chapter 14 leading teams leading teams. team u a unit of two or more people who interact and...
TRANSCRIPT
Chapter 14Chapter 14
Leading TeamsLeading Teams
TeamTeam
A unit of two or more people who A unit of two or more people who interact and coordinate their work to interact and coordinate their work to accomplish a specific goal.accomplish a specific goal.
Shared mission and collective Shared mission and collective responsibility are emphasized.responsibility are emphasized.
Types of TeamsTypes of Teams Vertical (Functional, Command)Vertical (Functional, Command)– (e.g., Accounting Dept.)
Horizontal (Cross-Functional)Horizontal (Cross-Functional)– Self-Managing (Continuous)– Problem-Solving (Periodic)
(e.g., Quality Circle)
Special Purpose (Task Force)Special Purpose (Task Force)– (temporary)– (may be Vert., Horiz, or Combination)
Virtual TeamVirtual Team
A team that uses technology so that A team that uses technology so that geographically distant members can geographically distant members can collaborate. collaborate.
Can be any of the previously mentioned Can be any of the previously mentioned types.types.
Team SizeTeam Size
Small Teams (2 to 4 members)Small Teams (2 to 4 members)– Easier to reach agreement– Decisions made more quickly– More participation per member– Members report greater satisfaction
Team SizeTeam Size Large teams (12 or more) - Large teams (12 or more) - PositivePositive Aspects Aspects– More ideas– Bolder or riskier actions (sometimes negative)– More acceptance of decisions by others
Large teams (12 or more) - Large teams (12 or more) - NegativeNegative Aspects Aspects– More time consuming– Subgroups often form, resulting in conflicts– Less member satisfaction.
Team Member RolesTeam Member Roles
Task SpecialistTask Specialist ( (Helps Helps Team Accomplish Task):Team Accomplish Task):
Initiation of ideasInitiation of ideas Give opinionsGive opinions Seek informationSeek information SummarizeSummarize EnergizeEnergize
SocioemotionalSocioemotional
((Support Emotional Support Emotional Needs and Social Unity):Needs and Social Unity):
EncourageEncourage HarmonizeHarmonize Reduce tensionReduce tension FollowFollow CompromiseCompromise
Team Member RolesTeam Member Roles
Task SpecialistRole
NonparticipatorRole
SocioemotionalRole
DualRole
HighHigh
HighHigh
LowLow
LowLow
Member Member Task Task
BehaviorBehavior
Member Member Social Social
BehaviorBehavior
Team CohesivenessTeam Cohesiveness
The extent to which team members are The extent to which team members are attracted to the team and motivated to attracted to the team and motivated to remain in it.remain in it.
Determinants of Team CohesivenessDeterminants of Team Cohesiveness
Team interaction (frequency)Team interaction (frequency) Personal attraction to teamPersonal attraction to team Relatively Small SizeRelatively Small Size Shared goals (and dependence)Shared goals (and dependence) Competition (external threats / common Competition (external threats / common
enemy)enemy) Team successTeam success Favorable evaluation by outsidersFavorable evaluation by outsiders
Consequences of Team Consequences of Team CohesivenessCohesiveness
Morale/Morale/SatisfactionSatisfaction is raised is raised Performance/Performance/Goal AccomplishmentGoal Accomplishment– Productivity tends to more uniform (Norms,
Culture affect it)– Productivity level depends on relationship of
workers with management
Team ConflictTeam Conflict
Description:Description: Antagonistic Antagonistic
interaction in which interaction in which one party attempts to one party attempts to thwart the intentions thwart the intentions or goals of another.or goals of another.
Causes:Causes: Scarce resourcesScarce resources Jurisdictional Jurisdictional
ambiguitiesambiguities Communication Communication
breakdownbreakdown Personality clashesPersonality clashes Power and status Power and status
differencesdifferences Goal differencesGoal differences
Styles to Handle Conflict Styles to Handle Conflict
Competing (Dominating)
AssertiveAssertive
UnassertiveUnassertive
UncooperativeUncooperative CooperativeCooperative
Cooperativeness
Assertiveness When quick, decisive action is vital--emergencies or urgent cost cutting
Styles to Handle ConflictStyles to Handle Conflict
Competing
Avoiding
AssertiveAssertive
UnassertiveUnassertive
UncooperativeUncooperative CooperativeCooperative
Cooperativeness
Assertiveness
When an issue is trivial and there is no chance of winning, or a delay is needed to gather more information
Styles to Handle ConflictStyles to Handle Conflict
Competing
Compromising
Avoiding
AssertiveAssertive
UnassertiveUnassertive
UncooperativeUncooperative CooperativeCooperative
Cooperativeness
Assertiveness When goals are equally important, opponents have equal power, or time pressure makes a decision expedient
Styles to Handle ConflictStyles to Handle Conflict
Competing
Compromising
Avoiding Accommodating
AssertiveAssertive
UnassertiveUnassertive
UncooperativeUncooperative CooperativeCooperative
Cooperativeness
Assertiveness
When people realize they are wrong, an issue is more important to others
Styles to Handle ConflictStyles to Handle Conflict
Competing Collaborating
Compromising
Avoiding Accommodating
AssertiveAssertive
UnassertiveUnassertive
UncooperativeUncooperative CooperativeCooperative
Cooperativeness
Assertiveness
When both concerns are very important, merged solution is better, commitment is needed
Resolving Intergroup ConflictResolving Intergroup Conflict
(What 3rd parties can do to facilitate (What 3rd parties can do to facilitate collaborating, etc.)collaborating, etc.)
EmphasizeEmphasize Superordinate goals Superordinate goals Bargaining/Negotiation Bargaining/Negotiation MediationMediation Improve communication Improve communication Provide well-defined tasksProvide well-defined tasks Reduce Task InterdependenceReduce Task Interdependence
Potential Benefits of TeamsPotential Benefits of Teams
Level of effort (and Performance Level)Level of effort (and Performance Level) Satisfaction of membersSatisfaction of members Expanded job knowledge and skillsExpanded job knowledge and skills Organizational flexibility.Organizational flexibility.
Opposition to TeamsOpposition to Teams
ManagementManagement UnionsUnions Workers who lead teamsWorkers who lead teams Other WorkersOther Workers
Potential Costs of TeamsPotential Costs of Teams
Power realignment (Mgmt, Unions)Power realignment (Mgmt, Unions) Free riding (Team Members)Free riding (Team Members) Coordination costs (Mgmt, Members)Coordination costs (Mgmt, Members) Legal hassles (Unions vs. Mgmt)Legal hassles (Unions vs. Mgmt) Stress from responsibility (Members).Stress from responsibility (Members).
ConclusionConclusion
Teamwork may not always be best, but Teamwork may not always be best, but often is the best approach - Weigh the often is the best approach - Weigh the Benefits vs. the CostsBenefits vs. the Costs
Activities such as persuasion, training, Activities such as persuasion, training, and special rewards may be necessary to and special rewards may be necessary to implement implement teamworkimplement implement teamwork