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Chapter 18 teamwork
1.
Chapter 18
Teamwork
2.
Topics
Teamwork Chapter 18 Teams & their applications within organizations Types of teams Stages of Development Team Characteristics Individual contributions to teams Teamwork costs and benefits Ability to manage teams – component of manager and organization success Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 2
3.
Teamwork
Over the past two decades, the use of teams has increased dramatically in response to new competitive pressures, the need for greater flexibility and speed, & a desire to give people more opportunities for involvement Manager’s Challenge: Rowe Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 3
4.
What is a
Team? A unit of 2 or more people who interact or coordinate their work to accomplish a specific goal Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 4
5.
Differences Between
Groups and Teams Groups Teams Designated leader Shares/rotates leader Individual accountability Accountable to each other Identical purpose for group Specific team vision or & organization purpose Individual work products Collective work products Runs efficient meetings Encourages open-ended Effectiveness=influence on discussions business Effectiveness=value of Discusses, decides, collective work delegates work to Discusses, decides, shares individuals work Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 5
6.
Work Team Effectiveness
Model Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 6
7.
Formal Teams -
A team created by the organization as part of the formal organization structure Vertical Team - composed of a manager and subordinates, sometimes called functional or command teams. Horizontal Team - composed of employees from the same hierarchical level but from different areas of expertise. Committee – A long-lasting, sometimes permanent team in the organization structure created to deal with tasks that recur regularly. Special-Purpose Team - created outside the formal organization for special projects and disband once the project is completed. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 7
8.
Self-Directed Teams
A team consisting of multi-skilled workers who rotate jobs Employees with several skills and functions Given access to various resources – information, equipment, machinery, and supplies needed to perform the complete task Empowered with decision making authority freedom to select new members , solve problems, spend money, monitor results and plan for the future Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 8
9.
Teams in the
New Workplace Virtual teams- consist of geographically or organizationally dispersed members linked via technology Global teams- cross-border teams made up of members from different nationalities – intercultural – virtual Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 9
10.
Challenges of Virtual
Teams Select the right team members Manage socialization Foster trust Effectively manage communications Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 10
11.
Characteristics of Teams
Teams of 5-12 seem to work best Size Ideal size is thought to be 7 Variations of from 5 to 12 typically are associated with good team performance Small teams (2-4 members) show more agreement, ask more questions Large teams (12 or more) tend to have more disagreements; subgroups form, conficts among them occur Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 11
12.
Characteristics of Teams
Size- Diversity - Member Roles Diversity Produce more innovative solutions to problems Source of creativity Contribute to a healthy level of conflict that leads to decision making Work team performance –racial, national, ethnic Shortterm = difficulty learning to work together Leadership helps problems fade over time Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 12
13.
Characteristics of Teams
spend time and energy helping the team reach its goal Member Roles - Socio-emotional role Task specialist role spend support team members’ time and energy helping the emotional needs team reach its goal Encourage Initiate ideas Harmonize Give opinions Reduce Seek information tension Summarize Follow Energize Compromise Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 13
14.
Team Member Roles
High Task Specialist Role Dual Role · Focuses on task · Focuses on task and people. accomplishment · May be a team leader. over human needs. · Important role, but not · Important role, but if adopted essential if members adopt by everyone, team’s social task specialist and Member needs won’t be met. socioemotional roles. Task Behavior Nonparticipator Role Socioemotional Role · Contributes little to either task · Focuses on people needs of or team over task. people needs of team. · Important role, but if adopted · Not an important role-if by everyone, team’s tasks adopted by too many members, won’t be accomplished. Low team will disband. Low Member Social Behavior High Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 14
15.
Stages of Team
Development Adjourning: Task completion Leader: Bring closure, signify completion Performing: Cooperation, problem solving Leader: Facilitate task accomplishment Norming: Establishment of order and cohesion Leader: Help clarify team roles, norms, values Storming: Conflict, disagreement Leader: Encourage participation Forming: Orientation, break the ice Leader: Facilitate social interchanges Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 15
16.
Team Cohesiveness
High cohesiveness is attractive feature of team Extent to which team members are attracted to the team and motivated to remain in it Determinants Team structure Context Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 16
17.
Determinants of Team
Cohesiveness Team structure and context influence cohesiveness Team Structure Team interaction - the more time spent together, the more cohesive the team Shared goals - members agree on goals, they will be more cohesive Personal attraction to the team - similar attitudes and values and enjoy being together Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 17
18.
Determinants of Team
Cohesiveness Team structure and context influence cohesiveness Team Context Moderate competition with other teams – cohesiveness increases as it strives to win Team success & favorable evaluation of the team by outsiders – add to cohesiveness Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 18
19.
Consequences of Team
Cohesiveness High morale – mixed team performance Morale – higher in cohesive teams – Increased communication among members – Friendly team climate – Maintenance of membership Team Performance – mixed – Cohesive Team members’ productivity tends to be uniform – Non-cohesive teams have wider variation in member productivity Experiential Exercise: Is Your Group a Cohesive Team? Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 19
20.
Team Norms
Standard of conduct that is shared by team members and guides their behavior • Valuable - define boundaries of acceptable behavior • Not written down Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 20
21.
Conflict
Most important team characteristic Antagonistic interaction in which one party attempts to thwart the intentions or goals of another ● Conflict is inevitable whenever people work together in teams ● Among members within a team or between one team and another ● Can have healthy impact = energizes people toward higher performance Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 21
22.
Balancing Conflict and
Cooperation Groupthink = tendency for people to be so committed to a cohesive team that they are reluctant to express contrary opinions Abilene Paradox = (Jerry Harvey) tendency to go along with others for the sake of avoiding conflict Low levels of conflict –associated with poor decision making in top management teams Ethical Dilemma: Consumer Safety or Team Commitment? Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 22
23.
Causes of Team
Conflict •Scarce Resources: include money, information, and supplies. •Jurisdictional Ambiguities: conflicts emerge when job boundaries and responsibilities are unclear. •Communication Breakdown: poor communications result in misperceptions and misunderstandings of other people and teams. •Personality Clashes: personality clashes are caused by basic differences in personality, values, and attitudes. •Power and Status Differences: occur when one party has disputable influence over another. •Goal Differences: conflict often occurs simply because people are pursuing conflicting goals. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 23
24.
Balancing Conflict and
Cooperation Superordinate Goals = goal that cannot be reached by a single party Bargaining / Negotiation = parties engage one another in an attempt to systematically reach a solution Mediation = process of using a third party to settle a dispute Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 24
25.
Guidelines for Helping
Managers Facilitate Communication Focus on substantive issues vs. interpersonal conflicts Focus on facts Develop multiple alternatives Maintain a balance of power Never force a consensus Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 25
26.
Potential Benefits of
Teams Enhance individual productivity through ● Increased member effort ● Team members’ personal satisfaction ● Integration of diverse abilities and skills ● Increased organizational flexibility Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 26
27.
Potential Cost of
Teams When teams do not work well it is usually because of ● Power realignment ● Free riding – a person who benefits from team membership but does not make a proportionate contribution to the team’s work ● Coordination costs – the time and energy to coordinate the activities of a team to enable it to perform its task ● Revising systems Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 27
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