Quản trị kinh doanh - Chapter 18: Teamwork

TeamworkChapter 181TeamworkOver the past two decades, the use of teams has increased dramatically in response tonew competitive pressures, the need for greater flexibility and speed, &a desire to give people more opportunities for involvementManager’s Challenge: Rowe2TeamworkTeams & their applications within organizationsTypes of teamsStages of DevelopmentTeam CharacteristicsIndividual contributions to teamsTeamwork costs and benefitsAbility to manage teams – component of manager and organization successTopics Chapter 183What is a Team?Unit of 2 or more peopleInteract or coordinate their workTo accomplish a specific goal4Differences Between Groups and TeamsDesignated leaderIndividual accountabilityIdentical purpose for group & organizationIndividual work productsRuns efficient meetingsEffectiveness=influence on businessDiscusses, decides, delegates work to individualsShares/rotates leaderAccountable to each otherSpecific team vision or purposeCollective work productsEncourages open-ended discussionsEffectiveness=value of collective workDiscusses, decides, shares workGroupsTeams5Work Team Effectiveness Model6Formal TeamsVertical - composed of a manager and subordinates, sometimes called functional or command teams.Horizontal - composed of employees from the same hierarchical level but from different areas of expertise.Special-Purpose - created outside the formal organization for special projects and disband once project is completed.7Self-Directed Team ElementsEmployees with several skills and functionsGiven access to various resources – information, equipment, machinery, and supplies needed to perform the complete taskEmpowered with decision making authority select new members - $Typically permanent teams8Teams in the New WorkplaceVirtual teams- consist of geographically or organizationally dispersed members linked via technologyGlobal teams- cross-border teams made up of members from different nationalitiesinterculturalvirtual9Challenges of Virtual TeamsSelect the right team membersManage socializationFoster trustEffectively manage communications10Characteristics of TeamsSize--Ideal size is thought to be 7Variations of from 5 to 12 typically are associated with good team performanceSmall teams (2-4 members) show more agreement, ask more questionsLarge teams (12 or more) tend to have more disagreements; subgroups form, conficts among them occurTeams of 5-12 seem to work best11Characteristics of TeamsDiversityProduce more innovative solutions to problemsSource of creativityContribute to a healthy level of conflict that leads to decision makingWork team performance –racial, national, ethnicShort term = difficulty learning to work togetherLeadership helps problems fade over timeSize - Diversity - Member Roles12Characteristics of TeamsMember Roles-Task specialist role spend time and energy helping the team reach its goalInitiate ideasGive opinionsSeek informationSummarizeEnergizeSocio-emotional role support team members’ emotional needsEncourageHarmonizeReduce tensionFollowCompromisespend time and energy helping the team reach its goal13Team Member RolesTask Specialist RoleFocuses on task accomplishment over human needs.Important role, but if adopted by everyone, team’s social needs won’t be met.Dual RoleFocuses on task and people.May be a team leader.Important role, but not essential if members adopt task specialist and socioemotional roles.Nonparticipator RoleContributes little to either task or people needs of team.Not an important role-if adopted by too many members, team will disband.Socioemotional RoleFocuses on people needs of team over task.Important role, but if adopted by everyone, team’s tasks won’t be accomplished.HighHighLowLowMember Social BehaviorMemberTaskBehavior14Stages of Team DevelopmentForming:Orientation, break the ice Leader: Facilitate social interchangesStorming:Conflict, disagreement Leader: Encourage participationNorming:Establishment of order and cohesion Leader: Help clarify team roles, norms, valuesPerforming:Cooperation, problem solvingLeader: Facilitate task accomplishmentAdjourning:Task completionLeader: Bring closure, signify completion15Team CohesivenessExtent to which team members are attracted to the team and motivated to remain in itDeterminants Team structureContextHigh cohesiveness is attractive feature of team16Determinants of Team CohesivenessTeam StructureTeam interaction - the more time spent together, the more cohesive the teamShared goals - members agree on goals, they will be more cohesivePersonal attraction to the team - similar attitudes and values and enjoy being togetherTeam structure and context influence cohesiveness17Determinants of Team CohesivenessTeam ContextModerate competition with other teams – cohesiveness increases as it strives to winTeam success & favorable evaluation of the team by outsiders – add to cohesivenessTeam structure and context influence cohesiveness18Consequences of Team CohesivenessMorale – higher in cohesive teamsIncreased communication among membersFriendly team climateMaintenance of membershipTeam Performance – mixedCohesive Team members’ productivity tends to be uniformNon-cohesive teams have wider variation in member productivityExperiential Exercise: Is Your Group a Cohesive Team?High morale – mixed team performance19Team NormsStandard of conduct that is shared by team members and guides their behaviorValuable – define boundaries of acceptable behaviorNot written down20Development of Team NormsCarryover fromother experiencesExplicitstatementsfrom leadersor membersCritical eventsin team’s historyPrimacy: firstbehavior precedentsTeamNormsThe Rainbow Warriors21ConflictAntagonistic interaction in which one party attempts to thwart the intentions or goals of anotherConflict is inevitable whenever people work together in teamsAmong members within a team or between one team and anotherCan have healthy impact = energizes people toward higher performanceMost important team characteristic22Balancing Conflict and CooperationGroupthink = tendency for people to be so committed to a cohesive team that they are reluctant to express contrary opinionsAbilene Paradox = (Jerry Harvey) tendency to go along with others for the sake of avoiding conflictLow levels of conflict –associated with poor decision making in top management teamsEthical Dilemma: Consumer Safety or Team Commitment?23Causes of Team ConflictScarce Resources: include money, information, and supplies.Jurisdictional Ambiguities: conflicts emerge when job boundaries and responsibilities are unclear.Communication Breakdown: poor communications result in misperceptions and misunderstandings of other people and teams.Personality Clashes: personality clashes are caused by basic differences in personality, values, and attitudes.Power and Status Differences: occur when one party has disputable influence over another.Goal Differences: conflict often occurs simply because people are pursuing conflicting goals.24Model of Styles to Handle ConflictCompetingCollaboratingAvoidingAccommodatingCompromisingAssertiveUnassertiveUncooperativeCooperativeAssertiveness(Attempting toSatisfy one’s ownconcerns)Cooperativeness(Attempting to satisfy the otherparty’s concerns)Source: Adapted from Kenneth Thomas, “Conflict and Conflict Management,” in Handbook of Industrial and Organizational Behavior, ed. M. D. Dunnette (New York: John Wiley, 1976), 900.25Balancing Conflict and CooperationSuperordinate Goals = goal that cannot be reached bya single partyBargaining/Negotiation = parties engage one another in an attempt to systematically reach a solutionMediation = process of using a third party to settle a dispute26Guidelines for Helping Managers Facilitate CommunicationFocus on factsDevelop multiple alternativesMaintain a balance of powerNever force a consensusFocus on substantive issues vs. interpersonal conflicts27Potential Benefits of TeamsEnhance individual productivity throughIncreased member effortTeam members’ personal satisfactionIntegration of diverse abilities and skillsIncreased organizational flexibility28Potential Cost of TeamsWhen teams do not work well it is usually because ofPower realignmentFree ridingCoordination costsRevising systems29TeamworkOver the past two decades, the use of teams has increased dramatically in response tonew competitive pressures, the need for greater flexibility and speed, &a desire to give people more opportunities for involvement30