managing teams
TRANSCRIPT
1
Managing Teams
Sohail Riaz, Master Trainer
2
Team
A team is a small number of people with complementary skills who are committed to:
a common purpose,
a set of performance goals,
an approach for which they hold themselves mutually accountable.
Team members interact with each other on a regular basis
3
Team
Teams share performance goals.
Individuals on a team are mutually responsible for end results.
The team environment produces synergy.
This allows individuals to blend complementary skills and talents to produce a product that is more valuable than the sum of the individual contributions.
4
Work Group
Members of a work group are held
accountable for their individual work.
They are not responsible for the output
of the entire group.
A work group is more likely to have a
strong, directive leader who seeks input
from group members ,then delegates
work to various individuals .
5
Not All Groups Are Teams
Collective Individual Work Products
Team purpose that the team
itself delivers
Same as the broader
organization mission
Purpose
Individual and mutual Individual Accountability
Shared leadership roles Strong, clearly focused
leader
Leadership
Team Working Group Characteristic
6
Not All Groups Are Teams
Discusses, decides, and does
real work together
Discusses, decides, and
delegates
Decision-making
Process
Directly, by collective work
products
Indirectly, by its influence on
others
Performance
Measurement
Open-ended discussion, active
problem-solving
Efficient Meeting Style
Team Working Group Characteristic
7
The Good and Bad of Using Teams
Advantages
of Teams
Disadvantages
of Teams
When to Use
And
Not Use Teams
1
8
The Advantages of Teams
1.1
Customer Satisfaction
Product and Service Quality
Speed and Efficiency in Product Development
Employee Job Satisfaction
Decision Making
Commitment to decisions
More alternate solutions Multiple perspectives
9
The Disadvantages of Teams
1.2
Initially High Employee Turnover
Social Loafing
Disadvantages of
Group Decision Making
Groupthink
Inefficient meetings
Minority domination
Lack of accountability
10
Doing the Right Thing
Don’t be a Team Slacker—Do Your Share
Slacking on teams is wrong
Slacking hurts a team’s performance
In the real world, team slacking contributes to
lost sales, poorer decisions, lower-quality products,
and lower productivity
1.2
11
The Disadvantages of Teams
Factors that Encourage People
to Withhold Effort in Teams
1. The presence of someone with expertise
2. The presentation of a compelling argument
3. Lacking confidence in one’s ability to contribute
4. An unimportant or meaningless decision
5. A dysfunctional decision-making climate
Adapted From Exhibit 10.2
1.2
12
When to Use Teams
There is a clear purpose
The job can’t be done
unless people work
together
Team-based rewards
are possible
Ample resources exist
Teams have authority
USE TEAMS WHEN… DON’T USE TEAMS WHEN…
There is no clear purpose
The job can be done
independently
Only individual-based
rewards exist
Resources are scarce
Management controls
Adapted From Exhibit 10.3
1.3
13
Kinds of Teams
How Teams
Differ in
Autonomy
Special Kinds
Of
Teams
2
14
Autonomy, the Key Dimension
Traditional
Work
Groups
Employee
Involvement
Teams
Semi-
autonomous
Work
Groups
Self-
managing
Teams
Self-
designing
Teams
Autonomy
Adapted From Exhibit 10.4
2.1
15
Special Kinds of Teams
Cross-Functional Teams
Virtual Teams
Project Teams
2.2
16
Cross-Functional Teams
Employees from different
functional areas
Attack problems from multiple
perspectives
Generate more ideas and
alternative solutions
Often used in conjunction with
matrix and product
organizational structures 2.2
17
Virtual Teams
Take advantage of interactive computer technologies to enable distant people to work together.
Require only a part-time commitment.
Make it possible for companies to cross organizational boundaries: Linking customers, suppliers, and business
partners to improve the quality and increase the speed with which a new product or service is brought to the market
18
Tips for Managing
Successful Virtual Teams
Virtual Teams
Select self-starters and strong communicators
Keep the team focused on clear, specific goals
Provide frequent feedback
Keep team upbeat and action-oriented
Periodically bring team members together
Improve communications
Ask team members for feedback on how well
team is working
Empower virtual teams
Adapted From Exhibit 10.5
2.2
19
Project Teams
Created to complete specific, one-time projects within a limited time
Often used to develop new products, improve existing products, roll out new information systems, or build new factories/offices
Can reduce or eliminate communication barriers, and speed up the design process
Promote flexibility
2.2
20
Work Team Characteristics
Team
Size
Team
Conflict
Team
Development
Team
Norms
Team
Cohesiveness
3
21
Team Norms
Informally agreed-on standards that regulate
team behavior
Powerful influence on work behavior
Regulate the everyday behaviors of teams
3.1
22
Team Cohesiveness
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
3.2
23
Promoting Team Cohesiveness
1. Make sure all team members are present at team
meetings
2. Create additional opportunities for teammates to
work together
3. Engage in nonwork activities as a team
4. Make employees feel that they are part of a
“special” organization
3.2
24
Team Size
Size
Perf
orm
an
ce
3.3
25
Team Conflict
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 3.4
26
How Teams Can Have a Good Fight
1. Work with more, rather than less, information
2. Develop multiple alternatives to enrich debate
3. Establish common goals
4. Inject humor into the workplace
5. Maintain a balance of power
6. Resolve issues without forcing
a consensus
3.4
27
Roles of Team Members
Task-Facilitating Role
Direction giving
Information seeking
Information giving
Coordinating
Summarizing
28
Roles of Team Members
Relationship-Building Role
Supporting
Harmonizing
Tension relieving
Energizing
Facilitating
29
Stages of Team Development Tea
m P
erf
orm
an
ce
Time
Forming
Storming
Norming
Performing
De-Norming
De-Storming
De-Forming
3.5
30
Enhancing Work
Team Effectiveness
Team
Training
Team
Compensation
Selecting
Team Members
Setting
Team Goals and
Priorities
4
31
Setting Team Goals and Priorities
Team goals enhance
team performance
Goals clarify team priorities
Challenging team goals help
team members to regulate effort
4.1
32
Requirements for Stretch Goals
to Motivate Team Performance
Teams have a high degree of autonomy
Teams are empowered with control resources
Teams need for structural accommodation
Teams need bureaucratic immunity
4.1
33
Selecting People for Teamwork
Team
Diversity
Team
Level
Individualism-
Collectivism
4.2
34
Team Training
Conflict
Interpersonal Skills
Decision Making and Problem Solving
Technical Training
Training for Team Leaders 4.3
35
Problems Reported by Team Leaders
1. Confusion about new roles
2. Feeling they’ve lost control
3. Not knowing what it means to coach or empower
4. Having doubts about whether team concept will work
5. Uncertainty about dealing with employees’ doubts
6. Confusion about when team is ready for more responsibility
7. Confusion about how to share responsibility and accountability
8. Concern about promotional opportunities
9. Uncertainty about the strategic aspects of leader’s role as team matures
10. Not knowing where to turn for help with team problems
Adapted from Exhibit 10.9
4.3
36
Team Compensation and Recognition
The level of reward must match the level of performance
Three methods of compensating team participants:
skill-based pay
gainsharing
nonfinancial rewards
4.4
37
Team Compensation and Recognition
4.4
Exhibit 10.10