MANAGEMENT RICHARD L. DAFT. Leading Teams CHAPTER 19

MANAGEMENT

RICHARD L. DAFT

Leading Teams

CHAPTER 19

Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.

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Learning Outcomes

• Identify the types of teams in organizations.

• Discuss some of the problems and challenges of teamwork.

• Identify roles within teams and the type of role you could play to help a team be effective.

• Explain the general stages of team development.

• Identify ways in which team size and diversity of membership affects team performance.

• Explain the concepts of team cohesiveness and team norms and their relationship to team performance.

• Understand the causes of conflict within and among teams and how to reduce conflict.

• Define the outcome of effective teams and how managers can enhance team effectiveness.


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How Do You Like To Work?

• Teams are a great way to gain management experience

• Teams have become a primary way organizations work

• Teams have advantages but they can be challenging

• Good teams can be highly productive, but teams aren’t always successful


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Why Teams at Work?

• Individuals within organizations are interdependent and teams are an effective way to get work done– A team is two or more people– There is regular interaction– Share performance goals

• Teams and groups are not the same….


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Differences Between Groups and Teams


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The Dilemma of Teams

We have to give up our independence

We have to put up with free riders

Teams are sometimes dysfunctional


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Five Common Dysfunctions of Teams


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How to Make Teams Effective

Smooth teams don’t simply “happen”• Teams must:

– Define Roles– Establish Norms– Set Goals

• To increase effectiveness:– Productive Output– Personal Satisfaction– Capacity to Adapt and Learn


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Effective Team Leadership

Rally people around a compelling purpose

Share power

Admit ignorance


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Work Team Effectiveness Model


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Types of Teams

Vertical Team

• Functional Team

• Command Team

Horizontal Team

• Cross-functional Team/Task Force

• Committee

• Special-purpose Teams/Project Teams

Self-Directed Teams

• Problem-solving Team/Quality Circles

– Permanent

– Diverse skill set

– Access to resources

– Empowered to make decisions

Formal Teams are those created by the organization


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Horizontal and Vertical Teams in an

Organization


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Innovative Uses of Teams

• Virtual Teams - geographically or organizationally dispersed members who are linked through technology

– Use technology to build relationships

– Shape culture through technology

– Monitor progress and reward members


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What Effective Virtual Team Leaders Do


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Global Teams

• Cross-border Work Teams

– Members of different nationalities, countries, cultures

– May be a virtual team

• Enormous Challenges

– Gaps of time, distance and culture

• Challenges can impact communications, decision making, and work pace


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Team Characteristics

• Size – additional members beyond five can cause a decrease in motivation

– Need diverse skills but intimate

• Diversity – diverse teams produce more innovative solutions to problems

• Member Roles – structure to focus on tasks and social needs


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Task Specialist Role

• Task Specialists Role:

Initiate ideas

Give opinions

Seek information

Energize

• Socioemotional Role:

Encourage

Harmonize

Reduce Tension

Follow

Compromise

Successful teams are structured with clear team member roles


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Stages of Team Development

Forming

Storming

Norming

Performing

Adjourning


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Team Cohesiveness

Determinants

Consequences

• Team Interaction• Shared Goals• Personal Attraction to the Team• Presence of Competition• Team Success

• Morale• Productivity


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Four Ways Team Norms Develop


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Managing Team Conflict

• Antagonistic behavior that blocks the goals of the team

• Conflict is inevitable, but it must be dealt with

• Several causes of conflict:

Competition over resources

Communication breakdowns

Trust

Differing goals


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Balancing Conflict and Cooperation


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A Model of Styles to Handle Conflict

Competing

Avoiding

Compromising

Accommodating

Collaborating


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Managing Conflict

Superordinate goals – the ability for team members to see the big picture and reach larger objectives

Mediation – using a third party to settle disputes

Negotiation – Give and take discussions and consideration of alternatives

• Intergrative negotiation – a win-win assumption

• Disruptive negotiation – each party attempts to gain a fixed “size of the pie”


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Rules for Reaching a Win-Win Solution

Separate the people from the problem

Focus on interests, not current demands

Generate many alternatives for mutual gain

Insist that results be based on objective standards


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Work Team Effectiveness

• Productive Output

• Does the team’s output meet expectations?

• Satisfaction of Members

• Does the experience contribute to the well-being, personal satisfaction and development of members?

• Capacity to Adapt and Learn

• Has the team learned from experience?

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MANAGEMENT RICHARD L. DAFT. Leading Teams CHAPTER 19