MCO 101 • MANAGEMENTUnit 8C: Motivation, Leadership,

Groups and Teams

MANAGEMENT 2MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights

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Managing Expectations

LEARNING OUTCOMES:

At the end of the course, students will be able to:

• Explain fundamental concepts and principles of management including the basic roles, skills, and functions of management

• Discuss the knowledgeable of historical development, theoretical aspects and practice application of managerial process

• Examine the environment, technology, human resources, and organisations in order to achieve high performance

• Discuss the ethical dilemmas faced by managers and the social responsibilities of businesses.

MANAGEMENT 3MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights

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Managing Expectations

SUBJECTS DISCUSSED:

1. Management, Managers and evolution of Management theory

2. Personality traits and diversity3. Organisation, Globalisation and the resulting

environments4. Decision-making and Planning5. Structure and Strategy6. Executing and Controlling7. Human Resources Management as a function8. Motivation, Leadership, Groups and Teams9. Communication, conflicts and politics10. Operations Management. Entrepreneurship. Innovation

MANAGEMENT 4MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights

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Managing Expectations

TOPIC DETAILS:

After going through UNIT 8C, you should be able to:

1. explain the good and bad of using teams.2. recognize and understand the different kinds of teams.3. understand the general characteristics of work teams.4. explain how to enhance work team effectiveness.

MANAGEMENT 5MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights

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The Good and Bad of Using Teams

Customer Satisfaction

Product and Service Quality

Speed and Efficiency in Product Development

Employee Job Satisfaction

Decision Making

Commitment to decisions

More alternate solutionsMultiple perspectives

ADVANTAGES

MANAGEMENT 6MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights

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The Good and Bad of Using Teams

DISADVANTAGES

Initially High Employee Turnover

Social Loafing

Disadvantages of Group Decision Making

Groupthink

Inefficient meetings

Minority domination

Lack of accountability

MANAGEMENT 7MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights

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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

MANAGEMENT 8MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights

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Kinds of TeamsAutonomy

TraditionalWork

Groups

EmployeeInvolvement

Teams

Semi-autonomous

WorkGroups

Self-managing

Teams

Self-designing

Teams

Autonomy

How Teams differ in Autonomy

MANAGEMENT 9MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights

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Special Kinds of Teams

Cross-FunctionalTeams

VirtualTeams

ProjectTeams

• 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• 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

• 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 flexibility

MANAGEMENT 10MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights

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Work Team Characteristics

TeamSize

TeamSize

TeamConflict

TeamConflict

TeamDevelopment

TeamDevelopment

Team Norms

Team Norms

TeamCohesiveness

TeamCohesiveness

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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

• Make sure all team members are present at team meetings• Create additional opportunities for teammates to work

together• Engage in non-work activities as a team• Make employees feel that they are part of a “special”

organization

Promoting team cohesiveness

MANAGEMENT 12MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights

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Team Size

Size

Per

form

ance

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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 simultaneously

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Stages of Team Development

Team

Perf

orm

an

ce

Time

Forming

Storming

Norming

Performing

De-Norming

De-Storming

De-Forming

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Enhancing Work Team Effectiveness

TeamTraining

TeamCompensation

SelectingTeam Members

SettingTeam Goals and

Priorities

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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

• Teams have a high degree of autonomy• Teams are empowered with control

resources• Teams need for structural

accommodation• Teams need bureaucratic immunity

Requirements for Stretch Goals to Motivate Team Performance

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Selecting People for Teamwork

TeamDiversity

TeamLevel

Individualism-Collectivism

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Team Training

Conflict

Interpersonal Skills

Decision Makingand Problem Solving

Technical Training

Training for Team Leaders

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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 opportunities

9. Uncertainty about the strategic aspects of leader’s role as team matures

10. Not knowing where to turn for help with team problems

MANAGEMENT 20MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights

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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

MANAGEMENT 21MCO 101Issue date: 15 June 2008 Source: by South-Western, a division of Thomson Learning. All rights

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Team Compensation and Recognition