Transcript MGT 3303 Introduction to Organizations

Dr. Robert Konopaske
Management Department
February 12, 2011
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 Teams can make magic!
 http://www.youtube.com/watch?v=TzNACAG74QA
 U.S. organizations use teams for a variety of reasons
 80% of companies with more than 100 employees
use teams
 90% of all U.S. employees work part of their day in
a team
 Chances are…you’ll be a member of one (or more)
teams at your work!
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 Improved customer satisfaction
 Improved product & service quality
 Increased speed & efficiency
 Higher job satisfaction
 Better decision making
 More creative problem solving
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 Initially high employee turnover
 Social loafing
 Lowered quality of group decision making
 Groupthink
 Inefficient meetings
 Domination by a few members
 Lack of accountability
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1.
2.
3.
4.
5.
6.
The presence of someone with expertise
The presentation of a compelling argument
Lacking confidence in one’s ability to
contribute
An unimportant or meaningless decision
A dysfunctional decision-making climate
Again, social loafing can be an issue
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6
Employee
Involvement
Groups
Traditional
Work
Groups
Selfmanaging
SemiTeams
autonomous
Work
Groups
Selfdesigning
Teams
Autonomy
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 Same as self-managing teams except:
 Control and change design of team
 Control resources for task accomplishment
 Impose discipline on team members:
 Hire and fire
 Divide rewards
 Decide on penalties (ex: tardiness)
 Can change task of team
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 Geographically and/or organizationally dispersed
coworker who use telecommunication & IT to
accomplish an organizational task
 Tips for creating successful virtual teams:
 Select self-starters and strong communicators
 Keep the team focused on clear, specific goals
 Provide frequent feedback
 Periodically bring team members together & use
team building
 Improve communications & ask team members for
feedback on how well team is working
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Team
Norms
Team
Size
Team
Cohesiveness
Team
Conflict
Team
Development
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



Informally agreed-on standards that regulate team
behavior
Powerful influence on work behavior
Regulate the everyday behaviors of teams
e.g., soldiering
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 The extent to which members are attracted to the team and
motivated to remain in it
 Cohesive teams:
 retain their members
 promote cooperation
 have high levels of
performance
 Promote team cohesiveness by:
1.
2.
3.
4.
Make sure all team members are present at team
meetings
Create additional opportunities for teammates to work
together
Engage in nonwork activities as a team
Make employees feel that they are part of a “special”
organization
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Performance
Team Size
(6-9
members)
13

C-type Conflict
 cognitive conflict
 focuses on problems and issues
 associated with improvements in team
performance

A-type Conflict
 affective conflict
 emotional, personal disagreements
 associated with decreases in team performance

Both types often occur simultaneously
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 Forming – 1st stage of team development; get to
know other members; set ground rules
 Storming – 2nd stage; conflict over what should be
done & how to do it; team leader nudges group
toward team goals
 Team will be ineffective if it gets stuck here
 Norming – 3rd stage; informal rules; members get
used to roles; group cohesion grows
 Performing – 4th stage; performance high b/c team
has matured; it’s fully functioning now
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Interpersonal Skills
Decision Making
and Problem Solving
Conflict
Technical Training
Training for Team Leaders
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 Power struggles
 Individual behavior
 Unequal Workload
 Lack of top management support
 Poor leadership
 Lack of focus
 Capability issues
 Groupthink
 http://www.youtube.com/watch?v=qYpbStMyz_I
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