitimacy catalytic skills - work with a variety constituents, build
commitment, reward members for contributions integrative skills - emphasize excellence, coordinate problem
solving, and measure progress and results
How Groups Become Teams (cont.)The passage of time groups are open to formative experiences at critical
periods forming period - rules, norms, and roles are established that
set long-lasting precedents midway period - occurs between initial meeting and a deadline
realization that time is becoming a scarce resource group must “get on with it” sufficient time to change the approach if necessary
Why groups sometimes fail not easy to build high-performance teams giving up control to teams is difficult for some
managers not knowing and doing what makes teams successful
Building Effective TeamsCriteria for team effectivenessproductive output - standards of quantity and
qualitysatisfaction of member needscommitment to work together - remain viable
with good prospects for future successes
Building Effective Teams (cont.)Motivating teamwork social loafing - being less productive when in a group
occurs when individuals believe that: their contributions are not important others will do the work for them their lack of effort will go undetected
social facilitation - working harder when in a group than when working alone
occurs when individuals: are concerned with what others think of them and when they
want to maintain a positive self-image know each other and can observe each other have clear performance goals and culture supportive of teamwork
Building Effective Teams (cont.)Motivating teamwork (cont.) generated by designing the team’s task to be motivating
the task is meaningful team members accountable to one another, not just the boss
best motivation is tying rewards to team performance assumes that performance can be measured validly differential rewards for member’s contributions should be made
by the team itself
Member contributions members should be selected and trained to be effective teams require technical, problem-solving and decision-
making, and interpersonal skills
Building Effective Teams (cont.)
Normsshared beliefs about how people should
think and behave from the organization’s standpoint, norms
can be positive or negativegenerally apply to all team members
Building Effective Teams (cont.)Roles different sets of expectations for how different
individuals should behave two important sets of roles must be performed
task specialist - have more job-related skills and abilities have more decision-making responsibilities provide instructions and advice
maintenance specialist - develop and maintain harmony
team leaders - build commitment and confidence manage relationships with outsiders deal with obstacles in the way of team performance create opportunities for team members
Building Effective Teams (cont.)
Roles (cont.) coach - management representative to whom the
team reports not a true member of the team helps the team understand its role in the organization acts as a resource to the team
Cohesiveness degree to which:
the team is attractive to its members members are motivated to remain in the team members influence one another
Building Effective Teams (cont.)Cohesiveness (cont.) Importance of cohesiveness
contributes to member satisfaction impacts performance depending upon the task and team
norms
The task in decision making tasks, cohesive team subject to groupthink
to make a good decision, team should establish a norm of constructive disagreement
if task involves producing tangible output, cohesiveness can enhance performance
Performance norms - cohesive groups are more effective at norm enforcement
Cohesiveness, Performance Norms, And Group Performance
Low High
Performance Norms
High
Low
Coh
esiv
enes
s Poor goal attainment andtask performance
Moderate goal attainmentand task performance
High goal attainment(group’s perspective)
and lowest task performance(management’s perspective)
High goal attainmentand task performance
Building Cohesiveness And High Performance Norms
Help team succeedand publicize its
successes
Be a participative
leader
Recruit memberswith similarattributes
TeamCohesiveness
andPerformance
High entranceand socialization
standards
Tie rewards toteam performance
Present a challenge from
outside the team
Keep the teamsmall
Managing Lateral Relationships
Intergroup conflict some conflict may be constructive for the organization many things cause great potential for destructive
conflict tensions and anxieties likely to arise in teams that are:
demographically diverse from different parts of the organization composed of contrasting personalities
teams must: accept differences and conflict learn to use differences to their advantage
Managing Lateral Relationships (cont.)
Managing conflictaim is to make conflict productivepeople benefit from conflict when:
a new solution is implemented, the problem is solved, and it is unlikely to emerge again
work relationships have been strengthened and people believe they can work together in the future
don’t allow dysfunctional conflict to buildprocedural justice is important
Managing Lateral Relationships (cont.)
Conflict styles two dimensions used to distinguish among styles
assertiveness - how much people strive to satisfy their own concerns
cooperativeness - degree of focus on satisfying other party’s concerns
different styles are necessary at different times collaboration is the ideal approach when both sets of
concerns are valid, a creative solution is needed, and when commitment to the solution is vital for implementation
superordinate goals - higher-level organizational goals toward which all teams should be striving