Part II Groups in Organizations Team

1
Part IIGroups in Organizations(Team
Leadership Behavior)

• Chapter 8
• Managing Teams

2
Chapter Objectives

• Fundamentals of Groups (Definition
  Classification)
• Types of Teams
• Functional Teams
• Problem Solving Teams
• Self-Managed Teams
• Cross Functional Teams
• Virtual Teams
• Stages of Team Development
• Creating Effective Teams

3
Introduction

• 30 years ago, the decision of companies like
  Volvo, Toyota General Foods to introduce teams
  into their production processes made news because
  no one else was doing it.
• Today, its just the opposite. Its the
  organization that doesnt use teams that have
  become newsworthy.
• The Center for the Study of Work Teams says that
  80 of Fortune 500 companies now have half of
  their employees on teams.

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Introduction

• The evidence suggests that teams typically out
  perform individuals when the tasks being done
  require
• Multiple skills
• Judgment
• Experience
• Management has found that teams are
• More flexible responsive to changing events
  than traditional departments
• Have the capability to quickly assemble, deploy,
  refocus disband
• Teams are an effective means for management to
  increase employee motivation

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Fundamentals of GroupsDefinition

• A group is defined as two or more individuals,
  interacting interdependent, who come together
  to achieve particular objectives.
• The group number should be few enough so that
  each group member may communicate with all the
  others, person-2-person.

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Fundamentals of GroupsClassification

• Groups can either be formal or informal.
• Formal groups refers to groups defined by the
  organizational structure, with set work
  assignments.
• The behavior of formal groups should be directed
  towards organizational goals.
• Informal groups are alliances that are neither
  structured nor organizationally determined.
• They satisfy some social need for its members
  (need for safety, status, esteem, affiliation,
  power..etc)
• Some informal groups can be positive or negative
  depending on the situation. Some times they
  become largely dysfunctional (work against
  organizational goals and set production
  limitations)

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Fundamentals of GroupsClassification

• Groups can be classified into Command, task,
  interest or friendship categories.
• Command task groups are types of formal groups
• Command group is determined by the organizational
  chart. It is composed of the subordinate directly
  reporting to a given manager.
• Task groups represent people working together to
  complete a job. Its boundaries are not limited to
  its immediate hierarchical superior. It can cross
  command relationships.

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Fundamentals of GroupsClassification

• Interest groups are people who may or may not be
  aligned into common command or task group. They
  affiliate to attain a specific objective with
  which each is concerned.
• Friendship groups are formed because its members
  have one or more common characteristics.
• Most people belong to a number of groups, where
  each provides different benefits to its members.

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Fundamentals of GroupsEffective Groups

• To make groups, especially teams, more effective,
  a manager must know how to recognize effective
  ineffective groups
• An effective group has the following basic
  characteristics. Its members
• Know why the group exists have shared goals
• Support agreed upon guidelines or procedures for
  making decisions
• Communicate freely among themselves
• Receive help from one another and give help to
  one another
• Deal with conflict within the group
• Diagnose individual group processes improve
  their own the groups functioning.

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Teams vs. Groups

• A work group has no need or opportunity to engage
  in collective work that requires joint effort.
  Their performance is merely the sum of all the
  group members individual contribution. There is
  no positive synergy that creates an overall level
  of performance that is greater than the sum of
  inputs.
• Teams do generate this positive synergy which
  management is seeking to increase productivity.
  In other words, the performance level of the team
  is higher than the sum or the individual effort
  of all its members.

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Teams vs. Groups
Work Groups
Work Teams
Goal
Collective performance Positive Individual
mutual Complementary
Share information Neutral (sometimes
negative) Individual Random varied
Synergy
Accountability
Skills
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TeamsDefinition

• A team is a small number of employees with
  complementary (abilities, skills knowledge) who
  are committed to common performance goals
  working relationships for which they hold
  themselves mutually accountable.
• When a team is formed, its members must have (or
  quickly develop) the right mix of competencies to
  achieve the teams goals.

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Types of TeamsFunctional Teams

• Includes people who work together daily on
  similar tasks
• composed of a manager and her/his employees from
  one functional area
• issues of authority, decision making, and
  leadership are relatively simple and clear
• attempt to solve problems in specific functional
  area
• They often exist within functional departments
  such as marketing, IT, finance, HR etc.
• For example, within the HR department, there may
  be teams for recruitment, compensation, benefits,
  salary ..etc.

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Types of TeamsProblem Solving Teams

• In 1980s, teams were just beginning to grow in
  popularity and most teams had similar forms.
• Typically were composed of 5 12 employees from
  the same department.
• They met for a few hours each week to discuss
  ways of improving quality, efficiency reducing
  costs. These members usually share ideas or offer
  suggestions on how work can be improved.
• They are rarely given the authority to implement
  any of their suggested actions.

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Types of TeamsProblem Solving Teams

• Of the most widely practiced applications of
  problem-solving teams during the 80s was Quality
  Circles.
• Quality Circles are work teams of 8 10
  employees supervisors who have a shared area of
  responsibility. They meet regularly to discuss
  their quality problems, recommend solutions.
  Management typically retains control over the
  final decision regarding implementation of the
  quality circles recommended solutions.
• Team problem solving is superior to individual
  problem solving when
• There is greater diversity of information,
  experience approaches needed to accomplish the
  task at hand.
• Acceptance of the decision made is crucial for
  effective implementation by team members
• Team members rely on each other to get the job
  done.

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Types of TeamsSelf-Managed Teams

• Self-managed teams normally consist of employees
  who must work together effectively daily to
  manufacture an entire product (or main component)
  or provide an entire service
• A major characteristic of such teams is that they
  are empowered. Team empowerment refers to the
  degree to which its members perceive the group
  as
• Being effective (potency)
• Performing important valuable tasks
  (meaningfulness)
• Having independence discretion (autonomy)
• Experiencing a sense of importance (impact)
• Key dimensions of empowerment potency,
  meaningfulness, autonomy impact.

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Types of TeamsSelf-Managed Teams

• Self-managed teams are often empowered to
  perform a variety of managerial tasks, like
• Scheduling work vacations by members
• Rotating tasks assignments among members
• Ordering materials
• Deciding on team leadership (rotational among
  members)
• Setting key team goals
• Budgeting
• Hiring team members
• Evaluating one anothers performance

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Types of TeamsSelf-Managed Teams

• Self-managed teams change how work is organized
  and leadership is practiced. It eliminates one or
  more managerial levels, creating a flatter
  organization
• Impact of self-managed teams on productivity may
  be enormous (raised productivity 30 or more)
• Example of companies using this form of teams
  includes Xeroxs, GM, PepsiCo, HP, Honeywell.
• Caution in implementation
• Overall research on the effectiveness of
  self-managed teams has not been uniformly
  positive. For example individuals do report
  higher job satisfaction levels and higher
  absenteeism turnover levels.

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Types of TeamsCross-Functional Teams

• Cross functional teams bring together people from
  various work areas to identify solve mutual
  problems. Teams are made up from about the same
  hierarchical level but from different work areas
  (department) who come together to accomplish a
  task (complex tasks or project)
• Examples of usage
• When the company is organized around functions
  and a new product/service or client needs focus
• Task forces
• Committees

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Types of TeamsCross-Functional Teams

• Cross functional teams are used to allow people
  from diverse areas within an organization (or
  between organizations) to exchange information,
  develop new ideas, solve problems, and coordinate
  complex projects.
• One problem with cross functional teams is that
  the early stages of development are time
  consuming due to diversity and complexity
  (different departments)

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Types of TeamsVirtual Teams

• A Virtual team is a group of individuals who
  collaborate through various information
  technologies on one or more projects while being
  at two or more locations.
• Unlike person-to-person meetings, virtual teams
  operate mainly across distance (any place),
  across time (any time) organizational
  boundaries (members from two or more
  organizations).

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Types of Teams
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Categories of Teams
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Stages of Team Development

• forming
• Begin to define the groups purpose
  understanding it goals developmental procedure
  for performing their tasks
• Getting acquainted, understanding leadership
  other member roles
• Stage marked by much uncertainty
• storming
• conflict over who will control the group (team
  leadership), work behavior, relative priority of
  goals, who is responsible for what?
• Some members may withdraw and try to isolate
  themselves from the emotional tension generated.
  The key is to manage conflict during this stage
  and not suppress it. Team members cannot
  effectively evolve into the third stage if its
  members go to either extreme. Suppressing
  conflict will likely create bitterness
  resentment which will last long may lead to
  team failure.

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Stages of Team Development

• norming
• group assimilates a common set of expectations of
  what defines correct member behavior (common
  rules norms)
• performing
• The roles of individual members are accepted
  understood
• Teams may take one of two forms continue to
  learn develop their experience or perform only
  at the level needed for their survival.
• adjourning
• group prepares to disband
• attention devoted to wrapping up activities
• For temporary teams there may be several defined
  adjourning points, while in other teams they may
  go on indefinitely

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Stages of Team Development
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Characteristics of Effective Teams

• Clear Goals - members understand and support the
  goals to be achieved
• Relevant Skills - members have the necessary
  technical and interpersonal skills
• Mutual Trust - members are confident in each
  others ability, character, and integrity
• Unified Commitment - loyalty and dedication to
  the team
• membership in the team an important aspect of the
  self
• Good Communication - messages are readily
  understood
• healthy dose of feedback from team members

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Characteristics of Effective Teams

• Negotiating Skills - flexibility requires members
  to possess these skills. Must be able to confront
  and reconcile differences arising from changing
  problems
• Appropriate Leadership - provide help in
  difficult situations
• plays role of coach or facilitator
• Internal and External Support - team requires a
  sound infrastructure
• team should have external resources required to
  perform its work

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Creating Effective Teams

• The key components making up effective teams
  can be subsumed into four categories
• Work Design (autonomy, skill variety, task
  identity, task significance)
• Team Composition includes variables that relate
  to how teams should be staffed. (ability,
  personality, roles diversity, size,
  flexibility, preference for team work)
• Context (adequate resources, effective
  leadership, performance evaluation reward
  systems)
• Process includes member commitment to a common
  purpose, establishment of specific goals, team
  efficacy, a managed level of conflict the
  reduction of social loafing

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Creating Effective Teams

• Composition
• Ability
• Personality
• Roles diversity
• Size
• Cohesiveness
• Flexibility
• Teamwork Preference

• Context
• Adequate resources
• Leadership
• Performance evaluation
• rewards

• Process
• Common purpose
• Specific goals
• Team efficacy
• Conflict
• Social loafing

• Work Design
• Autonomy
• Skill variety
• Task identity
• Task significance

Team Effectiveness
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Creating Effective TeamsComposition

• Group Size - effect on behavior of group depends
  upon the type of outcome
• large groups - good for getting diverse input
• small groups - good at making use of information
• dispersion of responsibility in large groups
  leads to free rider tendency

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Creating Effective Teams Composition

• Group Cohesiveness - degree to which members are
  attracted to a group and share the groups goals
• relationship between cohesiveness and group
  effectiveness depends upon the alignment of group
  and organizational goals

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Creating Effective Teams Composition
Strong Increase in Productivity
Moderate Increase in Productivity
Decrease in Productivity
No Significant Effect on Productivity
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Part IIGroups in Organizations(Team
Leadership Behavior)

• Chapter 9
• Managing Interpersonal
• Conflict Negotiation

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Chapter Objectives

• Levels of Conflict
• Intrapersonal Conflict
• Interpersonal Conflict
• Intragroup Conflict
• Intergroup Conflict
• Power in Conflict Management
• Interpersonal Conflict Handling
• Avoiding Style
• Forcing Style
• Accommodating Style
• Collaborating Style
• Compromising Style

• Negotiation in Conflict Management
• Types of Negotiation
• Distributive Negotiation
• Integrative Negotiation
• Attitude Structuring
• Intraorganizational Negotiation
• Negotiators Dilemma

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IntroductionConflict Conflict Management

• Conflict refers to a process in which one party
  (person or group) perceives that its interests
  are being opposed or negatively affected by
  another party.
• This definition implies incompatibility concerns
  among the people involved.
• Conflict management consists of diagnostic
  processes, interpersonal styles, negotiation
  strategies, and other interventions designed to
  avoid unnecessary conflict reduces or resolve
  excessive conflict.

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ConflictLevels of Conflict

• There are four levels of conflict may be present
  in organizations
• Intrapersonal Conflict (Conflict within an
  individual)
• Interpersonal Conflict (Conflict between
  individuals)
• Intragroup Conflict (Conflict within a group)
• Intergroup Conflict (conflict between groups)
• These levels are often cumulative and
  interrelated.

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Conflict

• Traditional view - conflict must be avoided
• Human relations view - conflict is a natural and
  inevitable outcome in any group
• conflict need not be negative
• conflict has the potential to be a positive force
  for performance
• Interactionist view - some conflict is absolutely
  necessary
• functional conflict - supports the goals of the
  work group and improves its performance
• dysfunctional conflict - prevents group from
  achieving its goals

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ConflictType of Conflict

• Task conflict - content and goals of the work
• low-to-moderate levels are functional
• Relationship conflict - interpersonal
  relationships
• almost always dysfunctional
• Process conflict - how work gets done
• low levels are functional

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ConflictPower in Conflict Management

• Conflicts in organizations often reflect
  interpersonal sources of power held and used by
  managers, subordinates and coworkers
• Reward Power
• Coercive Power
• Legitimate Power
• Expert Power
• Referent Power

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ConflictInterpersonal Conflict Handling Styles
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Thank You
43
Assignment

• Due Wednesday
• Each member in a group is required to examine the
  organizational structure of the organization with
  which he is working. Then the whole group should
  sit together and compare these organizational
  structures.