tEAM MANAGEMENT PPT 1.ppt
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The document summarizes key concepts about work teams and groups. It discusses the characteristics of effective groups, including having a relaxed atmosphere and consensus decision making. It also outlines the stages of group formation from initial mutual acceptance to an emphasis on task accomplishment. Additionally, it describes the functions and benefits of using teams in organizations, such as empowering employees and allowing collaboration. Teams are shown to progress from new to mature forms as they establish norms, cohesion, and status structures.
tEAM MANAGEMENT PPT 1.ppt
- 1. Chapter 8 Nelson & Quick Work Teams and Groups Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved.
- 2. Groups & Teams Group - two or more people with common interests, objectives, and continuing interaction Work Team - a group of people with complementary skills who are committed to a common mission, performance goals, and approach for which they hold themselves mutually accountable
- 3. Characteristics of a Well-Functioning, Effective Group Relaxed, comfortable, informal atmosphere Task well understood & accepted People express feelings & ideas Members listen well & participate
- 4. Characteristics of a Well-Functioning, Effective Group Consensus decision making Conflict & disagreement center around ideas or methods Clear assignments made & accepted Group aware of its operation & function
- 5. Group Behavior Norms of Behavior - the standards that a work group uses to evaluate the behavior of its members Group Cohesion - the “interpersonal glue” that makes members of a group stick together Social Loafing - the failure of a group member to contribute personal time, effort, thoughts, or other resources to the group Loss of Individuality - a social process in which individual group members lose self-awareness & its accompanying sense of accountability, inhibition, and responsibility for individual behavior
- 6. Group Formation Formal Groups - official or assigned groups gathered to perform various tasks need ethnic, gender, cultural, and interpersonal diversity need professional and geographical diversity Informal Groups - unofficial or emergent groups that evolve in the work setting to gratify a variety of member needs not met by formal groups
- 7. Stages of Group Formation Mutual acceptance Emphasis on interpersonal concern and awareness Motivation and commitment Decision making Control and sanctions Emphasis on task planning, authority, and influence Emphasis on task accomplishment, leadership, and performance Emphasis on rewards and punishment
- 8. Mature Group Characteristics Purpose and Mission May be assigned or may emerge from the group Group often questions, reexamines, and modifies mission and purpose Mission converted into specific agenda, clear goals, and a set of critical success factors
- 9. Productivity Norms - may be consistent or inconsistent, supportive or unsupportive of organization’s productivity standards Mature Group Characteristics Behavioral Norms - well-understood standards of behavior within a group Formal & written Ground rules for meetings Informal but well understood Intragroup socializing Dress codes
- 10. Mature Group Characteristics Group Cohesion - interpersonal attraction binding group members together Enables groups to exercise effective control over the members Groups with high cohesiveness demonstrate lower tension & anxiety demonstrate less variation in productivity demonstrate better member satisfaction, commitment, & communication
- 11. Cohesiveness & Work-Related Tension 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 4 1 2 3 4 5 6 7 Mean tension Group Cohesiveness from low to high 7 16 52 65 57 19 12 Number of groups “Does your work ever make you jumpy or nervous?” Low score = high tension From S. E. Seashore, Group Cohesiveness in the Industrial Work Force, 1954. Research conducted by Stanley E. Seashore at the Institute for Social Research, University of Michigan. Reprinted by permission.
- 12. Mature Group Characteristics Status Structure - the set of authority & task relations among a group’s members Hierarchical or egalitarian Often leadership is shared Contributor Data/Info Collaborator Mission Communicator Facilitator Challenger Devil’s advocate Diversity Styles
- 13. Team Task Functions Task Functions - those activities directly related to the effective completion of the team’s work Initiate activities Evaluate effectiveness Elaborate concepts Summarize ideas Diagnose problems Seek information Give information Test ideas Coordinate activities
- 14. Team Task Functions Maintenance Functions - those activities essential to the effective, satisfying interpersonal relationships within a team or group Support others Gatekeep communication Test consensus Express member feelings Reduce tension Set standards Follow others’ lead Harmonize conflict Test group decisions
- 15. Good when performing complicated, complex, interrelated and/or more voluminous work than one person can handle Good when knowledge, talent, skills, & abilities are dispersed across organizational members Empowerment and collaboration; not power and competition Basis for total quality efforts Why Teams?
- 16. New vs. Old Team Environments New Team Environment Old Work Environment Person generates initiatives Person follows orders Team charts its own steps Manager charts course Right to think for oneself. People rock boat; work together People conformed to manager’s direction. No one rocked the boat. People cooperate using thoughts and feelings; direct talk People cooperated by suppressing thoughts and feelings; wanted to get along SOURCE: Managing in the New Team Environment, by Hirschhorn, © 1991. Reprinted by permission of Prentice-Hall, Inc.,Upper Saddle River, N. J.
- 17. Quality Circles & Teams Quality Team - a team that is part of an organization’s structure & is empowered to act on its decisions regarding product & quality service Quality Circles (QC) - a small group of employees who work voluntarily on company time, typically one hour per week, to address work-related problems QC’s deal with substantive issues Do not require final decision authority QC’s need periodic reenergizing
- 18. Social Benefits of Teams Psychological Intimacy - emotional & psychological closeness to other team or group members Integrated Intimacy - closeness achieved through tasks & activities
- 19. An attribute of a person or of an organization’s culture Preparation & careful planning focuses empowered employees Encourages participation Solve specific and global problems Foundations for Empowerment
- 20. Empowerment Skills Self- management or Team skills Process Skills Competence Skills Cooperative and Helping Behaviors Communication Skills
- 21. Self-Managed Teams Self-Managed Teams - teams that make decisions that were once reserved for managers How does an organization capitalize on the advantages and avoid the risks of self managed teams?
- 22. Upper Echelons: Teams at the Top Top management's background characteristics predict organizational characteristics Organization reflects top management's values, competence, ethics, & unique characteristics Management team's leadership, composiiton, & dynamics influences the organization's performance Upper Echelons - A top-level executive team in an organization
- 23. Executive Tenure & Organizational Performance Organizational performance relative to the industry average High Low 1 7 14 CEO tenure (years)Source: D. Hambrick, The Seasons of an Executive’s Tenure, keynote address, the Sixth Annual Texas Conference on Organizations, Lago Vista, Texas, April, 1991.
- 24. Multicultural Teams Multicultural groups represent three or more ethnic backgrounds. Diversity may increase uncertainty, complexity, & inherent confusion in group processes. Culturally diverse groups may generate more & better ideas & limit groupthink.
- 25. Triangle for Managing in the New Team Environment Manager Individuals Team L. Hirschhorn, Managing in the New Team Environment, (pages 13/14). Copyright© 1991 Addison-Wesley Publishing Company, Inc. Reprinted by permission of Addison Wesley Longman.