bus137 chapter 11
TRANSCRIPT
11-1McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
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Learning ObjectivesL01: How teams contribute to organization’s
effectiveness.L02: Distinguish new team environment from
traditional work groups.L03: How do groups become teams?
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Learning ObjectivesL04: Why do groups sometimes fail?L05: How to build an effective team.L06: List methods for managing a team’s
relationships with other teams.L07: Identify ways to manage conflict.
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The Contributions of TeamsTeams can be powerfully effective as a building
block for organization structure. increase productivity, improve quality, enhance speed,
and reduce costs. powerful forces for innovation and change. provide benefits for members
useful learning, feedback, growth, and development mechanisms.
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The New Team EnvironmentTeam
small number of people with complementary skills committed to a common purpose and set of performance goals
hold themselves mutually accountable
Working group collection of people who work in the same area or
come together to undertake a task do not necessarily have a common purpose
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Different Types of Organizational TeamsProject and Development Teams - teams that
work on long-term projects but disband once the work is completed
Quality Circles - voluntary groups of people drawn from various production teams who make suggestions about quality
Self-Managed Teams - Autonomous work groups in which workers are trained to do all or most of the jobs in a unit, have no immediate supervisor, and make decisions previously made by first-line supervisors
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Team Autonomy Continuum
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How Groups Become Real TeamsForming - Group members lay ground rules for
what types of behavior are acceptable.Storming - Hostilities and conflict arise; people
jock for positions of power and status.Norming - Group members agree on shared
goals; norms and closer relationships develop.Performing - Group channels its energies into
performing tasks.
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Why do groups sometimes fail?Ineffective communicationLack of effective chartering, visioning, and goal
settingLack of clarity about rolesKeeping morale and momentum highKeeping productivity highLack of trust
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Building Team EffectivenessThe productive output of the team meets or
exceeds the standards of quantity and quality.Team members realize satisfaction of their
personal needs.Team members remain committed to working
together again.Effective teams:
focus on performanceneed feedback on their performanceHave skilled members
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Managers motivate effective teamwork
Social loafing - working less hard and being less productive when in a group
Social loafing occurs when:individuals believe their contributions are not importantothers will do the work for themtheir lack of effort will go undetectedthey will be the lone sucker if they work hard but
others don’tSocial facilitation effect - working harder when
in a group than when working alone
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Roles & Cohesiveness for team effectiveness
Roles - different sets of expectations for how different individuals should behave
Task Specialist - An individual who has more advanced job-related skills and abilities than other group members possess
Team Maintenance Specialist - Individual who develops and maintains team harmony
Cohesiveness - The degree to which a group is attractive to its members, members are motivated to remain in the group, and members influence one another
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Building Cohesiveness and High-Performance NormsRecruit members with similar attitudes, values,
and backgrounds.Maintain high entrance and socialization
standards.Keep the team small.Help the team succeed, and publicize its
successes.Be a participative leader.Present a challenge from outside the team.Tie rewards to team performance.
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Managing Lateral Relationships
Gatekeeper - a team member who stays abreast of current information and informs the group of important developments
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Conflict Management Strategies
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Managing Conflict within and among Teams
Avoidancereaction to conflict that involves ignoring problem by
doing nothing at all, or deemphasizing disagreement
Accommodationstyle of dealing with conflict involving cooperation on
behalf of other party but not being assertive about one’s own interests
Compromisea style of dealing with conflict involving moderate
attention to both parties
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Managing Conflict within and among Teams
Competing style of dealing with conflict involving strong focus on
one’s own goals and little or no concern for other person’s goals
Collaborationstyle of dealing with conflict emphasizing both
cooperation and assertiveness in order to maximize both parties’ satisfaction
Mediatorthird party who intervenes to help others manage their
conflict
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Strategies HR Managers use to settle disputes
Interview all parties to gather information.Decide how to resolve the dispute, often in
conjunction with disputants’ bosses.Explain decisions and reasoning; advise or
train disputants to avoid future incidents.Follow up to make sure everyone
understands solution, document conflict and resolution.
Monitor results by checking back with disputants and bosses.
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YOU should be able toL01: Discuss how teams can contribute to an
organization’s effectiveness.L02: Distinguish the new team environment from
that of traditional work groups.L03: Summarize how groups become teams.
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YOU should be able toL04: Explain why groups sometimes fail.L05: Describe how to build an effective team.L06: List methods for managing a team’s
relationships with other teams.L07: Identify ways to manage conflict.
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Test Your Knowledge
Explain at least four ways that teams can help organizations.
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Test Your Knowledge
Sebastian Stabilio just joined a team of people from throughout his organization whose primary task is to recommend valuable uses for the scrap generated in the manufacturing process. The team meets twice per week; otherwise members work within the usual organizational structure. The team, not permanent, which Sebastian has joined, would be considered a: A) work team. B) working group. C) project group. D) project team. E) parallel team.
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Test Your Knowledge
Describe the process by which groups become real teams.
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Test Your Knowledge
Read the Starbucks story on page 252.Describe the Jumpstart team’s common purpose.How does the establishment of a permanentlocation contribute to the achievement of thispurpose?How might the performance of the Jumpstart
UNOprogram be measured?Write a few possible performance goalsthe team could use.
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Test Your Knowledge
Prior to hiring a consultant to assist with a departmentalreorganization, the departmental manager was requiredto get the project (and the project's expense) approved bytwo other departments: accounting and human resources. This type of requirement facilitates ______ relationships inthe organization.
A) service B) advisory C) audit D) stabilization E) liaison
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Test Your Knowledge
Discuss the conflict management strategies. When are each most appropriate?