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Chapter 13

Chapter 13. Managing Teams. When Selected Companies Began Using Work Teams. Adapted From Table 13.1. The Advantages of Teams Increased :. Customer Satisfaction. Product and Service Quality. Speed and Efficiency in Product Development. Employee Satisfaction. Cross Training.

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Chapter 13

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  1. Chapter 13 Managing Teams

  2. When Selected Companies Began Using Work Teams Adapted From Table 13.1

  3. The Advantages of TeamsIncreased: Customer Satisfaction Product and Service Quality Speed and Efficiency in Product Development Employee Satisfaction Cross Training

  4. The Disadvantages of Teams Initially High Turnover Social Loafing Self-Limiting Behavior Legal Risk

  5. Factors That Encourage Self-Limiting Behavior in Teams • 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 Adapted From Table 13.2

  6. Minimizing the Legal Risks Associated with Teams and the National Labor Relations Act • Suggestion boxes • Greater worker control • Don’t overrule • Don’t turn teams into representative bodies • Timing is important Adapted From Table 13.3

  7. Don’t Use Teams When: There is no clear purpose The job can be done individually Only individual-based rewards exist Resources are scarce Management controls When to Use Teams Use Teams When: • There is a clear purpose • The job can’t be done individually • Team-base rewards are possible • Ample resources exist • Teams have authority Adapted From Table 13.4

  8. Autonomy Autonomy, the Key Dimension Self- designing Teams Self- managing Teams Semi- autonomous Work Groups Employee Involvement Teams Traditional Work Groups

  9. Special Kinds of Teams Virtual Teams Cross-Functional Teams Project Teams

  10. Work Team Characteristics Norms Cohesiveness Size Conflict Stages of Team Development

  11. Team Norms • Informally agreed-on standards of team behavior • Develop over time • Clarify expectations • Can lead to positive and/or negative outcomes

  12. 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 consistent performance

  13. How Teams Can Have a “Good” Fight • Work with more, rather than less information • Develop multiple alternatives • Establish common goals • Inject humor into the workplace • Maintain a balance of power Adapted From Table 13.6

  14. Team Performance Time Stages of Team Development Performing Norming De-Norming Storming De-Storming Forming De-Forming

  15. Enhancing Work Team Effectiveness Setting Team Goals and Priorities Team Training Selecting People for Teamwork Team Compensation and Recognition

  16. Setting Team Goals and Priorities • Team goals enhance team performance • Goals clarify team priorities • Challenging team goals help team members to regulate effort

  17. Requirements for Stretch Goals to Motivate Teams • A high degree of autonomy • Empowered with control resources • Structural accommodation • Bureaucratic immunity

  18. Blast From The PastWork Teams: Just Horsing Around • Hawthorne Studies • importance of “informal” norms • Trist and work teams • Skunkworks • a team insulated from bureaucracy

  19. Selecting People for Teamwork Individualism- Collectivism Team Level Team Diversity

  20. Team Training • Often underestimated • Types needed • interpersonal skills • decision-making & problem-solving • technical • leadership

  21. Team Compensation and Recognition • The level of reward must match the level of performance • Three methods: • skill-based pay • gainsharing • nonfinancial rewards

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