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Chapter 17: Working in Teams
MANAGING: A COMPETENCY BASED APPROACH
11th Edition
Don Hellriegel
John W. Slocum, Jr.
Susan E. Jackson
Prepared by
Argie ButlerTexas A&M University
Chapter 17: PowerPoint 17.1
Learning GoalsLearning Goals
1. Explain the importance of work teams
2. Identify five types of work teams
3. State the meaning and determinants of team effectiveness
4. Describe the internal team processes that can affect team performance
5. Explain how to diagnose and remove barriers to poor team performance
Chapter 17: PowerPoint 17.2
Group: two or more individuals who come into personal and meaningful contact on a continuing basis
Informal group: a small number of individuals who frequently participate together in activities and share feelings for the purpose of meeting their mutual needs
Work team: a small number of employees with complementary skills who collaborate on a project, are committed to a common purpose, and are jointly accountable for performing tasks that contribute to achieving an organization’s goals
May support, oppose, or have no interest in organizational goals, rules, or higher authority
Chapter 17: PowerPoint 17.3 (Adapted from Figure 17.1)
EmpoweredTeams
Autonomouswork groups
Crews
Self-managingteams
Cross-functionalteams
Qualitycircles
Project teams
Taskforces
High-performanceteams
Emergencyresponse teams
Committees Councils
Chapter 17: PowerPoint 17.4
Increase innovationand creativity
Improve speed ofproduct development
and other tasks
Increase quality ofgoods and services
Reduce costs
Chapter 17: PowerPoint 17.5
In its Hutchinson, Minnesota facility, 3M was able to increase its production gains by 300 percent after organizing its workforce into self-directed teams that were empowered to take corrective actions to resolve day-to-day problems.
Chapter 17: PowerPoint 17.6
Problem-solving work team: employees from different areas of an organization whose goal is to consider how something can be done better
Quality circle: (also called a TQM team) employees who meet regularly to identify, analyze, and propose solutions to various types of workplace problems
Task force: a team formed to accomplish a specific, highly important goal for an organization
(continued)
Chapter 17: PowerPoint 17.7
Functional work team: members from a single department who have the common goal of considering issues and solving problems within their area of responsibility and expertise
Also called cross-functional teams
Multidisciplinary work team: employees from various functional areas and sometimes several organizational levels who collectively work on specific tasks
(continued)
Chapter 17: PowerPoint 17.8 (continued)
Self-managing work team: employees who have nearly complete responsibility and authority for working together to make an entire product or deliver an entire service
Examples of decision areas for a self-managing team
Participates in selection of new
members
Trains new members
Evaluates own team performance
Communicates directly with
customers
Sets own operational goals and monitors
progress within broader organizational goals
Schedules own work and members’
vacations
Designs work processes
Decides on team leadership (which may
rotate among members)
Chapter 17: PowerPoint 17.9
Virtual work team: meets and does its tasks without everyone being physically present in the same place or even at the same time
May have occasional face-to-face meetingsMay have occasional face-to-face meetings
Communicate through e-mail, electronically mediated groupware, voice mail, videoconferencing, and other technologies
Communicate through e-mail, electronically mediated groupware, voice mail, videoconferencing, and other technologies
May be functional, problem solving, multidisciplinary, or self-managing
May be functional, problem solving, multidisciplinary, or self-managing
Chapter 17: PowerPoint 17.10
“As we attract, retain, and develop the best talent, we have to assess employees on a
continuing basis for flexibility and adaptability to work in a virtual environment
—that is the 21st-century workplace.”
Joy Gaetano, Senior Vice President, USFilter, Palm Desert, California
Chapter 17: PowerPoint 17.11 (Adapted from Figure 17.3)
TeamPreparedness
For Future
Satisfaction ofIndividual Members
Team Processes
TeamPerformance
Cohesiveness
Trust
Managing conflict
Decision making
Innovation
Quality
Speed
Cost
Trust inteam
Ability to adapt to change
With team process
With team members
With own development
Chapter 17: PowerPoint 17.12 (Adapted from Figure 17.4)
External Support Culture Member Selection Team Training Rewards
Team Design Size Location Technology
Internal
Processes and
Development
Team
Effectiveness
Chapter 17: PowerPoint 17.13
Internal Team Processes
Work teams may develop along:
Development of the work team over time, personal feelings, and behavioral norms
a continuum of maturity, which ranges from low or immature (e.g., inefficient and ineffective) to high or mature (e.g., efficient and effective) AND
a continuum of maturity, which ranges from low or immature (e.g., inefficient and ineffective) to high or mature (e.g., efficient and effective) AND
a continuum of time together, which ranges from start (e.g., the first team encounter) to end (e.g., the point at which the team adjourns)
a continuum of time together, which ranges from start (e.g., the first team encounter) to end (e.g., the point at which the team adjourns)
Chapter 17: PowerPoint 17.14 (Adapted from Figure 17.5)
Start EndTime Together
Low
HighD
egre
e of
Mat
uri
ty
End orrecycle
End orrecycle
End orrecycle
End orrecycle
FormingForming
StormingStorming
NormingNorming
PerformingPerforming
AdjourningAdjourning
Internal Team Processes: Developmentof Work Teams
Chapter 17: PowerPoint 17.15
“My advice for any new team: Don’t short-change your startup. Take time to understand what you’re going to do and how you’re going to deal with the possible bumps along the way.”
Jeanie Duck, Senior Vice President, The Boston Consulting Group
Chapter 17: PowerPoint 17.16
Forming stage: work team focuses on orientation to its goals and procedures
Forming stage: work team focuses on orientation to its goals and procedures
Members may be anxious about the team and what they are supposed to do
Members may be anxious about the team and what they are supposed to do
(continued)
?
Storming stage: begins when competitive or strained behaviors emerge
Storming stage: begins when competitive or strained behaviors emerge
May involve resistance and impatience with the lack of progress
Frustration, anger, and defensive behavior may appear
May involve resistance and impatience with the lack of progress
Frustration, anger, and defensive behavior may appear
Chapter 17: PowerPoint 17.17
Norming stage: members become increasingly positive about the team as a whole, the other members as individuals, and what the team is doing
(continued)
Sometimes too much “we-ness”, harmony, and conformity occurs
Sometimes too much “we-ness”, harmony, and conformity occurs
Performing stage: members usually have come to trust and accept each other and are focused on accomplishing their goals
Diversity of viewpoints supported and encouraged
Diversity of viewpoints supported and encouraged
Chapter 17: PowerPoint 17.18
Performing stage (cont’d):
Members willing to risk presenting wild ideas without fear
Members willing to risk presenting wild ideas without fear
(continued)
Clear and shared goalsClear and shared goals
Minimal internal politicsMinimal internal politics
Careful listening and accurate feedback occurs
Careful listening and accurate feedback occurs
Consensus, but not conformity, soughtConsensus, but not conformity, sought
Chapter 17: PowerPoint 17.19
Adjourning stage: terminating task behaviors and disengaging from relationships
Isn’t always planned and may be abrupt
Planned adjourning recognition for participation and achievement
Isn’t always planned and may be abrupt
Planned adjourning recognition for participation and achievement
Some teams are ongoing
Chapter 17: PowerPoint 17.20
Trust: members have confidence in each
other
Openness: members interested in what others have to say
Freedom: members act out of a sense of responsibility to the
team
Interdependence: members feel obligation to coordinate and work together to achieve
common goals
Chapter 17: PowerPoint 17.21
Rules of behavior that are widely shared and enforced by members of a work team
Rules of behavior that are widely shared and enforced by members of a work team
Norms may specify: Norms may specify:
How much work to doHow customers should be treatedImportance of high qualityWhat members should wearWhat kinds of jokes are acceptableHow members should feel about the organizationHow they should deal with their managers, and so on
How much work to doHow customers should be treatedImportance of high qualityWhat members should wearWhat kinds of jokes are acceptableHow members should feel about the organizationHow they should deal with their managers, and so on
Chapter 17: PowerPoint 17.22
Exists When Three Criteria Have Been Met
There is a performance standard of appropriate behavior for team members
There is a performance standard of appropriate behavior for team members
Members must generally agree on the standard
Members must generally agree on the standard
Members must be aware that the team supports the particular standard through a system of rewards and punishments
Members must be aware that the team supports the particular standard through a system of rewards and punishments
Chapter 17: PowerPoint 17.23
Free rider: a team member who isn’t contributing fully to team performance but still shares in team rewards
Free rider: a team member who isn’t contributing fully to team performance but still shares in team rewards
Peer pressure to conform is great A highly directive leader presses for a particular
interpretation of the problem and course of action Need exists to process a complex and unstructured
issue under crisis conditions Group is isolated
Peer pressure to conform is great A highly directive leader presses for a particular
interpretation of the problem and course of action Need exists to process a complex and unstructured
issue under crisis conditions Group is isolated
Groupthink: an agreement-at-any-cost mentality that results in ineffective work team decision making and may lead to poor solutions; Likelihood increases when:
Groupthink: an agreement-at-any-cost mentality that results in ineffective work team decision making and may lead to poor solutions; Likelihood increases when:
Chapter 17: PowerPoint 17.24
Productive controversy: when team members value different points of view and seek to draw them out to facilitate creative problem solving
Productive controversy: when team members value different points of view and seek to draw them out to facilitate creative problem solving
Focus on issues rather than peopleDefer decisions until issues and ideas are
exploredFollow procedures that equalize sharing
of power and responsibility
Focus on issues rather than peopleDefer decisions until issues and ideas are
exploredFollow procedures that equalize sharing
of power and responsibility
Managers can help shape norms Managers can help shape norms
Chapter 17: PowerPoint 17.25
Internal Processes External System:
Memberselection
Teamtraining
Team design Culture
Rewardsystem
Chapter 17: PowerPoint 17.26
Causes of Poor Team Performance: Team Design
Team Size
For innovative decision making, ideal work team is probably between five and nine members
For innovative decision making, ideal work team is probably between five and nine members
(continued)
If large teams required, consider useof subteams
If large teams required, consider useof subteams
With large teams be aware of backlash through clique lobbies
With large teams be aware of backlash through clique lobbies
Chapter 17: PowerPoint 17.27
Team size—large team size tends to have the following effects
Team size—large team size tends to have the following effects
Demands on leader time and attention are greater; leader becomes more psychologically distant from the team members
Team’s tolerance of direction from the leader is greater and team’s decision making becomes more centralized
Team atmosphere is less friendly, communications are less personal, more cliques form within the team
Team’s rules and procedures become more formalized Likelihood of some members being free riders increases
Chapter 17: PowerPoint 17.28
Team proximity
Proximity to other work teams and members of the organization
Team members’ proximity to each other
Ideal proximity among teams depends on work being done
Virtual teams often create special challenges
Chapter 17: PowerPoint 17.29
Differences in societal cultures
Language differences
Weak or poor organizational culture
Chapter 17: PowerPoint 17.30
Incompatible personality traits among members
Traits of agreeableness and conscientiousness needed
Communication and teamwork competencies needed
Chapter 17: PowerPoint 17.31
Causes of Poor Team Performance:Team Training
Causes of Poor Team Performance:Team Training
Poor or no team training
Leadership development for managers or team leaders needed
Team training needed for:
how to manage meetings how to support disagreement how to commit to a decision how to use group-based technologies
Chapter 17: PowerPoint 17.32 (Adapted from Table 17.2) (continued)
Choices in Designing Reward Systems for Work Teams
How can nonmonetary rewards be used to recognize excellent team performance?
What portion of a person’s total monetary rewards should be linked to performance of the team (versus the performance of the individual or the business unit)?
If rewards are to be linked to results, which effectiveness criteria should be used to evaluate team results? Individual results?
How can nonmonetary rewards be used to recognize excellent team performance?
What portion of a person’s total monetary rewards should be linked to performance of the team (versus the performance of the individual or the business unit)?
If rewards are to be linked to results, which effectiveness criteria should be used to evaluate team results? Individual results?
Chapter 17: PowerPoint 17.33
Choices in Designing Reward Systems for Work Teams (cont’d)
How should rewards be distributed among the members of a team? Should they all receive equal rewards? If not, on what basis should people receive differential rewards?
How should rewards be distributed among the members of a team? Should they all receive equal rewards? If not, on what basis should people receive differential rewards?
Who should be responsible for the allocation of rewards among team members: team members, a team leader, someone outside the team?
Who should be responsible for the allocation of rewards among team members: team members, a team leader, someone outside the team?
For global teams, how should cultural differences among members of the team and the pay systems used in different countries be addressed?
For global teams, how should cultural differences among members of the team and the pay systems used in different countries be addressed?
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