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Management 4th Edition written by Chuck Williams
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Chapter 10
Prepared byDeborah Baker
Texas Christian University
Management4th Edition
Chuck Williams
ManagingTeams
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
What Would You Do?
Standard Motor Products makes aftermarket auto parts
The auto parts market is growing, but it is very competitive—and Standard Motor Products is struggling. Downtime is up, productivityis down, and costs are up.
The culture is top-down and authoritarian and the workers dislike each other
Standard Motor Products, Edwardsville, Kansas.
Would the use of teams resolve the problems? If so, how should teams be paid and managed?
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Why Work Teams?
After reading these sections, you should be able to:
1. explain the good and bad of using teams.2. recognize and understand the different kinds of
teams.
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
The Good and Bad of Using Teams
Advantagesof Teams
Disadvantagesof Teams
When to UseAnd
Not Use Teams
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
The Advantages of Teams
1.1
Customer Satisfaction
Product and Service Quality
Speed and Efficiency in Product Development
Employee Job Satisfaction
Decision Making
Commitment to decisions
More alternate solutionsMultiple perspectives
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
The Disadvantages of Teams
1.2
Initially High Employee Turnover
Social Loafing
Disadvantages of Group Decision Making
Groupthink
Inefficient meetings
Minority domination
Lack of accountability
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
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
1.2
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
The Disadvantages of Teams Factors that Encourage People
to 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
1.2
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Chapter 10Copyright ©2007 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
Adapted From Exhibit 10.3
1.3
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Kinds of Teams
How TeamsDiffer in
Autonomy
Special KindsOf
Teams
2
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Autonomy, the Key Dimension
TraditionalWork
Groups
EmployeeInvolvement
Teams
Semi-autonomous
WorkGroups
Self-managing
Teams
Self-designing
Teams
Autonomy
Adapted From Exhibit 10.4
2.1
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Special Kinds of Teams
Cross-FunctionalTeams
VirtualTeams
ProjectTeams
2.2
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
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
2.2
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
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
2.2
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
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 flexibility2.2
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Managing Work Teams
After reading these sections, you should be able to:
3. understand the general characteristics of work teams.
4. explain how to enhance work team effectiveness.
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Work Team Characteristics
TeamSize
TeamConflict
TeamDevelopment
Team Norms
TeamCohesiveness
3
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Team Norms
Informally agreed-on standards that regulate team behavior
Powerful influence on work behavior
Regulate the everyday behaviors of teams
3.1
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Chapter 10Copyright ©2007 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
3.2
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Promoting Team Cohesiveness1. 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
3.2
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
What Really WorksCohesion and Team Performance
Team Performance10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
probability of success 66%
Team Performance with Interdependent Tasks10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
probability of success 73%
Team Performance with Independent Tasks10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
probability of success 60%3.2
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Team Size
Size
Perf
orm
ance
3.3
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
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 simultaneously3.4
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
How Teams Can Have a Good Fight
Adapted from Exhibit 10.6
1. Work with more, rather than less, information2. Develop multiple alternatives to enrich debate3. Establish common goals4. Inject humor into the workplace5. Maintain a balance of power6. Resolve issues without forcing
a consensus
3.4
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
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
3.5
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Enhancing Work Team Effectiveness
TeamTeamTrainingTraining
TeamTeamCompensationCompensation
SelectingSelectingTeam MembersTeam Members
SettingSettingTeam Goals andTeam Goals and
PrioritiesPriorities
4
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Setting Team Goals and Priorities
Team goals enhance team performance
Goals clarify team priorities
Challenging team goals help team members to regulate effort
4.1
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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
4.1
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Selecting People for Teamwork
TeamTeamDiversityDiversity
TeamTeamLevelLevel
Individualism-Individualism-CollectivismCollectivism
4.2
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Team Training
ConflictConflict
Interpersonal SkillsInterpersonal Skills
Decision MakingDecision Makingand Problem Solvingand Problem Solving
Technical TrainingTechnical Training
Training for Team LeadersTraining for Team Leaders4.3
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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 opportunities9. Uncertainty about the strategic aspects of leader’s role as team matures10. Not knowing where to turn for help with team problems
Adapted from Exhibit 10.9
4.3
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Chapter 10Copyright ©2007 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
4.4
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Team Compensation and Recognition
4.4Exhibit 10.10