chapter 10 copyright ©2007 by south-western, a division of thomson learning. all rights reserved 1...

Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 1

The Good and Bad of Using Teams

Advantagesof Teams

Disadvantagesof Teams

When to UseAnd

Not Use Teams

11


The Advantages of Teams

1.11.1

Customer SatisfactionCustomer Satisfaction

Product and Service QualityProduct and Service Quality

Speed and Efficiency in Product DevelopmentSpeed and Efficiency in Product Development

Employee Job SatisfactionEmployee Job Satisfaction

Decision MakingDecision Making

Commitment to decisionsCommitment to decisions

More alternate solutionsMore alternate solutionsMultiple perspectivesMultiple perspectives


The Disadvantages of Teams

1.21.2

Initially High Employee TurnoverInitially High Employee Turnover

Social LoafingSocial Loafing

Disadvantages of Group Decision Making

Disadvantages of Group Decision Making

GroupthinkGroupthink

Inefficient meetingsInefficient meetings

Minority dominationMinority domination

Lack of accountabilityLack of accountability


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

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

1.21.2


The Disadvantages of Teams

Factors that Encourage Peopleto 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

1.21.2


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

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


1.31.3


Kinds of Teams

How TeamsDiffer in

Autonomy

How TeamsDiffer in

Autonomy

Special KindsOf

Teams

Special KindsOf

Teams

22


Autonomy, the Key Dimension

TraditionalWork

Groups

TraditionalWork

Groups

EmployeeInvolvement

Teams

EmployeeInvolvement

Teams

Semi-autonomous

WorkGroups

Semi-autonomous

WorkGroups

Self-managing

Teams

Self-managing

Teams

Self-designing

Teams

Self-designing

Teams

Autonomy


2.12.1


Special Kinds of Teams

Cross-FunctionalTeams

Cross-FunctionalTeams

VirtualTeamsVirtualTeams

ProjectTeams

ProjectTeams

2.22.2


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

2.22.2


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


2.22.2


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

2.22.2


Work Team Characteristics

TeamSize

TeamSize

TeamConflict

TeamConflict

TeamDevelopment

TeamDevelopment

Team Norms

Team Norms

TeamCohesiveness

TeamCohesiveness

33


Team Norms

Informally agreed-on standards that regulate team behavior

Powerful influence on work behavior

Regulate the everyday behaviors of teams

3.13.1


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

3.23.2


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

3.23.2


Team Size

Size

Per

form

ance

3.33.3


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 simultaneously3.43.4


How Teams Can Have a Good Fight

Adapted from Exhibit 10.6

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

3.43.4


Stages of Team DevelopmentTe

am P

erfo

rman

ce

Time

Forming

Storming

Norming

Performing

De-Norming

De-Storming

De-Forming


3.53.5


Enhancing Work Team Effectiveness

TeamTraining

TeamCompensation

SelectingTeam Members

SettingTeam Goals and

Priorities

44


Setting Team Goals and Priorities

Team goals enhance team performance

Goals clarify team priorities

Challenging team goals help team members to regulate effort

4.14.1


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

4.14.1


Selecting People for Teamwork

TeamDiversity

TeamDiversity

TeamLevel

TeamLevel

Individualism-Collectivism

Individualism-Collectivism

4.24.2


Team Training

ConflictConflict

Interpersonal SkillsInterpersonal Skills

Decision Makingand Problem Solving

Decision Makingand Problem Solving

Technical TrainingTechnical Training

Training for Team LeadersTraining for Team Leaders4.34.3


Problems Reported by Team Leaders

1. Confusion about new roles1. Confusion about new roles

2. Feeling they’ve lost control2. Feeling they’ve lost control

3. Not knowing what it means to coach or empower3. Not knowing what it means to coach or empower

4. Having doubts about whether team concept will work4. Having doubts about whether team concept will work

5. Uncertainty about dealing with employees’ doubts5. Uncertainty about dealing with employees’ doubts

6. Confusion about when team is ready for more responsibility6. Confusion about when team is ready for more responsibility

7. Confusion about how to share responsibility and accountability7. Confusion about how to share responsibility and accountability

8. Concern about promotional opportunities8. Concern about promotional opportunities

9. Uncertainty about the strategic aspects of leader’s role as team matures9. Uncertainty about the strategic aspects of leader’s role as team matures

10. Not knowing where to turn for help with team problems10. Not knowing where to turn for help with team problems


4.34.3


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

4.44.4


Team Compensation and Recognition

4.44.4

Exhibit 10.10

chapter 10 copyright ©2007 by south-western, a division of thomson learning. all rights reserved 1...

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