Management Canadian Edition PowerPoint Presentation to Accompany Chapter 16 of

Transcription

PowerPoint Presentation
to Accompany Chapter 16 of
Management
Canadian Edition
Schermerhorn  Wright
Prepared by: Michael K. McCuddy
Adapted by: Lynda Anstett & Lorie Guest
Published by: John Wiley & Sons Canada, Ltd.
Planning Ahead — Chapter 16 Study Questions
 How do teams contribute to organizations?
 What are the current trends in the use of teams?
 How do teams work?
 How do teams make decisions?
 What are the challenges of leading high-
performance teams?
Management - Chapter 16
2
Study Question 1: How do teams contribute
to organizations?
 Team
– A small group of people with complementary
skills, who work together to achieve a shared
purpose and hold themselves mutually
accountable for performance results.
 Teamwork
– The process of people actively working
together to accomplish common goals
3
to organizations?
 Team and teamwork roles for managers:
– Supervisor — serving as the appointed head of a formal
work unit.
– Network facilitator — serving as a peer leader an
network hub for a special task force.
– Participant — serving as a helpful contributing member
of a project team.
– External coach — serving as the external convenor or
sponsor of a problem-solving team staffed by others.
4
Figure 16.1 Team and teamwork roles for
managers.
5
to organizations?
 Common problems in teams:
– Personality conflicts.
– Individual differences in work styles.
– Ambiguous agendas.
– Ill-defined problems.
– Poor readiness to work.
•
•
•
•
•
Lack of motivation.
Conflicts with other deadlines or priorities.
Lack of team organization or progress.
Meetings that lack purpose or structure.
Members coming to meetings unprepared.
6
to organizations?
 Seven sins of deadly meetings:
– People arrive late, leave early, and don’t take things
seriously.
– The meeting is too long.
– People don’t stay on topic.
– The discussion lacks candor.
– The right information isn’t available, so decisions are
postponed.
– No one puts decisions into action.
– The same mistakes are made meeting after meeting.
Management Fundamentals - Chapter 16
7
to organizations?
 Synergy
– The creation of a whole that is greater
than the sum of its parts.
– A team uses its membership resources to
the fullest and thereby achieves through
collective action far more than could be
achieved otherwise.
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to organizations?
 Usefulness of teams:
– More resources for problem solving.
– Improved creativity and innovation.
– Improved quality of decision making.
– Greater commitments to tasks.
– Higher motivation through collective action.
– Better control and work discipline.
– More individual need satisfaction.
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to organizations?
 Formal groups —
– Teams that are officially recognized and
supported by the organization for specific
purposes.
– Specifically created to perform essential tasks.
– Managers and leaders serve “linking pin”
roles.
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to organizations?
 Informal groups —
– Not recognized on organization charts.
– Not officially created for an organizational purpose.
– Emerge as part of the informal structure and from natural or
spontaneous relationships among people.
– Include interest, friendship, and support groups.
– Can have positive performance impact.
– Can help satisfy social needs.
11
Study Question 2: What are the current trends
in the use of teams?
 Committees, project teams, and task forces —
– Committees.
• People outside their daily job assignments work together in a
small team for a specific purpose.
• Task agenda is narrow, focused, and ongoing.
– Projects teams or task forces.
• People from various parts of an organization work together on
common problems, but on a temporary basis.
• Official tasks are very specific and time defined.
• Disbands after task is completed.
12
 Guidelines for managing projects and task
forces:
– Select appropriate team members.
– Clearly define the purpose of the team.
– Carefully select a team leader.
– Periodically review progress.
13
 Cross-functional teams —
– Members come from different functional units
of an organization.
– Team works on a specific problem or task with
the needs of the whole organization in mind.
– Teams are created to knock down “walls”
separating departments.
14
 Employee involvement teams —
– Groups of workers who meet on a regular basis
outside of their formal assignments.
– Have the goal of applying their expertise and
attention to continuous improvement.
– Quality circles represent a common form of
employee involvement teams.
15
 Virtual teams —
– Teams of people who work together and solve
problems through largely computer-mediated
rather than face-to-face interactions.
– Sometimes called …
• Computer-mediated groups
• Electronic group networks
16
 Potential advantages
of virtual teams:
– Savings in time and
travel expenses.
– Minimization or
elimination of
interpersonal
difficulties.
– Ease of expansion.
 Potential problems of
virtual teams:
– Difficulty in
establishing good
working relationships.
– Depersonalization of
working relationships.
17
 Guidelines for managing virtual teams:
– Virtual teams should begin with social
messaging.
– Team members should be assigned clear roles.
– Team members must have positive attitudes
that support team goals.
18
 Self-managing work teams —
– Teams of workers whose jobs have been
redesigned to create a high degree of task
interdependence and who have been given
authority to make many decisions about how to
do the required work.
– Also known as autonomous work groups.
19
 Typical self-management responsibilities:
– Planning and scheduling work.
– Training members in various tasks.
– Sharing tasks.
– Meeting performance goals.
– Ensuring high quality.
– Solving day-to-day operating problems.
– In some cases, hiring and firing team members.
20
 In self-managing work teams, members …
– Are held collectively accountable for performance
results.
– Have discretion in distributing tasks within the team.
– Have discretion in scheduling work within the team.
– Are able to perform more than one job on the team.
– Evaluate one another’s performance contributions.
– Are responsible for the total quality of team products.
21
Figure 16.2 Organizational and management implications
of self-managing work teams.
22
Study Question 3: How do teams work?
 Effective teams …
– Achieve and maintain high levels of task
performance.
– Achieve and maintain high levels of member
satisfaction.
– Retain viability for the future.
23
 Resource input factors that influence group
process in the pursuit of team effectiveness:
– Nature of the task.
– Organizational setting.
– Team size.
– Membership characteristics.
24
 Group process:
– The way the members of any team work
together as they transform inputs into outputs :
– Also known as group dynamics.
– Includes communications, decision making,
norms, cohesion, and conflict, among others.
25
 Team effectiveness may be summarized as …
Team Effectiveness =
Quality of Inputs + (Process Gains - Process Losses)
26
Figure 16.3 An open-systems model of
work team effectiveness.
27
 Stages of team development:
– Forming — initial orientation and interpersonal testing.
– Storming — conflict over tasks and ways of working as
a team.
– Norming — consolidation around task and operating
agendas.
– Performing — teamwork and focused task
performance.
– Adjourning — task accomplishment and eventual
disengagement.
28
 Norms
– Behavior expected of team members.
– Rules or standards that guide behavior.
– May result in team sanctions.
 Performance norms
– Define the level of work effort and performance
that team members are expected to contribute to
the team task.
29
Figure 16.4 Criteria for assessing the
maturity of a team.
30
 Guidelines for building positive norms:
– Act as a positive role model.
– Reinforce the desired behaviors with rewards.
– Control results by performance reviews and regular
feedback.
– Orient and train new members to adopt desired
behaviors.
– Recruit and select new members who exhibit desired
behaviors.
– Hold regular meetings to discuss progress and ways of
improving.
– Use team decision-making methods to reach agreement.
31
 Cohesiveness
– The degree to which members are attracted to
and motivated to remain part of a team.
– Can be beneficial if paired with positive
performance norms.
32
 Effects of team cohesiveness and norms:
– Positive norms + high cohesiveness  high
performance and strong commitments to
positive norms.
– Positive norms + low cohesiveness  moderate
performance and weak commitments to positive
norms.
33
 Effects of team cohesiveness and norms
(cont.):
– Negative norms + low cohesiveness  low to
moderate performance and weak commitments
to negative norms.
– Negative norms + high cohesiveness  low
performance and strong commitments to
negative norms.
34
Figure 16.5 How cohesiveness and norms
influence team performance.
35
 Guidelines for increasing team cohesion:
– Induce agreement on team goals.
– Increase membership homogeneity.
– Increase interaction among members.
– Decrease team size.
– Introduce competition with other teams.
– Reward team rather than individual results.
– Provide physical isolation from other teams.
36
 Task activities
– Actions by team members that contribute
directly to team’s performance purpose.
– Include:
•
•
•
•
•
Initiating
Information sharing
Summarizing
Elaborating
Opinion giving
37
 Maintenance activities
– Support emotional life of a team as an ongoing
social system.
– Include:
•
•
•
•
•
Gatekeeping
Encouraging
Following
Harmonizing
Reducing tension
38
 Distributed leadership roles …
– Make every member responsible for recognizing when
task and/or maintenance activities are needed and
taking actions to provide them.
– Leading through task activities focuses on solving
problems and achieving performance results.
– Leading through maintenance activities helps
strengthen and perpetuate the team as a social system.
39
Figure 16.6 Distributed leadership helps
teams meet task and maintenance needs.
40
 Dysfunctional activities that detract from team
effectiveness:
–
–
–
–
–
–
–
–
Being aggressive
Blocking
Self-confessing
Seeking sympathy
Competing
Withdrawal
Horsing around
Seeking recognition
41
 Communication networks
– Decentralized
• All members communicate directly with one
another.
– Centralized
• Activities are coordinated and results pooled by
central point of control.
– Restricted
• Polarized subgroups contest one another.
• Subgroups may engage in antagonistic relations.
42
Source: John R. Schermerhorn, Jr., James G. Hunt, and
Richard N. Osborn, Organizational Behavior, 8th ed. (New
York: Wiley, 2003), p. 347. Used by permission.
Figure 16.7 Interaction patterns and
communication networks in teams.
43
Study Question 4: How do teams make
decisions?
 Methods of team decision making:
– Lack of response
– Authority rule
– Minority rule
– Majority rule
– Consensus
– Unanimity
44
decisions?
 Assets of team decision making:
– Greater amounts of information, knowledge,
and expertise.
– Expands number of action alternatives
considered.
– Increases understanding and acceptance.
– Increases commitment to follow through.
45
decisions?
 Potential disadvantages of team decision
making:
– Social pressure to conform.
– Individual or minority group domination.
– Time requirements.
46
decisions?
 Symptoms of groupthink:
–
–
–
–
–
–
–
–
Illusions of group invulnerability.
Rationalizing unpleasant and disconfirming data.
Belief in inherent group morality.
Negative stereotypes of competitors.
Pressure to conform.
Self-censorship of members.
Illusions of unanimity.
Mind guarding.
47
decisions?
 Methods for dealing with groupthink:
– Have each group member be a critical evaluator.
– Don’t appear to favor one course of action.
– Create subteams to work on the same problems.
– Have team members discuss issues with outsiders.
– Have outside experts observe and provide feedback on
team activities.
– Assign a member to the devil’s advocate role.
– Hold a second-chance meeting.
48
decisions?
 Creativity in team decision making —
guidelines for brainstorming:
– All criticism is ruled out.
– Freewheeling is welcomed.
– Quantity is important.
– Building on one another’s ideas is encouraged.
49
decisions?
 Creativity in team decision making — steps in the
nominal group technique:
– Participants work alone, identifying possible solutions.
– Ideas are shared in a round-robin fashion without any
criticism or discussion.
– Ideas are discussed and clarified in a round-robin
sequence.
– Members individually and silently follow a written
voting procedure.
– The last two steps are repeated as needed.
50
Study Question 5: What are the challenges of
leading high-performance teams?
 Team building
– A sequence of planned activities used to
gather and analyze data on the
functioning of a team and to implement
constructive changes to increase its
operating effectiveness.
51
 Steps in a cyclical team-building process:
– Step 1 — problem awareness.
– Step 2 — data gathering.
– Step 3 — data analysis and diagnosis.
– Step 4 — action planning.
– Step 5 — action implementation.
– Step 6 — evaluation.
52
Figure 16.8 Steps in the team-building process: case of the
hospital top management team.
53
 Characteristics of high-performing teams:
– A clear and elevating goal.
– A task-driven, results-oriented structure.
– Competent and committed members who work hard.
– A collaborative climate.
– High standards of excellence.
– External support and recognition.
– Strong and principled leadership.
54
 Effective team leaders act to:
– Establish clear vision.
– Create change.
– Unleash talent.
55
COPYRIGHT
Copyright © 2007 John Wiley & Sons Canada, Ltd. All rights
reserved. Reproduction or translation of this work beyond that
permitted by Access Copyright (The Canadian Copyright Licensing
Agency) is unlawful. Requests for further information should be
addressed to the Permissions Department, John Wiley & Sons
Canada, Ltd. The purchaser may make back-up copies for his or her
own use only and not for distribution or resale. The author and the
publisher assume no responsibility for errors, omissions, or damages
caused by the use of these programs or from the use of the
information contained herein.

Management Canadian Edition PowerPoint Presentation to Accompany Chapter 16 of

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