* Chapter 14: Team Management
PowerPoint
Presentation by
Charlie Cook
The University of
West Alabama
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for use as permitted in a license distributed with a certain product or service or otherwise on a password–protected
website for classroom.
© 2008 Thomson/South-Western All rights
reserved.
*Nature of Teams
A group of two or more people who interact
regularly and coordinate their work to
accomplish a common objective
Team
Defined
Characteristics of a Team
1
At least two people must be involved
2
The members must interact regularly
and coordinate their work
3
Members of a team must share a
common objective
1
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*Characteristics of Effective Teams
*Team members are committed
*All team members feel free to express themselves and
participate in discussions and decisions
*Members trust each other
*When needs for leadership arise, any member feels free to
volunteer
*Decisions are made by consensus
*As problems occur, the team focuses on causes, not
symptoms
*Team members are flexible in terms of work processes and
problem solving
*Team members change and grow
1
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*Types of Teams
Formal
Team
A team created by managers to function as part
of the organizational structure
Vertical
Team
A team composed of a manager and
subordinates
Horizontal
Team
A team composed of employees from different
departments
2
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*
Figure 14.1 Vertical and horizontal teams
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*Categories of Teams
Product
Development Team
A team organized to create new
products
Project Team
A team organized to complete a specific task in
the organization
Quality Team
A team created to guarantee the quality of
services and products, contact customers, and
work with vendors
Process Team
A team that groups members who perform and
refine the organization’s major processes
Work Team
A team, composed of multi-skilled workers, that
does all the tasks previously done by individual
members in a functional department or
departments
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14–6
*Independent Teams
Self-managed
Work Team
Executive
Team
A team, fully responsible for its own work, that sets goals,
creates its own schedules, prepares its own budgets, and
coordinates its work with other departments
A team consisting of two or more people to do the job
traditionally held by one upper-level manager
4
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*Barriers to Team Building
Subject Matter
Barriers
Process
Barriers
Barriers to
Team Building
Cultural
Barriers
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*Old Habits Die Hard
Habit Changes Required in Team Systems
Individuals who used to compete will have to learn to
collaborate
Workers who used to be paid for individual efforts will
be rewarded based on team efforts
Supervisors who were directive will have to become
facilitative, coaching workers instead of giving orders
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14–9
*Team-Building Considerations
Team
Size
Member
Roles
Team
Effectiveness
Team
Leadership
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14–10
*Tips for Team Leaders
* Don’t be afraid to admit ignorance
* Know when to intervene
* Learn to truly share power
* Worry about what you take on, not what you
give up
* Get used to learning the job
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14–11
*
Figure 14.5 Stages of team development
• Members become
acquainted
• Members test
behaviors
• Individuals accept
the power and
authority of formal
and informal
leaders
• Disagreement and
conflict occur
• Personalities emerge
• Members assert their
opinions
• Disagreements may
arise
• Coalitions or subgroups
may emerge
• The team is not yet
unified
7
• Team comes
together
• Team achieves
unity, consensus
about who holds
power
• Team understands
member roles
• Team has oneness
and cohesion
• Team begins to
function and
moves toward
accomplishing its
goals
• Team members
interact well
• Team deals with
problems and
coordinates work
• Team confronts
each other if
necessary
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* Measurements of Team Effectiveness
Benefits of Teams
Costs of Teams
* Power-realignment costs
* Team-training costs
* Lost productivity
* Free-riding costs
* Loss of productive workers
* Synergy
* Increased skill and
knowledge
* Flexibility
* Commitment
9
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*Team and Individual Conflict
Conflict
A disagreement between two or more organizational
members or teams
Traditional View
of Conflict
Conflict is unnecessary and harmful to an organization and
all evidence of it should be eliminated.
Behavioral View
of Conflict
Conflict frequently occurs because of human nature, the
need to allocate resources, and organizational life.
Interactionist
View of Conflict
Attempting to harness conflict to maximize its positive
potential for growth and to minimize its negative effects
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14–14
* Positive and Negative Aspects of Conflict
Dysfunctional
Conflict
Conflict that limits the organization’s
ability to achieve its objectives
Functional
Conflict
Conflict that supports the objectives
of the organization
10
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14–15
*Sources of Conflict
Competition
Differences in
objectives
Breakdowns in
communication
Disagreements
about individual
approaches
Sources
of
Conflict
Disagreements
about work
activities
Differences in
values, attitudes,
and perceptions
Disagreements
about role
requirements
11
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14–16
*Conflict Stimulation
Strategies to Stimulate Conflict
1
Bring in an outsider
2
Change the rules
3
Change the organization
4
Change managers
5
Encourage competition
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permitted in a license distributed with a certain product or service or otherwise on a password–protected website for classroom.
14–17
*Encouraging Competition
Benefits
Consequences
* An increase in cohesion
* Communication between
* An increased focus on task
* The competition may be
* An increase in organization
* Open hostility may develop
within the competitive
group
accomplishment
and efficiency
competitors can decrease
or cease to exist
perceived as an enemy
between competitors
* One competitor can
sabotage the efforts of
another
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14–18
* Chapter 15: Information
Management Systems
PowerPoint
Presentation by
Charlie Cook
The University of
West Alabama
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password–protected
website for classroom.
© 2008 Thomson/South-Western All rights
reserved.
* Information Management Systems
Information
Technology
Manual and electronic means for creating and
handling intellectual capital and facilitating
organizational communication
Information
System
An organizational subsystem enabling an
organization to share intellectual capital and
create and maintain a working environment in
which employees can exploit it
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15–20
*Information and the Manager
Data
Unprocessed facts and figures
Information
Data that have been deliberately selected,
processed, and organized to be useful to an
individual manager
Digital Data
Data expressed as a string of 0’s and 1’s and
transmitted or stored with electronic technology,
usually computers and the Internet
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15–21
*
Figure 15.1 Characteristics of useful information
• Understandable
• Reliable
• Relevant
• Complete
• Concise
• Timely
• Cost-effective
1
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15–22
* Management Information Systems
Management
Information
System (MIS)
• A subsystem within an organization’s IS designed to
serve the specific information needs of all decision
makers
• A formal collection of processes that provides
managers with quality information to allow them to
make decisions, solve problems, and carry out their
functions and operations effectively and efficiently
Functions of an Effective Information System (IS)
1
2
3
Assist organizations and their members in achieving their objectives
Facilitate information access.
Facilitate information flow.
2
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*Evolution of the Computer
1960s
1970s/80s
Used by banks to automate check processing
Used to send and receive purchase orders,
invoices, and shipping notifications
1980s
Enabled engineers to work on design
specifications, drawings, etc.
1990s
Made electronic commerce affordable. Enabled
company communication networks
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15–24
*
Figure 15.3 The basic function of a CIS
FUNCTION
DESCRIPTION
Computer Operations
Runs the system; involves starting jobs, mounting the
proper input and output volumes, and responding to
problem conditions
System Programming
Installs and maintains the operating system and
associated system software
Data Entry
Enters data in machine-readable form
Application Program
Development
Writes new application systems
Application Program
Maintenance
Corrects and updates existing application systems
Data Management
Assures data security, access, integrity, and usability
Communications Management
Configures and maintains the network
End-User Computing
Helps and educates users
Source: From Managing an Information System by James R. Mensching
and Dennis A. Adams, p. 56. © 1991 by Prentice Hall Inc. Reprinted by
permission of Pearson Education Inc. Upper Saddle River, NJ, 97458.
4
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15–25
*Computer Operations
Operating
System
An extensive and complex set of instructions
that manages the operation of a computer and
the application programs that run on it
Application
Program
A computer program designed to execute
specific sets of tasks such as word processing
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* Linking Computer Systems
Networking
The electronic linking of two or more computers
Protocols:
SMTP
E-Mail
NNTP
Usenet news groups
FTP
File transfer
DNS
Server exchange
World Wide Web
HTML and HTTP
6
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*CIS Management Tools
Executive
Information
System (EIS)
Enterprise
Resource
Planning (ERP)
System
(cont’d)
A decision support system custom designed
to facilitate executive decision making; may
include forecasting, strategic planning, and
other elements
A broad-based software system that
integrates multiple data sources and ties
together the various processes of an
enterprise to enable information to flow
more smoothly
7
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*Managing Information Systems
Overcoming
resistance to new and
different
Evaluating the results
of the system’s
operations
Challenges
Enabling employees
to use the system
Deciding what
operations to keep
and what to
outsource
8
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