Post on 26-Jan-2016
description
transcript
MANAGEMENT
RICHARD L. DAFT
Leading Teams
CHAPTER 19
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
3
chapter17
Learning Outcomes
• Identify the types of teams in organizations.
• Discuss some of the problems and challenges of teamwork.
• Identify roles within teams and the type of role you could play to help a team be effective.
• Explain the general stages of team development.
• Identify ways in which team size and diversity of membership affects team performance.
• Explain the concepts of team cohesiveness and team norms and their relationship to team performance.
• Understand the causes of conflict within and among teams and how to reduce conflict.
• Define the outcome of effective teams and how managers can enhance team effectiveness.
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
4
chapter17
How Do You Like To Work?
• Teams are a great way to gain management experience
• Teams have become a primary way organizations work
• Teams have advantages but they can be challenging
• Good teams can be highly productive, but teams aren’t always successful
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
5
chapter17
Why Teams at Work?
• Individuals within organizations are interdependent and teams are an effective way to get work done– A team is two or more people– There is regular interaction– Share performance goals
• Teams and groups are not the same….
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
6
chapter17
Differences Between Groups and Teams
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
7
chapter17
The Dilemma of Teams
We have to give up our independence
We have to put up with free riders
Teams are sometimes dysfunctional
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
8
chapter17
Five Common Dysfunctions of Teams
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
9
chapter17
How to Make Teams Effective
Smooth teams don’t simply “happen”• Teams must:
– Define Roles– Establish Norms– Set Goals
• To increase effectiveness:– Productive Output– Personal Satisfaction– Capacity to Adapt and Learn
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
10
chapter17
Effective Team Leadership
Rally people around a compelling purpose
Share power
Admit ignorance
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
11
chapter17
Work Team Effectiveness Model
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
12
chapter17
Types of Teams
Vertical Team
• Functional Team
• Command Team
Horizontal Team
• Cross-functional Team/Task Force
• Committee
• Special-purpose Teams/Project Teams
Self-Directed Teams
• Problem-solving Team/Quality Circles
– Permanent
– Diverse skill set
– Access to resources
– Empowered to make decisions
Formal Teams are those created by the organization
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
13
chapter17
Horizontal and Vertical Teams in an
Organization
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
14
chapter17
Innovative Uses of Teams
• Virtual Teams - geographically or organizationally dispersed members who are linked through technology
– Use technology to build relationships
– Shape culture through technology
– Monitor progress and reward members
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
15
chapter17
What Effective Virtual Team Leaders Do
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
16
chapter17
Global Teams
• Cross-border Work Teams
– Members of different nationalities, countries, cultures
– May be a virtual team
• Enormous Challenges
– Gaps of time, distance and culture
• Challenges can impact communications, decision making, and work pace
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
17
chapter17
Team Characteristics
• Size – additional members beyond five can cause a decrease in motivation
– Need diverse skills but intimate
• Diversity – diverse teams produce more innovative solutions to problems
• Member Roles – structure to focus on tasks and social needs
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
18
chapter17
Task Specialist Role
• Task Specialists Role:
Initiate ideas
Give opinions
Seek information
Energize
• Socioemotional Role:
Encourage
Harmonize
Reduce Tension
Follow
Compromise
Successful teams are structured with clear team member roles
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
19
chapter17
Stages of Team Development
Forming
Storming
Norming
Performing
Adjourning
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
20
chapter17
Team Cohesiveness
Determinants
Consequences
• Team Interaction• Shared Goals• Personal Attraction to the Team• Presence of Competition• Team Success
• Morale• Productivity
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
21
chapter17
Four Ways Team Norms Develop
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
22
chapter17
Managing Team Conflict
• Antagonistic behavior that blocks the goals of the team
• Conflict is inevitable, but it must be dealt with
• Several causes of conflict:
Competition over resources
Communication breakdowns
Trust
Differing goals
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
23
chapter17
Balancing Conflict and Cooperation
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
24
chapter17
A Model of Styles to Handle Conflict
Competing
Avoiding
Compromising
Accommodating
Collaborating
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
25
chapter17
Managing Conflict
Superordinate goals – the ability for team members to see the big picture and reach larger objectives
Mediation – using a third party to settle disputes
Negotiation – Give and take discussions and consideration of alternatives
• Intergrative negotiation – a win-win assumption
• Disruptive negotiation – each party attempts to gain a fixed “size of the pie”
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
26
chapter17
Rules for Reaching a Win-Win Solution
Separate the people from the problem
Focus on interests, not current demands
Generate many alternatives for mutual gain
Insist that results be based on objective standards
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
27
chapter17
Work Team Effectiveness
• Productive Output
• Does the team’s output meet expectations?
• Satisfaction of Members
• Does the experience contribute to the well-being, personal satisfaction and development of members?
• Capacity to Adapt and Learn
• Has the team learned from experience?