Unit Seven SeminarUnit Seven SeminarIntro to Management AB140Intro to Management AB140

Instructor: Jill BurgettInstructor: Jill Burgett**Don’t forget to make sure your volume is up**Don’t forget to make sure your volume is up

Unit Seven CourseworkUnit Seven Coursework DiscussionDiscussion

– Be sure to post three times (min 100 words) on three Be sure to post three times (min 100 words) on three separate days (from Wed-Tues) to receive full credit.separate days (from Wed-Tues) to receive full credit.

– Your first post should answer the discussion question Your first post should answer the discussion question and your second two posts (on separate days) should be and your second two posts (on separate days) should be responses to classmates. All posts should be a minimum responses to classmates. All posts should be a minimum of 100 words.of 100 words.

AssignmentAssignment– Watch a scenario about Sandwich Blitz, Inc. writing Watch a scenario about Sandwich Blitz, Inc. writing

about how self-managed teams could be used at about how self-managed teams could be used at Sandwich Blitz to allow Jack more time to devote to Sandwich Blitz to allow Jack more time to devote to growing the business (growing the business (watch grammarwatch grammar).).

ReviewReview– 5 multiple choice questions on Chapter 11 .5 multiple choice questions on Chapter 11 .

***All Unit Seven work is due by next Tuesday at 11:59 PM ***All Unit Seven work is due by next Tuesday at 11:59 PM ESTEST

ProgressProgress

Be sure to check the gradebook to Be sure to check the gradebook to make sure all the assignments you make sure all the assignments you have posted are showing as graded. have posted are showing as graded.

Also, please check your Kaplan email Also, please check your Kaplan email account on a regular basis in case I account on a regular basis in case I send you an important note. send you an important note.

Tonight’s SeminarTonight’s Seminar

What to expect in Unit Seven What to expect in Unit Seven

Chapter 11: Teamwork (Pages 244 – Chapter 11: Teamwork (Pages 244 – 256)256)

Why some groups failWhy some groups fail How teams contribute to an organizationHow teams contribute to an organization Various types of teamsVarious types of teams

How Can Teams Help?How Can Teams Help? Effective as a building block for Effective as a building block for

organization structureorganization structure Increase productivity, improve Increase productivity, improve

quality, enhance speed, and reduce quality, enhance speed, and reduce costscosts

Forces for innovation and change.Forces for innovation and change. Provide benefits for their membersProvide benefits for their members

– Useful learning, feedback, growth, and Useful learning, feedback, growth, and development mechanismsdevelopment mechanisms

The New Team EnvironmentThe New Team Environment

TeamTeam - a small number of people with - a small number of people with complementary skills who are committed to complementary skills who are committed to a common purpose, set of performance a common purpose, set of performance goals, and approach for which they hold goals, and approach for which they hold themselves mutually accountablethemselves mutually accountable

Working groupWorking group - a collection of people - a collection of people who work in the same area or have been who work in the same area or have been drawn together to undertake a task but do drawn together to undertake a task but do not necessarily come together as a unit and not necessarily come together as a unit and achieve significant performance achieve significant performance improvements.improvements.

The New Team EnvironmentThe New Team Environment

Different Types of Different Types of Organizational TeamsOrganizational Teams

Work TeamsWork Teams - teams that make or do things like - teams that make or do things like manufacture, assemble, sell, or provide servicemanufacture, assemble, sell, or provide service

Project and Development TeamsProject and Development Teams - teams that work - teams that work on long-term projects but disband once the work is on long-term projects but disband once the work is completedcompleted

Parallel TeamsParallel Teams - teams that operate separately from - teams that operate separately from the regular work structure, and exist temporarily.the regular work structure, and exist temporarily.

Management TeamsManagement Teams - teams that coordinate and give - teams that coordinate and give direction to the subunits under their jurisdiction and direction to the subunits under their jurisdiction and integrate work among subunitsintegrate work among subunits

Transnational Teams - work groups composed of multinational members whose activities span multiple countries

Virtual Teams - teams that are physically dispersed and communicate electronically more than face-to-face

Team Autonomy Team Autonomy ContinuumContinuum

Different Types of Different Types of Organizational Teams (Cont.)Organizational Teams (Cont.)

Self-Managed TeamsSelf-Managed Teams Traditional Work Groups - groups that

have no managerial responsibilities Quality Circles - voluntary groups of people

drawn from various production teams who make suggestions about quality

Semiautonomous Work Groups - groups that make decisions about managing and carrying out major production activities but get outside support for quality control and maintenance

Autonomous Work Groups - groups that control decisions about and execution of a complete range of tasks

Different Types ofDifferent Types ofOrganizational Teams (Cont.)Organizational Teams (Cont.)

Self-Managed TeamsSelf-Managed Teams Self-Designing Teams - Teams with the

responsibilities of autonomous work groups, plus control over hiring, firing, and deciding what tasks members perform

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, and make decisions previously made by first-line supervisors

Unit Seven AssignmentUnit Seven Assignment Jack and Jenny are pleased with Sandwich Blitz’s past Jack and Jenny are pleased with Sandwich Blitz’s past

performance but feel that they are each unable to performance but feel that they are each unable to devote their time and energy to take the business to devote their time and energy to take the business to the next levelthe next level

Jack has heard that other businesses have successfully Jack has heard that other businesses have successfully used a team approach to managing with good results used a team approach to managing with good results and wonders if this could help him as well as the and wonders if this could help him as well as the location managerslocation managers

Refer to section on Self-Managed Teams on page 247 Refer to section on Self-Managed Teams on page 247 of your textof your text

Explain how self-managed teams could be used at Explain how self-managed teams could be used at Sandwich Blitz to allow Jack more time to devote to Sandwich Blitz to allow Jack more time to devote to growing the business. growing the business.

How Groups Become Real TeamsHow Groups Become Real Teams

FormingForming - Group members attempt to - Group members attempt to lay the ground rules for what types of lay the ground rules for what types of behavior are acceptable.behavior are acceptable.

StormingStorming - Hostilities and conflict - Hostilities and conflict arise, and people jock for positions of arise, and people jock for positions of power and status.power and status.

NormingNorming - Group members agree on - Group members agree on their shared goals, and norms and their shared goals, and norms and closer relationships develop.closer relationships develop.

PerformingPerforming - The group channels its - The group channels its energies into performing its tasks.energies into performing its tasks.

Stepping Up to Team Stepping Up to Team LeadershipLeadership

Why Do Groups Why Do Groups Sometimes Fail?Sometimes Fail?

Ineffective communicationIneffective communication Lack of effective chartering, Lack of effective chartering,

visioning, and goal settingvisioning, and goal setting Lack of clarity about rolesLack of clarity about roles Not keeping morale and momentum Not keeping morale and momentum

highhigh Not keeping productivity highNot keeping productivity high Lack of trustLack of trust

Building Team Effectiveness Building Team Effectiveness

The productive output of the team meets The productive output of the team meets or exceeds the standards of quantity and or exceeds the standards of quantity and quality.quality.

Team members realize satisfaction of their Team members realize satisfaction of their personal needs.personal needs.

Team members remain committed to Team members remain committed to working together again.working together again.

Effective teams:Effective teams:– focus on performancefocus on performance– need feedback on their performanceneed feedback on their performance– Have skilled membersHave skilled members

Positive/Negative Effects Positive/Negative Effects Of TeamworkOf Teamwork

Social loafingSocial loafing - working less hard and - working less hard and being less productive when in a groupbeing less productive when in a group

Social loafing occurs when:Social loafing occurs when:– individuals believe their contributions are not individuals believe their contributions are not

importantimportant– others will do the work for themothers will do the work for them– their lack of effort will go undetectedtheir lack of effort will go undetected– they will be the lone sucker if they work hard they will be the lone sucker if they work hard

but others don’tbut others don’t Social facilitation effectSocial facilitation effect - working harder - working harder

when in a group than when working alonewhen in a group than when working alone

Social Facilitation EffectSocial Facilitation Effect

Group members know each other.Group members know each other. They can observe and communicate with They can observe and communicate with

one another.one another. Clear performance goals exist.Clear performance goals exist. The task is meaningful to the people The task is meaningful to the people

working on it.working on it. Group members believe that their efforts Group members believe that their efforts

matter and that others will not take matter and that others will not take advantage of them.advantage of them.

The culture supports teamwork.The culture supports teamwork.

Roles & Cohesiveness Roles & Cohesiveness For Team EffectivenessFor Team Effectiveness

Roles Roles - different sets of expectations for - different sets of expectations for how different individuals should behavehow different individuals should behave

CohesivenessCohesiveness - The degree to which a - The degree to which a group is attractive to its members, group is attractive to its members, members are motivated to remain in the members are motivated to remain in the group, and members influence one anothergroup, and members influence one another

Task SpecialistTask Specialist - An individual who has - An individual who has more advanced job-related skills and more advanced job-related skills and abilities than other group members possessabilities than other group members possess

Team Maintenance SpecialistTeam Maintenance Specialist - - Individual who develops and maintains Individual who develops and maintains team harmonyteam harmony

Building Cohesiveness and Building Cohesiveness and High-Performance NormsHigh-Performance Norms

Recruit members with similar attitudes, Recruit members with similar attitudes, values, and backgrounds.values, and backgrounds.

Maintain high entrance and socialization Maintain high entrance and socialization standards.standards.

Keep the team small.Keep the team small. Help the team succeed, and publicize its Help the team succeed, and publicize its

successes.successes. Be a participative leader.Be a participative leader. Present a challenge from outside the team.Present a challenge from outside the team. Tie rewards to team performance.Tie rewards to team performance.

Cohesiveness, Performance Norms, Cohesiveness, Performance Norms, & Group Performance& Group Performance

Managing Conflict within Managing Conflict within and among Teamsand among Teams

AvoidanceAvoidance - a reaction to conflict that involves - a reaction to conflict that involves ignoring the problem by doing nothing at all, or ignoring the problem by doing nothing at all, or deemphasizing the disagreementdeemphasizing the disagreement

AccommodationAccommodation - a style of dealing with - a style of dealing with conflict involving cooperation on behalf of the conflict involving cooperation on behalf of the other party but not being assertive about one’s other party but not being assertive about one’s own interestsown interests

CompromiseCompromise - a style of dealing with conflict - a style of dealing with conflict involving moderate attention to both partiesinvolving moderate attention to both parties

Managing Conflict within Managing Conflict within and among Teamsand among Teams

CompetingCompeting - a style of dealing with conflict - a style of dealing with conflict involving strong focus on one’s own goals and involving strong focus on one’s own goals and little or no concern for the other person’s goalslittle or no concern for the other person’s goals

CollaborationCollaboration - a style of dealing with conflict - a style of dealing with conflict emphasizing both cooperation and assertiveness emphasizing both cooperation and assertiveness in order to maximize both parties’ satisfactionin order to maximize both parties’ satisfaction

Superordinate goalsSuperordinate goals - higher-level goals taking - higher-level goals taking priority over specific individual or group goalspriority over specific individual or group goals

Mediator Mediator - a third party who intervenes to help - a third party who intervenes to help others manage their conflictothers manage their conflict

Conflict Management Conflict Management StrategiesStrategies

Strategies HR Managers use Strategies HR Managers use to settle disputesto settle disputes

They investigate by interviewing the They investigate by interviewing the disputants and other s and gathering more disputants and other s and gathering more information.information.

They decide how to resolve the dispute, often They decide how to resolve the dispute, often in conjunction with the disputants’ bosses.in conjunction with the disputants’ bosses.

They take action by explaining their decisions They take action by explaining their decisions and the reasoning, and advise or train the and the reasoning, and advise or train the disputants to avoid future incidents.disputants to avoid future incidents.

They follow up by making sure everyone They follow up by making sure everyone understands the solution, documenting the understands the solution, documenting the conflict and the resolution, and monitoring conflict and the resolution, and monitoring the results by checking back with the the results by checking back with the disputants and their bosses.disputants and their bosses.

Next SeminarNext Seminar

Please join me next Please join me next week for our unit week for our unit eight seminar.eight seminar.

Any questions, Any questions, comments, or comments, or concerns?concerns?