Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 14-0 Bateman Snell Management 5th Edition Competing in the New Era

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

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Bateman Snell

Management

5thEdition

Competingin theNew Era


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Part FourChapter 14 - Managing Teams

Chapter OutlineThe Contributions of TeamsBenefits of GroupsThe New Team EnvironmentHow Groups Become TeamsBuilding Effective TeamsManaging Lateral Relationships


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Learning ObjectivesLearning 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


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The Contributions Of TeamsThe Contributions Of Teams

Force forcost reduction

Force forspeed

Building blockfor organization

structure

Effects onorganizations

Force forproductivity

Force forinnovation

Force forchange

Force forquality


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Benefits Of GroupsBenefits 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


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The New Team EnvironmentThe New Team Environment

Definitions working group - collection of people who work in the same

area or have been drawn together to undertake a taskdo 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


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The New Team Environment (cont.)


Types of teams work teams - make or do things like manufacture, assemble,

sell, or provide serviceare 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 projectsdisband 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 structurerecommend solutions to specific problemsdo not have the authority to act


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Types of teams (cont.) management teams - coordinate and provide direction to

subunitsintegrate work among subunitsauthority based on hierarchical rankresponsible for the overall performance of the organization


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The New Team EnvironmentThe 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


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Team Autonomy ContinuumTeam Autonomy Continuum

Traditional

work groups

Self-designing

teams

Qualitycircles

Semi-autonomous

work groups

Highperformance

work teams

Self-managing

teams

Low team autonomy High team autonomy


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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 productivehave lower costsprovide better customer servicehave better safety recordsbe more satisfying for members


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Self-managed teams (cont.) traditional work groups - have no managerial

responsibilitiessupervised 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 activitiesstill get outside support for quality control and maintenance


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Self-managed teams (cont.) autonomous work groups (self-managing teams) - control

decisions about and execution of a complete range of tasksfully responsible for an entire product or an entire part of a production process

self-designing teams - control the design of the teamresponsibilities comparable to those of autonomous work groups


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How Groups Become TeamsHow 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


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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 legitimacycatalytic skills - work with a variety constituents, build commitment, reward members for contributions

integrative skills - emphasize excellence, coordinate problem solving, and measure progress and results


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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


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Stepping Up To Team LeadershipStepping Up To Team Leadership

React to change

Foresee andinfluence change

Implement changeContain conflict

Make the most ofteam differences

Resolve conflictManage one-on-one

Create a team identityCoordinate group

effort

Train individuals

Expand teamcapabilitiesDevelop individual

performance

Explain decisions

Facilitate and supportteam decisionsGet input for

decisions

Direct people

Build trust andinspire teamwork

Involve peopleSupervisory leadership

Team leadershipParticipative leadership


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Building Effective TeamsBuilding Effective TeamsCriteria for team effectiveness

productive output - standards of quantity and quality satisfaction of member needs commitment to work together - remain viable with good

prospects for future successesA performance focus

commitment to a common purpose common understanding of how team will work together norms developed for examining performance strategies purpose translated into measurable performance goals feedback on team performance


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Building Effective Teams (cont.)Building Effective Teams (cont.)Motivating teamwork

social loafing - being less productive when in a groupoccurs 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


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Building Effective Teams (cont.)Building Effective Teams (cont.)Motivating teamwork (cont.)

generated by designing the team’s task to be motivatingthe task is meaningfulteam members accountable to one another, not just the boss

best motivation is tying rewards to team performanceassumes that performance can be measured validlydifferential 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


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Building Effective Teams (cont.)Building Effective Teams (cont.)

Norms shared beliefs about how people should think and behave from the organization’s standpoint, norms can be positive or

negative generally apply to all team members


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Building Effective Teams (cont.)Building Effective Teams (cont.)Roles

different sets of expectations for how different individuals should behave

two important sets of roles must be performedtask 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 outsidersdeal with obstacles in the way of team performancecreate opportunities for team members


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Building Effective Teams (cont.) Building Effective Teams (cont.)

Roles (cont.) coach - management representative to whom the team

reportsnot a true member of the teamhelps the team understand its role in the organizationacts as a resource to the team

Cohesiveness degree to which:

the team is attractive to its membersmembers are motivated to remain in the teammembers influence one another


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Building Effective Teams (cont.)Building Effective Teams (cont.)Cohesiveness (cont.)

Importance of cohesivenesscontributes to member satisfactionimpacts 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


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Cohesiveness, Performance Norms, And Group Performance

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


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Building Cohesiveness And High Performance Norms

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


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Managing Lateral RelationshipsManaging Lateral RelationshipsManaging outward

gatekeeper - role that spans team boundariesscans environment for relevant information

team’s strategy dictates the mix of internally versus externally focused roles

informing strategy - entails concentrating on the internal team process to achieve a state of performance readiness

subsequently, outsiders informed of teams intentionsparading strategy - entails simultaneously emphasizing internal team building and achieving external visibility

probing strategy - requires team members to interact frequently with outsiders to diagnose customer needs and experiment with solutions


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Patterns Of Working Relationships

Patterns Of Working Relationships

Lateralrole

relationships

Work flowrelationships

Stabilizationrelationships

Auditrelationships

Servicerelationships

Liaisonrelationships

Advisoryrelationships


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Managing Lateral Relationships (cont.)


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 diversefrom different parts of the organizationcomposed of contrasting personalities

teams must:accept differences and conflictlearn to use differences to their advantage


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Managing conflict aim is to make conflict productive people 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

four-stage dispute resolution processinvestigate take actiondecide decide

don’t allow dysfunctional conflict to build procedural justice is important


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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


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Uncooperative Cooperative

Cooperativeness

Unassertive

Assertive

Ass

erti

ven

ess

Competing Collaborating

Compromising

Avoiding Accommodating

Conflict Management StrategiesConflict Management Strategies

Documents

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 14-0 Bateman Snell Management 5th Edition Competing in the New Era