1 / 14

Team Management and Conflict Resolution in Action

Explore the characteristics and types of effective teams, learn how to establish a team organization, and discover strategies for managing and resolving conflicts within teams.

leilaa
Download Presentation

Team Management and Conflict Resolution in Action

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. CHAPTER 15 TEAM MANAGEMENT AND CONFLICT

  2. MANAGEMENT IN ACTION: A TEAM APPROACH • Teams Defined as: • a group • of two or more people • who interact regularly • and coordinate their work to accomplish • a common goal and/or objective

  3. MANAGEMENT IN ACTION: A TEAM APPROACH • Characteristics of Effective Teams • commitment to and involved with clear and shared goals or vision] • all team members are free to express themselves and participate • members must trust and respect each other • leadership varies within the team structures • decisions are made by consensus

  4. MANAGEMENT IN ACTION: A TEAM APPROACH • Types of Teams • vertical team--command team or functional team • horizontal teams--members are drawn from different departments • cross-functional teams • self-directed teams • task-force teams • platform teams

  5. PHILOSOPHICAL ISSUES OF TEAM MANAGEMENT • How to Use Teams--product-development, project, quality, work teams • How Much Independence/Autonomy to Give Teams--closely controlled, moderate independence, independent/self-directed work teams

  6. THE ESTABLISHMENT OF A TEAM ORGANIZATION • The Process of Team Building • assess feasibility identify priorities • define mission and objectives • uncover and eliminate barriers to team building • start with small teams • plan for training needs • plan to empower • plan for feedback and development time

  7. THE ESTABLISHMENT OF A TEAM ORGANIZATION • Team-Building Considerations • team size • member roles--task oriented • the contributor--data-driven-supplies information • the challenger--questions conventions and status quo • the initiator--proposes new solutions, methods, and systems

  8. THE ESTABLISHMENT OF A TEAM ORGANIZATION • Team-Building Considerations • member roles--social specialists • the collaborator--big picture vision person-”what if” • the communicator--listens well, facilitates well, synthesizes well • the cheerleader--encourages praises and lifts the team • the compromisor--able to shift opinions to maintain harmony

  9. THE MANAGEMENT OF TEAM PROCESSES • Stages in Team Development • Forming • Storming • Norming • Performing • Team Cohesiveness • few members, frequent interaction, clear goals, identifiable successes • results in high morale and organizational effectiveness

  10. MEASUREMENT OF TEAM EFFECTIVENESS • The Benefit of Teams • synergy • increased skill and knowledge • flexibility • commitment

  11. MEASUREMENT OF TEAM EFFECTIVENESS • Costs of Teams • power-realignment expenses • training costs • lost productivity • free-riding costs • loss or productive workers who don’t fit into a team culture

  12. TEAM AND INDIVIDUAL CONFLICT • When working with individuals or teams, conflict will occur • Views of Conflict • The Traditional View--views conflict as unnecessary, harmful, to be avoided • The Behavioral View--because of human nature and resource allocation --expect conflict but try to avoid it • The Interactionist View--conflict inevitable but also necessary

  13. SOURCES OF CONFLICT • Competition • Differences in Objectives • Differences in Values and Perceptions • Disagreements about Role Requirements, Work Activities, Individual Approaches • Breakdowns in Communications

  14. STRATEGIES FOR MANAGING CONFLICT • Analysis of the Conflict Situation--who is in conflict, what is the source of the conflict, what level is the conflict • Development of a Strategy--avoidance, smoothing, compromise, collaboration, confrontation, appeals to employee’s goals, third-party decision • Conflict Stimulation--increase the level of conflict and competition

More Related