Chapter 10
Managing Teams
MGMT
Chuck Williams
Designed & Prepared by
B-books, Ltd.
1
Copyright ©2008 Cengage Learning. All rights reserved
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.
2
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The Good and Bad of Using Teams
Advantages
of Teams
Disadvantages
of Teams
When to Use
And
Not Use Teams
1
3
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The Advantages of Teams
Customer Satisfaction
Product and Service Quality
Speed and Efficiency in Product Development
Employee Job Satisfaction
Decision Making
Multiple perspectives
1.1
More alternate solutions
Commitment to decisions
4
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The Disadvantages of Teams
Initially High Employee Turnover
Social Loafing
Disadvantages of
Group Decision Making
Groupthink
Minority domination
Inefficient meetings
Lack of accountability
1.2
5
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The Disadvantages of Teams
Factors that Encourage People
to Withhold Effort in Teams
1.
2.
3.
4.
5.
The presence of someone with expertise
The presentation of a compelling argument
Lacking confidence in one’s ability to contribute
An unimportant or meaningless decision
A dysfunctional decision-making climate
1.2
6
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When to Use Teams
USE TEAMS WHEN…
DON’T USE TEAMS WHEN…
 There is a clear purpose
 There is no clear purpose
 The job can’t be done
unless people work
together
 The job can be done
independently
 Team-based rewards
are possible
 Only individual-based rewards
exist
 Ample resources exist
 Resources are scarce
 Teams have authority
 Management controls
1.3
7
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Kinds of Teams
How Teams
Differ in
Autonomy
Special Kinds
of
Teams
2
8
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Autonomy, the Key Dimension
Employee
Involvement
Teams
Traditional
Work
Groups
Semiautonomous
Work
Groups
Selfmanaging
Teams
Selfdesigning
Teams
Autonomy
2.1
9
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Special Kinds of Teams
Cross-Functional
Teams
Virtual
Teams
Project
Teams
2.2
10
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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
11
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Virtual Teams
Tips for Managing
Successful 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
2.2
• Empower virtual teams
12
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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 flexibility
2.2
13
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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.
14
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Work Team Characteristics
Team
Norms
Team
Size
Team
Cohesiveness
Team
Conflict
Team
Development
3
15
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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
16
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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
17
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Promoting Team 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
3.2
18
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Performance
Team Size
Size
3.3
19
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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
3.4
20
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How Teams 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
3.4
21
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Team Performance
Stages of Team Development
Performing
Norming
Storming
Forming
Time
3.5
22
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Enhancing Work Team
Effectiveness
Setting
Team Goals and
Priorities
Team
Training
Selecting
Team Members
Team
Compensation
4
23
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Setting Team Goals and
Priorities
 Team goals enhance
team performance
 Goals clarify team priorities
 Challenging team goals help
team members 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
25
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Selecting People for
Teamwork
IndividualismCollectivism
Team
Level
Team
Diversity
4.2
26
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Team Training
Interpersonal Skills
Decision Making
and Problem Solving
Conflict
Technical Training
Training for Team Leaders
4.3
27
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Team 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
4.4
28
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Team Compensation and Recognition
Evidence of the challenge presented by developing
team-based compensation:
37%
According to one survey, only
of companies
are satisfied with their team compensation plans.
10%
Only
are extremely positive about their team
compensation plans.
4.4
29
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