Chapter 10 Managing Teams

Transcription

1 Chapter 10 Managing s MGMT3 Chuck Williams Designed & Prepared by B-books, Ltd. 1 Why Work s? 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. 2 The Good and Bad of Using s Advantages of s Disadvantages of s When to Use And Not Use s 1 3 1

2 The Advantages of s Multiple perspectives Customer Satisfaction Product and Service Quality Employee Job Satisfaction Decision Making Commitment to to decisions More alternate solutions The Disadvantages of s Initially High Employee Turnover Social Loafing Disadvantages of of Group Decision Making Groupthink Minority domination 1.2 Inefficient meetings Lack of of accountability 5 The Disadvantages of s Factors that Encourage People to Withhold Effort in s 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

3 When to Use s USE TEAMS WHEN DON T USE TEAMS WHEN There is is a clear purpose The job job can t be be done unless people work together -based rewards are are possible Ample resources exist There is no clear purpose The job can be done independently Only individual-based rewards exist Resources are scarce Kinds of s How s Differ in in Autonomy Special Kinds of of s 2 8 Autonomy, the Key Dimension Traditional Work Groups Employee Involvement s Selfmanaging Semi- s autonomous Work Groups Selfdesigning s 2.1 Autonomy 9 3

4 Special Kinds of s Cross-Functional s Virtual s Project s Cross-Functional s 2.2 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 Tips for Managing Successful Virtual s Select self-starters and strong communicators Virtual s Keep the team focused on clear, specific goals Provide frequent feedback Keep team interactions 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 12 4

5 Project s 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 Managing Work s 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. 14 Work Characteristics Norms Cohesiveness Size Conflict Development

6 Norms Informally agreed-on standards that regulate team behavior Powerful influence on work behavior Regulate the everyday behaviors of teams 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 istockphoto.com 17 Promoting Cohesiveness 1. 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

7 Size Performance Size 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 The Key to Dealing with Conflict Beyond the Book As Generation Y workers begin to mix in the workforce with Generation Xers and Baby Boomers, generational differences can create conflict within teams and work groups. Gen Xers, Gen Yers, and Boomers can disagree on many levels, such as communication methods (IM/ /face to face), problem solving strategies (group brainstorming/individual brainstorming/using past solutions), and values (good ideas/professionalism/experience). All of these groups, however, ultimately want to be respected and feel like their contributions are valued. The key to managing these conflicts is to keep everyone focused on what they have in common: the task at hand. Source: C. Pentilla, Talking About My Generation, Entrepreneur, March

8 How s Can Have a Good Fight 1. Work with more, rather than less, information 2. Develop multiple alternatives to enrich debate 3. Establish common goals 4. Inject humor into the workplace 5. Maintain a balance of power 6. Resolve issues without forcing a consensus Walik/iStockphoto.com Stages of Development Performance Performing Norming Storming Forming 3.5 Time 23 Enhancing Work Effectiveness Setting Goals and Priorities Training Selecting Members Compensation

9 Setting Goals and Priorities goals enhance team performance Goals clarify team priorities Challenging team goals help team members regulate effort Requirements for Stretch Goals to Motivate Performance s have a high degree of autonomy s are empowered with control resources s need for structural accommodation s need bureaucratic immunity Selecting People for work Individualism- Collectivism Level Diversity

10 Training Interpersonal Skills Decision Making and Problem Solving Conflict Technical Training 4.3 Training for Leaders Problems Reported by Leaders Confusion about new roles Feeling they ve lost control Not knowing what it it means to to coach or or empower Having doubts about whether team concept will work Uncertainty about dealing with employees doubts Confusion about when team is is ready for more responsibility Confusion about how to to share responsibility and accountability Concern about promotional opportunities Uncertainty about the strategic aspects of of leader s role as as team matures 10. Not knowing where to to turn for help with team problems 29 Compensation and Recognition The level of reward must match the level of performance Three methods of compensating team participants: skill-based pay gainsharing nonfinancial rewards

11 Compensation and Recognition Evidence of the challenge presented by developing teambased compensation: According to one survey, only 37% of companies are satisfied with their team compensation plans. Only 10% are extremely positive about their team compensation plans istockphoto.com Beyond the Book s: An Organizational Thermometer? The relationships between managers and teams often provide indications of the overall state of the company. Positive signs: Arguments are supported with data, evidence, and logic. members work toward accomplishing objectives once decisions are made, even if they disagree with them. members give credit where it is due. Negative signs: members hesitate to relay bad news to management. members undermine efforts to achieve objective that they don t agree with. members seek people to blame for failure, rather than lessons to learn from their mistakes. Source: J. Collins, How the Mighty Fall: In an exclusive excerpt from his new book, Good to Great author Jim Collins pinpoints the insidious (and often invisible) problems that send great companies crashing to earth, in Business Week, May 24,