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Team Management and Conflict

Team Management and Conflict. Teams Defined. A group of two or more people Interact regularly and coordinate their work to accomplish a common objective. Three Points Characterize a Team. First, at least two people must be involved.

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Team Management and Conflict

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  1. Team Management and Conflict 2002 South-Western

  2. Teams Defined • A group of two or more people • Interact regularly and coordinate their work to accomplish • a common objective 2002 South-Western

  3. Three Points Characterize a Team • First, at least two people must be involved. • Second, the members must interact regularly and coordinate their work. • Third, members of a team must share a common objective. 2002 South-Western

  4. Characteristics of Effective Teams • Team members are committed. • All team members feel free to express themselves and participate in discussions and decisions. • Members trust each other. • When needs for leadership arise, any member feels free to volunteer. • Decisions are made by consensus. • As problems occur, the team focuses on causes, not symptoms. • Team members are flexible in terms of work processes and problem solving. • Team members change and grow. 2002 South-Western

  5. Two Types of Teams • Vertical Team – sometimes called a command team or a functional team. • Composed of a manager and his or her subordinates. • May include as many as three or four levels of management. • Horizontal Team –made up of members drawn from different departments in an organization. • In most cases such a team is created to address a specific task or objective. • May disband after the objective is achieved. • Three common kinds of horizontal teams: • Task forces • Cross-functional teams • Committees 2002 South-Western

  6. Potential Uses For Teams Product Development Teams Project Teams ? Teams Team Options ? Teams Quality Teams ? Teams Process Teams Work Teams 2002 South-Western

  7. Virtual TeamsDefining Characteristics • Members are distributed across multiple locations. • Membership can be extremely diverse in skills and culture. • Team members can join or depart the team in midstream. 2002 South-Western

  8. Teams with Moderate Independence Project Cross-functional Product development 2002 South-Western

  9. Independent Work Teams Self-directed Self-managed Executive teams Work teams 2002 South-Western

  10. Steps in the Process of Team Building Step 1: Assessing feasibility. Step 2: Identifying priorities. Step 3: Defining mission and objectives. Step 4: Uncovering and eliminating barriers to team building. Step 5: Starting with small teams. Step 6: Planning for training needs. Step 7: Planning to empower. Step 8: Planning for feedback and development time. 2002 South-Western

  11. Prince (1989), Parker (1990)Reported that the Typical Team Includes Roles For Task specialists Social specialists 2002 South-Western

  12. Roles for Task Specialists Include • The contributor, a data-driven person who supplies needed information and pushes for high team performance standards. • The challenger, a team player who constantly questions the goals, methods, and even the ethics of the team. • The initiator, the person who proposes new solutions, new methods, and new systems for team problems. 2002 South-Western

  13. Roles for the Social Specialists Include • The collaborator, the “big picture” person who urges the team to stay with its vision and to achieve it. • The communicator, the person who listens well, facilitates well, and humanizes the work of the team. • The cheerleader, the person on the team who encourages and praises individual and team efforts. • The compromiser, the team member who will shift opinions to maintain harmony. 2002 South-Western

  14. Team Leaders Require a Special Set of Skills Oriented toward teamwork and cooperation Create a noncompetitive atmosphere Renew trust Share leadership Encourage members to assume as much responsibility as they can handle Think reasonably Keep their teams focused Positively reinforce 2002 South-Western

  15. Forming Storming Norming Performing Stages of Team Development 2002 South-Western

  16. Forming Stage Members become aquatinted Members test behaviors Marked by a high degree of uncertainty 2002 South-Western

  17. Storming Stage • Disagreement and conflict occur. • Personalities emerge. • Members assert their opinions. • Disagreements may arise. • Coalitions or subgroups may emerge. • The team is not yet unified. 2002 South-Western

  18. Norming Stage Disagreements and conflicts resolved Team comes together Teams achieves unity; consensus about who holds the power Now focused It has oneness A sense of team cohesion 2002 South-Western

  19. Performing Stage Begins to function and moves toward accomplishing its objectives. Team members interact well with each other. Deal with problems. Coordinate work. Confront each other if necessary. 2002 South-Western

  20. Determinants and Results of Team Cohesiveness High Morale Small Size Frequent Interaction Clear Objectives Success High Cohesiveness Objective Achievement Degree of Cohesiveness Team Factors Results Low Morale Large Size Infrequent Interaction Unclear Objectives Failure Low Cohesiveness Failure to Achieve Objectives 2002 South-Western

  21. Effects of Cohesiveness and Performance Norms on Productivity High B Moderate Productivity A High Productivity Team Performance Norms C Low-to-Moderate Productivity D Low Productivity Low Team Cohesiveness Low High 2002 South-Western

  22. Costs of Teams Power-realignment Training expenses Lost productivity Free-riding Loss of productive workers 2002 South-Western

  23. Philosophical Approaches to Conflict Beliefs Reactions TRADITIONAL VIEW • Conflict is unnecessary. • Conflict is to be feared. • Conflict is harmful. • Conflict is a personal failure. • Immediately stop conflict. • Remove all evidence of conflict, including people. 2002 South-Western

  24. Philosophical Approaches to Conflict Beliefs Reactions BEHAVIORAL VIEW • Immediately move to resolve or eliminate conflict. • Conflict occurs frequently in organizations. • Conflict is to be expected. • Conflict can be positive but, more likely, it is harmful. 2002 South-Western

  25. Philosophical Approaches to Conflict Beliefs Reactions INTERACTIONIST VIEW • Conflict is inevitable in organizations. • Conflict is necessary for organizational health. • Conflict is neither inherently good nor bad. • Manage conflict to maximize the positive. • Manage conflict to minimize the negative. 2002 South-Western

  26. Sources of Conflict Differences in objectives Values and perceptions Disagreements about role requirements Work activities Individual approaches Breakdowns in communication 2002 South-Western

  27. Analyze a Conflict Situation,Three Key Questions Who is in conflict? What is the source of conflict? What is the level of conflict? 2002 South-Western

  28. Avoidance Smoothing Compromise Collaboration Confrontation Appeals to subordinate objectives Decisions by a third party Conflict Situation Strategy 2002 South-Western

  29. Circumstances in Which Managers Stimulate Conflict • When team members exhibit and accept minimal performance. • When people appear to be afraid to do anything other than the norm. • When team members passively accept events or behavior that should motivate action. 2002 South-Western

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