Chapter 10
Managing Teams
MGMT
Designed & Prepared by
Chuck Williams 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.
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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 More alternate solutions
Commitment to decisions
1.1
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
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The Disadvantages of Teams
Factors that Encourage People
to 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
1.2
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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 The job can be done
unless people work independently
together
Team-based rewards Only individual-based rewards
are possible exist
Ample resources exist Resources are scarce
Teams have authority Management controls
1.3
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Kinds of Teams
How Teams Special Kinds
Differ in of
Autonomy Teams
2
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Autonomy, the Key Dimension
Self-
designing
Self- Teams
managing
Semi-
Teams
autonomous
Work
Employee
Groups
Involvement
Traditional Teams
Work
Groups
Autonomy
2.1
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Special Kinds of Teams
Cross-Functional Virtual
Teams Teams
Project
Teams
2.2
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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
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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
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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
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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.
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Work Team Characteristics
Team Team
Norms Cohesiveness
Team Team Team
Size Conflict Development
3
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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
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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
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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
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Team Size
Performance
Size
3.3
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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
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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
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Stages of Team Development
Performing
Team Performance
Norming
Storming
Forming
3.5 Time
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Enhancing Work Team
Effectiveness
Setting
Team Goals and
Priorities
Team Selecting
Training Team Members
Team
Compensation
4
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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
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Selecting People for
Teamwork
Individualism- Team
Collectivism Level
Team
Diversity
4.2
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Team Training
Interpersonal Skills
Decision Making
and Problem Solving
Conflict
Technical Training
Training for Team Leaders
4.3
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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
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Team Compensation and Recognition
Evidence of the challenge presented by developing
team-based compensation:
According to one survey, only of companies 37%
are satisfied with their team compensation plans.
Only 10%
are extremely positive about their team
compensation plans.
4.4
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