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Chapter 14

Chapter 14. Leading Teams. Team. A unit of two or more people who interact and coordinate their work to accomplish a specific goal. Shared mission and collective responsibility are emphasized. Types of Teams. Vertical (Functional, Command) (e.g., Accounting Dept.)

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Chapter 14

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  1. Chapter 14 Leading Teams

  2. Team • A unit of two or more people who interact and coordinate their work to accomplish a specific goal. • Shared mission and collective responsibility are emphasized.

  3. Types of Teams • Vertical (Functional, Command) • (e.g., Accounting Dept.) • Horizontal (Cross-Functional) • Self-Managing (Continuous) • Problem-Solving (Periodic) (e.g., Quality Circle) • Special Purpose (Task Force) • (temporary) • (may be Vert., Horiz, or Combination)

  4. Virtual Team • A team that uses technology so that geographically distant members can collaborate. • Can be any of the previously mentioned types.

  5. Team Size • Small Teams (2 to 4 members) • Easier to reach agreement • Decisions made more quickly • More participation per member • Members report greater satisfaction

  6. Team Size • Large teams (12 or more) - Positive Aspects • More ideas • Bolder or riskier actions (sometimes negative) • More acceptance of decisions by others • Large teams (12 or more) - Negative Aspects • More time consuming • Subgroups often form, resulting in conflicts • Less member satisfaction.

  7. Task Specialist (Helps Team Accomplish Task): Initiation of ideas Give opinions Seek information Summarize Energize Socioemotional(Support Emotional Needs and Social Unity): Encourage Harmonize Reduce tension Follow Compromise Team Member Roles

  8. Team Member Roles High Task Specialist Role Dual Role Member Task Behavior Nonparticipator Role Socioemotional Role Low Low Member Social Behavior High

  9. Team Cohesiveness • The extent to which team members are attracted to the team and motivated to remain in it.

  10. Determinants of Team Cohesiveness • Team interaction (frequency) • Personal attraction to team • Relatively Small Size • Shared goals (and dependence) • Competition (external threats / common enemy) • Team success • Favorable evaluation by outsiders

  11. Consequences of Team Cohesiveness • Morale/Satisfaction is raised • Performance/Goal Accomplishment • Productivity tends to more uniform (Norms, Culture affect it) • Productivity level depends on relationship of workers with management

  12. Description: Antagonistic interaction in which one party attempts to thwart the intentions or goals of another. Causes: Scarce resources Jurisdictional ambiguities Communication breakdown Personality clashes Power and status differences Goal differences Team Conflict

  13. Styles to Handle Conflict Assertive Competing(Dominating) When quick, decisive action is vital--emergencies or urgent cost cutting Assertiveness Unassertive Uncooperative Cooperative Cooperativeness

  14. Styles to Handle Conflict Assertive Competing When an issue is trivial and there is no chance of winning, or a delay is needed to gather more information Assertiveness Avoiding Unassertive Uncooperative Cooperative Cooperativeness

  15. Styles to Handle Conflict Assertive Competing Assertiveness Compromising When goals are equally important, opponents have equal power, or time pressure makes a decision expedient Avoiding Unassertive Uncooperative Cooperative Cooperativeness

  16. Styles to Handle Conflict Assertive When people realize they are wrong, an issue is more important to others Competing Assertiveness Compromising Avoiding Accommodating Unassertive Uncooperative Cooperative Cooperativeness

  17. Styles to Handle Conflict Assertive Competing Collaborating When both concerns are very important, merged solution is better, commitment is needed Assertiveness Compromising Avoiding Accommodating Unassertive Uncooperative Cooperative Cooperativeness

  18. Resolving Intergroup Conflict (What 3rd parties can do to facilitate collaborating, etc.) • Emphasize Superordinate goals • Bargaining/Negotiation • Mediation • Improve communication • Provide well-defined tasks • Reduce Task Interdependence

  19. Potential Benefits of Teams • Level of effort (and Performance Level) • Satisfaction of members • Expanded job knowledge and skills • Organizational flexibility.

  20. Opposition to Teams • Management • Unions • Workers who lead teams • Other Workers

  21. Potential Costs of Teams • Power realignment (Mgmt, Unions) • Free riding (Team Members) • Coordination costs (Mgmt, Members) • Legal hassles (Unions vs. Mgmt) • Stress from responsibility (Members).

  22. Conclusion • Teamwork may not always be best, but often is the best approach - Weigh the Benefits vs. the Costs • Activities such as persuasion, training, and special rewards may be necessary to implement implement teamwork

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