Transcript Ch 14 Outline

Ch 14 Outline
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The Contributions of Teams
The New Team Environment
How Groups Become Teams
Building Effective Teams
Managing Lateral Relationships
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The Contributions of Teams
• Well-managed teams are powerful forces that
can deliver all desired results
– Teams can increase productivity, improve quality,
and reduce costs
– Teams can enhance speed and be powerful forces for
innovation and change
– Teams can be useful learning mechanisms
– Team members can provide one another with
feedback, identify opportunities for growth and
development, train, coach, and mentor
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The New Team Environment
• A working group is a
collection of people who work
in the same area
• A team is formed of people
with complementary skills
who trust one another and are
committed to a common
purpose, common
performance goals, and a
common approach for which
they hold themselves mutually
accountable.
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Types of Teams
• Functional Teams – a type of work team
composed of a manager or team leader from a
particular functional area (e.g. accounting,
marketing, assembly etc.)
• Cross-Functional Teams – a type of work team
made of of individuals with various types of
expertise drawn from across functional areas (e.g.
one accountant, one marketer, one legal expert,
etc.)
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Types of Teams
• Work teams make or do things such as manufacture,
assemble, sell, or provide service
• Project and development teams work on long-term
projects but disband once the work is completed
• Parallel teams operate separately from the regular
work structure of the firm on a temporary basis
• Management teams coordinate and provide direction to
the subunits under their jurisdiction and integrate
work among subunits
• Transnational teams are work teams composed of
multinational members whose activities span multiple
countries
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Self Managed Teams
• Self-managed teams are autonomous
work groups in which workers ware
trained to do all or most of the jobs in a
unit, have no immediate supervisor, and
make decisions previously made by firstline supervisors
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Self Managed Teams
Self-designing teams – sometimes used to
describe a type of self-managed team that
also designs its task or job
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Self Managed Teams
• Traditional Work Groups have no managerial
responsibilities
• Quality circles are voluntary groups of people drawn
from various production teams who make suggestions
about quality
• Semiautonomous work groups make decisions about
managing and carrying out major production activities
• Autonomous work groups control decisions about and
execution of a complete range of tasks
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How Groups Become Real Teams
• Groups become
true teams via
– Basic group
activities
– Passage of time
– Team development
activities
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Five Stages of Group
Development
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Forming
Storming
Norming
Performing
Adjourning (if appropriate)
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Why Groups Sometimes Fail
• Failure lies in not knowing and doing
what makes teams successful
– Team is often just a word used by
management to describe merely putting
people into groups
– Teams sometimes are launched with little or
no training or support system
– Teams are not truly empowered
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Building Effective Teams
• Team effectiveness is defined by three
criteria
– 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
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Motivating Teamwork
• When working in a group individuals may
display one of the following characteristics
– Social loafing occurs when individuals work less hard
and are less productive in a group
– Social facilitation effect occurs when individuals
work harder when in a group than when working alone
– Groupthink occurs when group members avoid
disagreement as they strive for consensus
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Motivating Teamwork
• To motivate individual members of the
team it helps if:
– Group members are held accountable
– Rewards are tied to team performance
– The team’s task is motivating
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Building Effective Teams:
Cohesivness
• Text – The degree to which a group is
attractive to its members, members are
motivated to remain in the group and
members influence one another
• Other Texts – The degree to which members
value being a part of the group and are
committed to achieving the groups goals
(must be both)
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Building Effective Teams: Norms
and Roles
• Norms are shared beliefs about how people
should think and behave
• Roles are different sets of expectations for how
different individuals should behave
– Task specialist is an individual who has more
advanced job-related skills and abilities than other
group members
– Team maintenance specialist is an individual who
develops and maintains team harmony
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