Post on 16-Jan-2016
transcript
Chapter 15
Teams, Team Work and Collaboration
Agenda Questions? Teams and Teaming Let’s get in OUR team! Gillian Kemp – Team project
Chapter Outline
Teamwork Pros and Cons Trends in the Use of Teams How Teams Work
Norms / Cohesiveness; Task / Maintenance
Team Decision Making Leading the High Performance Team
Trends
Committees Projects Cross-functional Employee
Involvement (Quality Circle)
Virtual Self-managed
Teams: The Way to Go
The following are benefits that can result from the introduction of work teams:
1. Increased employee motivation.2. Higher levels of productivity.3. Increased employee satisfaction.4. Common commitment to goals.5. Improved communication.6. Expanded job skills.7. Increased organizational flexibility.
Teams: Not Always the Answer
A critical look at four of the assumptions (that may not happen)
Mature teams are task oriented and have successfully minimized the negative influences of other group forces. (Cohesion versus Performance)
Individual, group, and organizational goals can all be integrated into common team goals.
Participative or shared leadership is effective. The team environment drives out the subversive
forces of politics, power, and conflict that divert groups from efficiently doing their work.
Questions to determine whether a team fits the situation:
Can the work be done better by more than one person?
Does work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals?
Are members of the group interdependent?
Figure 15.3
Stages of Group Development
FormingThe first stage in group development, characterized by
much uncertaintyStorming
The second stage in group development, characterized by intragroup conflict
NormingThe third stage in group development, characterized by
close relationships and cohesivenessPerforming
The fourth stage in group development, when the group is fully functional
AdjourningThe final stage in group development for temporary
groups, characterized by concern with wrapping up activities rather than task performance
1. Trust among members
2. Feedback mechanisms
3. Open communications
4. Approach to decisions
5. Leadership sharing
6. Acceptance of goals
7. Valuing diversity
8. Member cohesiveness
9. Support for each other
10. Performance norms
Very poor Very good
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5Where you don’t want
to be
Where you do want to be
Team Effectiveness Rating Scale
Time(Low)
(High)
First Meeting
Phase 1
Phase 2
TransitionCompletion
A B(A+B)/2
Perf
orm
an
ce
The Punctuated-Equilibrium Model
Norms and Conformity
Roles = a set of expected behaviours we all play multiple roles each day; List several
roles you play Norms = acceptable standards shared by a
group’s membershipDescribe “norms” of …
hockey teams dining for the first time at your friend’s parents
place Boxing Day sales a university class
Interaction of Norms and Cohesiveness on Performance
PerformancePerf.Norms
Cohesiveness
Business Norms
Tend to focus on effort and performance
What cues do business organization give concerning their norms?
Example: Solomon Asch and group conformity
Roles in Groups Task-oriented roles
Roles performed by group members to ensure that the tasks of the group are accomplished
Maintenance roles Roles performed by group members to
maintain good relations within the group
Initiating Stating the goal or problem, makingproposals about how to work on it,setting time limits
Seeking information andopinions
Asking group members for specificfactual information related to the taskor problem
Providing information andopinions
Sharing information or opinions relatedto the task or problems
Clarifying Helping one another understand ideasand suggestions that come up in thegroup
Elaborating Building on one another’s ideas andsuggestions
Summarizing Reviewing the points covered by thegroup and the different ideas stated sothat decisions can be based on fullinformation
Consensus Testing Periodic testing about whether thegroup is nearing a decision or needs tocontinue discussion
Task-oriented Roles
Harmonizing Mediating conflict among othermembers, reconciling disagreements,relieving tensions
Compromising Admitting error at times of groupconflict
Gatekeeping Making sure all members have a chanceto express their ideas and feelings andpreventing members from beinginterrupted
Encouraging Helping a group member make his orher point. Establishing a climate ofacceptance in the group.
Maintenance-oriented Roles
Group Decision Making
Factors Member Status Conflict
Orientation Group think
contrary minded Group shift
riskier decisions
Critical Thinking Exercise DeBono’s Hats
White Hat - facts and figures focus Red Hat - emotional focus Black Hat - dwells on why something
can not be done Yellow Hat - optimistic “can-do”
person Green Hat - creative and open to
ideas Blue Hat - concerned with controlQuestions: Which hat do you often wear?What would happen if only G,Y, B or W,R, B?
Conducting a Group Meeting
Follow these 12 steps to more efficient and effective meetings:
1. Prepare a meeting agenda.2. Distribute the agenda in advance.3. Consult with participants before the meeting.4. Get participants to go over the agenda.5. Establish specific time parameters.6. Maintain focused discussion.7. Encourage and support participation of all
members.8. Maintain a balanced style.9. Encourage the clash of ideas.10. Discourage the clash of personalities.11. Be an effective listener.12. Bring proper closure - KEEP MINUTES /
ACTIONS.
Diversity
Multiple perspectives
Greater openness to new ideas
Multiple interpretations
Increased creativity Increased flexibility Increased problem-
solving skills
Ambiguity Complexity Confusion Miscommunication Difficulty in
reaching a single agreement
Difficulty in agreeing on specific actions
Advantages Disadvantages
Conflict Management Functional conflict - helps to stimulate
thought, actions, deeds. Dysfunctional conflict - destructive and
negative.
Org. Performance
H
LLevel of Conflict
L H
Tools to Reduce Conflict
Avoidance - withdrawal from conflict Accommodation - place other’s needs
first Forcing - place one’s needs first Compromise - each gives up
something of value Collaboration - seek solution which is
advantageous to all parties
Conflict Management Styles
forcing
Satisfy own concern
Desire to satisfy other’s concernlow high
high
low
avoidance
compromise
accommodate
collaborate
When to use …
Tell me when you should use each of the style (what situation does it work best in?)
Tools to Reduce Conflict
Avoidance – neither person nor issue important
Accommodation – person important; issue not
Forcing – person less important; issue important
Compromise – both important; time shortage Collaboration – both important; time
available
Application Question 20
Marcos (experienced) Appointed Manager of
a production team; team members get along well; appear to be restricting their output to minimum acceptable levels; night shift
What could he do? Why should he do them?
Summary and Implications
1. The introduction of teams into the workplace has greatly influenced employee jobs
2. High-performing teams have common characteristics:
they contain people with special skills they commit to a common purpose, establish specific goals they have the leadership and structure to provide focus
and direction they hold themselves accountable at both the individual
and team levels there is high mutual trust among members Size 5-7 people
Project
Presenting an Effective Argument
Plan Begin with the end in
mind (objective) Develop supporting
arguments (key points)Present Tell me what you are
going to tell me Tell me Tell me what you’ve told
me
Without support of facts, yours is just another opinion.
Construct an Argument
1) Evidence must be relevant to conclusion.
2) Evidence must provide sufficient support for conclusion.
3) Evidence must be credible.
Relevant
Sufficient
Acceptable
Is this argument RSA?
My friend and I are starting a new company and we want to become rich. A study has found that tall people make more money than shorter people. To save money in our organization, we have decided to hire only people who are shorter than average height.
I am from Missouri
Next Day
Next Class: (remember to print out your insight/reflection paper)Cpt. 2: Management Learning -Past to Present; Cpt. 3: Global Dimensions of Management
Read Case 3 – McCain Foods Limited (p. 100) and be prepared to discuss questions 1, 2, and 3.