Management: Chapter 16 - Creating and Managing Teams PDF
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Uploaded by InventiveSakura5744
2022
Stephen P. Robbins, Mary Coulter, Ed Leach, Mary Kilfoil
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This document is a chapter from a management textbook discussing the creation and management of teams. It covers topics including group development, team types, and conflict management, providing practical tips and theories.
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Management Thirteenth Canadian Edition Chapter 16 Creating and Managing Teams Copyright © 2022 Pearson Canada Inc. 16 - 1 Learning Outcom...
Management Thirteenth Canadian Edition Chapter 16 Creating and Managing Teams Copyright © 2022 Pearson Canada Inc. 16 - 1 Learning Outcomes 1. Define groups and describe the stages of group development. 2. Describe the major components that influence group performance and satisfaction. 3. Define teams, and describe best practices for team performance. 4. Discuss contemporary issues in managing teams. Copyright © 2022 Pearson Canada Inc. 16 - 2 Groups and Group Development (1 of 3) What Is a Group? Group: Two or more interacting and interdependent individuals who come together to achieve particular goals. Formal groups: Work groups that have designated work assignments and tasks directed toward organizational goals. Informal groups: Groups that are independently formed to meet the social needs of their members. Copyright © 2022 Pearson Canada Inc. 16 - 3 Exhibit 16.1 Examples of Formal Groups Command Groups: Groups that are determined by the organizational chart and are composed of individuals who report directly to a given manager. Task Groups: Groups composed of individuals brought together to complete a specific job task; their existence is often temporary because once the task is completed, the group disbands. Cross-Functional Teams: Groups that bring together the knowledge and skills of individuals from various work areas, or groups whose members have been trained to do one another’s jobs. Self-Managed Teams: Groups that are essentially independent and, in addition to their own tasks, take on traditional managerial responsibilities such as hiring, planning and scheduling, and performance evaluations. Copyright © 2022 Pearson Canada Inc. 16 - 4 Groups and Group Development (2 of 3) Stages of Group Development Five Stages in Group Development: Forming Storming Norming Performing Adjourning Copyright © 2022 Pearson Canada Inc. 16 - 5 Exhibit 16.2 Stages of Group Development Copyright © 2022 Pearson Canada Inc. 16 - 6 Groups and Group Development (3 of 3) Stages of Group Development Forming stage: People join the group and then define the group’s purpose, structure, and leadership. Storming stage: Characterized by intragroup conflict. Norming stage: Characterized by close relationships and cohesiveness. Performing stage: The group is fully functional and works on the group task. Adjourning stage: Group members are concerned with wrapping up activities rather than task performance. Copyright © 2022 Pearson Canada Inc. 16 - 7 Workgroup Performance and Satisfaction (1 of 14) Why are some groups more successful than others? The abilities of the group’s members. The size of the group, the level of conflict. The internal pressures on members to conform to the group’s norms. Copyright © 2022 Pearson Canada Inc. 16 - 8 Exhibit 16.3 Group Performance Satisfaction Model Copyright © 2022 Pearson Canada Inc. 16 - 9 Workgroup Performance and Satisfaction (2 of 14) External Conditions Imposed on the Group Organization’s strategy Authority relationships Formal rules and regulations Availability of resources Employee selection criteria Performance management system and culture General physical layout of the group’s workspace Copyright © 2022 Pearson Canada Inc. 16 - 10 Workgroup Performance and Satisfaction (3 of 14) Group Member Resources A group’s performance potential depends to a large extent on the resources each individual brings to the group: – Resources include knowledge, skills, abilities, and personality traits, and they determine what members can do and how effectively they will perform in a group. – Interpersonal skills –-especially conflict management and resolution, collaborative problem solving, and communication—consistently emerge as important for high performance by workgroups. Copyright © 2022 Pearson Canada Inc. 16 - 11 Workgroup Performance and Satisfaction (4 of 14) Group Structure Internal structure shapes members’ behaviour and influences group performance. The structure defines: – Roles – Norms – Conformity – Status systems – Group size – Group cohesiveness Copyright © 2022 Pearson Canada Inc. 16 - 12 Workgroup Performance and Satisfaction (5 of 14) Group Structure (cont.) Role: Behavioural patterns expected of someone occupying a given position in a social unit. Role conflict: Arises as individuals play multiple roles and adjust their roles to the group to which they belong at the time. Each role has different expectations, and may result in conflict. Copyright © 2022 Pearson Canada Inc. 16 - 13 Workgroup Performance and Satisfaction (6 of 14) Group Structure (cont.) Norms: standards or expectations that are accepted and shared by a group’s member. Norms dictate things such as work output levels, absenteeism, promptness, and the amount of socializing on the job. Copyright © 2022 Pearson Canada Inc. 16 - 14 Workgroup Performance and Satisfaction (7 of 14) Group Structure (cont.) Conformity: Because individuals want to be accepted by groups to which they belong, they’re susceptible to pressures to conform. Groupthink: a phenomenon in which a group exerts extensive pressure on an individual to align their opinion with others’ opinions. Copyright © 2022 Pearson Canada Inc. 16 - 15 Exhibit 16.4 Examples of Asch’s Cards Copyright © 2022 Pearson Canada Inc. 16 - 16 Workgroup Performance and Satisfaction (8 of 14) Group Structure (cont.) Status systems: are an important factor in understanding groups. Status: is a prestige grading, position, or rank within a group. Copyright © 2022 Pearson Canada Inc. 16 - 17 Workgroup Performance and Satisfaction (9 of 14) Group Structure (cont.) Group size: affects performance and satisfaction, but the effect depends on what the group is supposed to accomplish. One important research finding related to group size concerns social loafing, which is the tendency for an individual to expend less effort when working collectively than when working individually. Copyright © 2022 Pearson Canada Inc. 16 - 18 Workgroup Performance and Satisfaction (10 of 14) Group Structure (cont.) Group cohesiveness: The degree to which group members are attracted to one another and share the group’s goals. Highly cohesive groups are more effective and productive than less cohesive groups when their goals align with organizational goals. Copyright © 2022 Pearson Canada Inc. 16 - 19 Exhibit 16.5 Group Cohesiveness and Productivity Copyright © 2022 Pearson Canada Inc. 16 - 20 Workgroup Performance and Satisfaction (11 of 14) Group Process Factors that determine group performance and satisfaction concerns, the processes that go on within a work group, namely: – Communication – Decision making – Conflict management Copyright © 2022 Pearson Canada Inc. 16 - 21 Workgroup Performance and Satisfaction (12 of 14) Group Process (cont.) Advantages of Group Decision Making: – Generate more complete information. – Bring a diversity of experience and perspectives to the process. – Generate more diverse alternatives. Disadvantages of Group Decisions: – Groups take more time to reach a solution. – A dominant and vocal minority can influence the decision. – Groupthink can undermine critical thinking. – The responsibility of any single member is ambiguous. Copyright © 2022 Pearson Canada Inc. 16 - 22 Exhibit 16.6 Creative Group Decision Making Copyright © 2022 Pearson Canada Inc. 16 - 23 Workgroup Performance and Satisfaction (13 of 14) Group Process (cont.) Conflict: Perceived incompatible differences that result in interference or opposition. Traditional view of conflict: The view that all conflict is bad and must be avoided. Human relations view of conflict: The view that conflict is a natural and inevitable outcome in any group. Interactionist view of conflict: The view that some conflict is necessary for a group to perform effectively. Copyright © 2022 Pearson Canada Inc. 16 - 24 Workgroup Performance and Satisfaction (14 of 14) Group Process (cont.) Functional conflicts: Support a group’s goals and improve its performance. Dysfunctional conflicts: Prevent a group from achieving its goals. Task conflict: Conflicts over content and goals of work. Relationship conflict: Conflict based on interpersonal relationships. Process conflict: Conflict over how work gets done. Copyright © 2022 Pearson Canada Inc. 16 - 25 Exhibit 16.7 Conflict and Group Performance Copyright © 2022 Pearson Canada Inc. 16 - 26 Exhibit 16.8 Conflict Management Techniques Copyright © 2022 Pearson Canada Inc. 16 - 27 Turning Groups into Effective Teams (1 of 4) The Difference between Groups and Teams Workgroups interact primarily to share information and to make decisions to help each member do their job more efficiently and effectively. Work teams are groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills. Copyright © 2022 Pearson Canada Inc. 16 - 28 Exhibit 16.9 Groups versus Teams Teams Groups Leadership role is shared One leader is clearly in charge Accountable to self and team Accountable only to self Team creates specific purpose Purpose is same as broader organizational purpose Work is done collectively Work is done individually Meetings characterized by open-ended Meetings characterized by efficiency; no discussion and collaborative problem solving collaboration or open-ended discussion Performance is measured directly by Performance is measured indirectly according evaluating collective work output to its influence on others Work is decided upon and done together Work is decided upon by group leader and delegated to individual group members Can be quickly assembled, deployed, refocused, and disbanded SOURCES: J. R. Katzenbach and D. K. Smith, “The Wisdom of Teams,” Harvard Business Review, July–August 2005, p. 161; A. J. Fazzari and J. B. Mosca, “Partners in Perfection: Human Resources Facilitating Creation and Ongoing Implementation of Self-Managed Manufacturing Teams in a Small Medium Enterprise,” Human Resource Development Quarterly, 20:3, Fall 2009, pp. 353–376. Copyright © 2022 Pearson Canada Inc. 16 - 29 Turning Groups into Effective Teams (2 of 4) Types of Work Teams Problem-solving team: a team from the same department or functional area that’s involved in efforts to improve work activities or to solve specific problems. Self-managed work team: a type of work team that operates without a manager and is responsible for a complete work process or segment. Copyright © 2022 Pearson Canada Inc. 16 - 30 Turning Groups into Effective Teams (3 of 4) Types of Work Teams (cont.) Cross-functional teams: work teams made up of individuals who are experts in various functional specialties together. Virtual team: a type of work team that uses technology to link physically dispersed members to achieve a common goal. Copyright © 2022 Pearson Canada Inc. 16 - 31 Turning Groups into Effective Teams (4 of 4) Creating Effective Work Teams Characteristics of Effective Teams: – Clear Goals – Relevant Skills – Mutual Trust – Unified Commitment – Good Communication – Negotiating Skills – Appropriate Leadership – Internal and External Support Copyright © 2022 Pearson Canada Inc. 16 - 32 Exhibit 16.10 Characteristics of Effective Teams Copyright © 2022 Pearson Canada Inc. 16 - 33 Current Issues in Managing Teams (1 of 4) Managing Global Teams Two characteristics of today’s organizations: – They are global. – Work is increasingly done by teams. In addition to recognizing team members’ knowledge, skills, abilities, and personality, managers need to be familiar with and clearly understand the cultural characteristics of the groups and the group members they manage. Copyright © 2022 Pearson Canada Inc. 16 - 34 Current Issues in Managing Teams (2 of 4) Managing Global Teams (cont.) Group structure - The structural areas where we see differences in managing global teams include: – Conformity – Status – Social loafing – Cohesiveness Copyright © 2022 Pearson Canada Inc. 16 - 35 Exhibit 16.11 Drawbacks and Benefits of Global Teams Drawbacks Benefits Dislike team members Greater diversity of ideas Mistrust team members Limited groupthink Stereotyping Increased attention on understanding others’ ideas, perspectives, and so on Communication problems BLANK Stress and tension BLANK SOURCE: Based on N. Adler, International Dimensions in Organizational Behaviour, 4th ed. (Cincinnati, OH: South-Western Publishing, 2002), pp. 141–147. Copyright © 2022 Pearson Canada Inc. 16 - 36 Current Issues in Managing Teams (3 of 4) Building Team Skills Such exercises are commonly used to illustrate and develop specific aspects or skills of being on a team. Such exercises help teams bond or connect and learn to rely on one another. Copyright © 2022 Pearson Canada Inc. 16 - 37 Current Issues in Managing Teams (4 of 4) Understanding Social Networks Social network structure: The patterns of informal connections among individuals within a group. Copyright © 2022 Pearson Canada Inc. 16 - 38