Quản trị kinh doanh - Chapter 12: Managing team performance

Chapter 12Managing Team PerformanceDescribe why managers form working groups to achieve resultsExplain the characteristics of teamsExplain team dynamics and its relationship to performanceCompare and contrast productive and unhealthy conflict as it relates to organizational resultsDevelop a strategic plan to increase team performanceLearning ObjectivesTeamPurposeful group formed to accomplish a project, task, or goalHelp solve cross-disciplinary problems, traverse cultural boundaries, and drive initiativesSocial loafing – members of a team contribute less effort than they would if they were individually responsibleTeams can work as long as there is a reason for them to exist in the first placeHow Teams Make a Difference (p. 302)Power of teams (p. 303)If managed the right way, teams can be effective in attaining goalsFormal team – working group formed by an organization’s management to achieve specific, agreed-upon strategies, plans, and outcomesInformal team – working group, generally not intended to be permanent, formed by team members to accomplish self-defined tasks and objectivesMay operate outside the constraints of the working environment How Teams Make a Difference (cont.)Different types of teamsFunctional team – formal, longstanding working group organized around specific tasks, processes, or rolesAlso known as vertical or command teamsCross-functional team – formal, longstanding working group with representation from diverse divisions, departments, and levels of authorityMembers represent a wide set of skills, roles, and perspectivesTeam Characteristics (p. 304)Team Characteristics (cont.)Figure 12.1Different types of teams (cont.)Management team – functional or cross-functional working group of managers formed to plan, organize, lead, and control organizational performance (p. 305)Self-directed team – operates without hierarchical management supervisionDefined by specific outcomes and timetablesProblem-solving team – working group formed to minimize the negative impacts of a specific organizational challenge (p. 306)Task-based team – working group established to accomplish a specific objective, with a tightly defined time frame for completion Team Characteristics (cont.)Quality circle (p. 306)Working group comprised of management and staff with the purpose of minimizing performance errors and varianceVirtual teamsWorking group that conducts the majority of its collaborations via electronic communicationsTeam Characteristics (cont.)Size and roles (p. 307)Small teams tend to be more cohesiveLarger teams more likely to instill social loafingRole – behavioral and performance expectation that is consciously or unconsciously defined by a groupRole structure – prescribed set of behavioral and performance expectations for a position or jobRole ambiguity – confusion that arises from an employee not understanding the expectations, intentions, or purposes of her/his positionOverload – behavioral and system strains that occur when expectations for positions or working groups exceed their capacity to perform Team Characteristics (cont.)Team Characteristics (cont.)Largely unseen forces that can influence the way a team operates and performsConformityAn individual or group adheres to organizational policies, procedures, cultural dynamics, and performance standardsGeneralizationAn individual or group perspective that is formed through limited data or experienceTeam Dynamics (p. 308)Stages of group development (p. 308)Four-stage process by which teams become more effective and efficient over timeForming – team members meet each other for the first time and get a feel for the type of team that they have joinedNorms – expectations implicitly or explicitly defined by a group that result in a consistent set of behaviors or beliefsStorming – a measure of conflict may arise (p. 309)Conflict – resistance or hostility arising from two or more parties focusing on and attempting to reconcile differing opinionsTeam Dynamics (cont.)Stages of group development (cont.)Norming – team members settle into their new roles and, by mutual agreement, decide how to achieve their goals and objectives (p. 309)Cohesiveness – degree to which individuals in a working group exhibit loyalty and norm consistenciesSocialization – processes by which individuals attain the knowledge, skills, cultural distinctions, and values to adapt to a group’s normsTeam Dynamics (cont.)Stages of group development (cont.)Performing – team working at optimal level, loyalty is high, and each member is invested in achieving the goal (p. 309) affiliation – person’s perceived connection to a group, based on purpose, demographics, function, and other intangible dimensionsTeam development can revert to earlier stages due to negative factorsTeam Dynamics (cont.)VariationSystem-level changes that inevitably occur that may require individuals and groups to respondUnhealthy conflict (p. 312)Certain changes (e.g., high turnover, new group members) can affect group dynamics and serve as a catalyst for unhealthy conflictEncouraging healthy conflictNegotiation- process by which two or more parties with differing objectives, desires, or perspectives go through to find a mutually agreeable solution Managing Conflict (p. 311)Key dimensions of ‘good conflict’ (p. 313)Emotion is left out of the equationGet ‘buy in’ from each member of the group on the vision they propose to encourage productive debateDebate should be focused on the future rather than the pastHowever, learn how past conflicts have been resolvedManaging Conflict (cont.)Effective meeting flow options:Strategies to Increase Performance (p. 315)Figure 12.2Effective meetings (p. 316):Strategies to Increase Performance (cont.)Performance development (p. 316):Strategies to Increase Performance (cont.)Recognizing excellence (pp. 316-317):Strategies to Increase Performance (cont.)