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2004 by Nelson, a division of Thomson Canada Limited1
Chapter 12
Managing Teams
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2004 by Nelson, a division of Thomson Canada Limited2
What Would You Do? Cignas Customer Service Centre has slow
response times
You are contemplating eliminating separatedepartments and setting up customer-serviceteams
Advantages include reduced call times,reduced costs, and increased customer andemployee satisfaction
Disadvantages include possible employeecomplaints and increased turnover
What should you do?
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2004 by Nelson, a division of Thomson Canada Limited3
Learning Objectives:
Why Work Teams?After reading the next twosections, you should be able to:
1. explain the good and bad of usingteams
2. recognize and understand thedifferent kinds of teams
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The Good and Bad
of Using TeamsAdvantages of teams include
increased
customer satisfaction product and service quality
speed and efficiency of product
development employee satisfaction
Adapted from Exhibit 12.1
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The Good and Bad
of Using TeamsDisadvantages of teams include:
initially high turnover
social loafing legal risk
groupthink
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When to Use TeamsUse teams when there is a clear purpose the job requires people to work
together team-based rewards are possible
ample resources are available teams have required authority to
get the job done
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2004 by Nelson, a division of Thomson Canada Limited7
When Not to Use TeamsDont use teams when
there is no clear purpose
the job can be done by individualsindependently
rewards are for individual
performance required resources are not available management will monitor and control
the work
Adapted from Exhibit 12.1
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Kinds of Teams
Authority, the key
dimension
Special kinds of teams
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Autonomy,
the Key DimensionAutonomy, discretion that workershave over work, varies from low to
high across types of groups: Traditional work groups Employee involvement groups
Semi-autonomous work groups Self-managing teams Self-designing teams
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Special Kinds of Teams
Cross-
functionalteams
Virtual team Project team
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Learning Objectives:
Managing Work TeamsAfter reading the next twosections, you should be able to:
3. understand the generalcharacteristics of work teams
4. explain how to enhance workteam effectiveness
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Work Team
CharacteristicsTeam norms
Team cohesiveness
Team size
Team conflict
Stages of team development
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Team Norms Informally agreed-on standards
that regulate team behaviour
Develop over time
Clarify expectations
Can have positive and/or negativeoutcomes
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Team CohesivenessThe extent to which team
members are attracted to a team
and motivated to remain in it Cohesive teams:
retain their members promote cooperation achieve high levels of performance
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What Really WorksCohesion and Team Performance
Team Performance
Team Performance with Interdependent Tasks
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What Really WorksTeam Performance with Independent Tasks
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Team Size Very large or very small teams may not
perform as well as moderately sized
teams The right size for most teams is
between six and nine members
Teams that are too large might sufferfrom minority domination
Teams that are too small may lackdiversity of skills and knowledge
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Team Conflict C-type conflict
cognitive conflict focuses on problem-related
differences of opinion
A-type conflict affective conflict emotional, personal disagreements
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How Teams CanHave a Good Fight
Work with more, rather than less, information Develop several alternatives to enrich debate Establish common goals Inject humour into the workplace Maintain a balance of power Resolve issues without forcing consensus
Adapted from Exhibit 12.3
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Stages of Teamdevelopment
Exhibit 12.4
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Enhancing Work TeamEffectiveness
Setting team goals and priorities
Selecting people for teamwork
Team training
Team compensation andrecognition
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Setting Team Goalsand Priorities
Team goals increase teamperformance
Goals clarify team priorities Challenging team goals regulate
team effort
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Stretch Goals toMotivate Teams
A high degree of autonomy
Empowered with control resources
Structural accommodation
Bureaucratic immunity
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Selecting People forTeamwork
Individualism-collectivism degree to which a person believes that
people should be self-sufficient and loyal toones self rather than a team
Team level average level of ability, experience or other
factor on a a team Team diversity
variances in ability or other factors on ateam
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Team Training
Need for training oftenunderestimated
Various types of training needed interpersonal skills
decision-making and problem-solving
skills technical skills leadership
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Team Compensationand Recognition
The level of reward must matchthe level of performance
Three methods: skill-based pay
gainsharing
nonfinancial rewards
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Reported by TeamLeaders
1. Confusion about roles and what theyshould do differently
2. Feeling theyve lost control3. Not knowing what coaching orempowering means
4. Having personal doubts about the
efficacy of the team concept5. Uncertainty about how to deal withemployees doubts about teams
Adapted from Exhibit 12.6
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Reported by TeamLeaders
6. Confusion about when a team is readyfor responsibility
7. Confusion about how to shareresponsibility and accountability
8. Concern about promotionalopportunities
9. Uncertainty about strategic aspects of
leaders role10. Not knowing where to turn for help
with team problems
Adapted from Exhibit 12.6
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What Really Happened?
Cignas Customer Service Centreteams
Initially high turnover Employees felt there were fewer
opportunities for promotion
Eventually turnover decreased,costs dropped and qualityincreased
Customer satisfaction increased