chapter 10 management teams

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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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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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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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The Good and Bad of Using Teams

Advantagesof Teams

Disadvantagesof Teams

When to UseAnd

Not Use Teams

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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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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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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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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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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


1.3

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Kinds of Teams

How TeamsDiffer in

Autonomy

Special KindsOf

Teams

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Autonomy, the Key Dimension

TraditionalWork

Groups

EmployeeInvolvement

Teams

Semi-autonomous

WorkGroups

Self-managing

Teams

Self-designing

Teams

Autonomy


2.1

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Special Kinds of Teams

Cross-FunctionalTeams

VirtualTeams

ProjectTeams

2.2

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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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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


2.2

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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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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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Work Team Characteristics

TeamSize

TeamConflict

TeamDevelopment

Team Norms

TeamCohesiveness

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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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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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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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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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Team Size

Size

Perf

orm

ance

3.3

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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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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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Stages of Team DevelopmentTe

am P

erfo

rman

ce

Time

Forming

Storming

Norming

Performing

De-Norming

De-Storming

De-Forming


3.5

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Enhancing Work Team Effectiveness

TeamTeamTrainingTraining

TeamTeamCompensationCompensation

SelectingSelectingTeam MembersTeam Members

SettingSettingTeam Goals andTeam Goals and

PrioritiesPriorities

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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


4.3

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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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Team Compensation and Recognition

4.4Exhibit 10.10

chapter 10 management teams

Business