MGT1FOM: Foundations of Management

LEARNING OBJECTIVES
After studying this chapter, you should be able to:
1.
define what a team is and understand the contributions that teams can make
2.
identify the various types of teams in organisations
3.
discuss the dilemma of teamwork
4.
understand the model of work team effectiveness
5.
understand how characteristics such as size, diversity and member roles influence
teams
6.
understand team processes, explain the general stages of team development and
the concepts of team cohesiveness, team norms and their relationship to team
performance
7.
understand the causes of conflict within and among teams and how to reduce
conflict, including the importance of negotiation
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WHAT IS A TEAM?
WHAT IS A TEAM?

A A teamteamis:is:
–
–A unit of two or more people who interact and A unit of two or more people who interact and coordinate their work to accomplish a specific goalcoordinate their work to accomplish a specific goal
–
–4 components4 components: :

Require two or more people Require two or more people

Regular interactionRegular interaction

Share a performance goalShare a performance goal
•
•e.g. build a new hande.g. build a new hand–held computerheld computer
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DIFFERENCES BETWEEN GROUPS AND TEAMS
DIFFERENCES BETWEEN GROUPS AND TEAMS
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THE VALUE OF TEAMS
THE VALUE OF TEAMS

Teamwork provides benefitsTeamwork provides benefits

Much work in organisations is interMuch work in organisations is inter–dependentdependent

A team can best ensure coordination, information A team can best ensure coordination, information sharing and exchange of materials for successful task sharing and exchange of materials for successful task accomplishmentaccomplishment
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CONTRIBUTIONS OF TEAMS
CONTRIBUTIONS OF TEAMS

Effective teams offer many advantagesEffective teams offer many advantages

Lead to stronger competitive advantage and higher Lead to stronger competitive advantage and higher overall organisational performance:overall organisational performance:
–
–Creativity and innovationCreativity and innovation
–
–Improved qualityImproved quality
–
–Speed of responseSpeed of response
–
–Higher productivity and lower costsHigher productivity and lower costs
–
–Enhanced motivation and satisfactionsEnhanced motivation and satisfactions
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FIVE CONTRIBUTIONS TEAMS MAKE
FIVE CONTRIBUTIONS TEAMS MAKE
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TYPES OF TEAMS
TYPES OF TEAMS

Two most common types:Two most common types:

Functional teamFunctional team
–
–A team composed of a manager and his or her subordinatesA team composed of a manager and his or her subordinates
–
–Also called a command teamAlso called a command team
–
–May include 3May include 3–4 levels of hierarchy4 levels of hierarchy

CrossCross–functional teams are composed of employees fromfunctional teams are composed of employees from
–
–About the same hierarchical levelAbout the same hierarchical level
–
–Different areas of expertiseDifferent areas of expertise
–
–Examples:Examples:

Task forceTask force

SpecialSpecial–purpose teampurpose team
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SELF
SELF–MANAGED TEAMSMANAGED TEAMS

A team that consists of A team that consists of multiskilledmultiskilledemployees employees who who rotaterotatejobs to jobs to produce an entire product or produce an entire product or serviceservice

Often led by an elected team memberOften led by an elected team member

Central idea Central idea is the team themselves, not the is the team themselves, not the managers or supervisors (contd.)managers or supervisors (contd.)
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SELF
SELF–MANAGED TEAMS CONTD.MANAGED TEAMS CONTD.

SelfSelf–managed teams are permanent teamsmanaged teams are permanent teams

Team characteristics:Team characteristics:

Team includes employees with several skills and functionsTeam includes employees with several skills and functions

The team is given access to resources such as information, The team is given access to resources such as information, equipment, machinery and supplies needed to perform the equipment, machinery and supplies needed to perform the completecompletetasktask

The team is empowered with decisionThe team is empowered with decision–making authoritymaking authority
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THE DILEMMA OF TEAMS
THE DILEMMA OF TEAMS

Teams can be perceived positively or negativelyTeams can be perceived positively or negatively

3 primary reasons presenting a dilemma for many 3 primary reasons presenting a dilemma for many people:people:
–
–Fear of giving up independenceFear of giving up independence
–
–Presence of free ridersPresence of free riders
–
–Fear of dysfunctionFear of dysfunction
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FIVE COMMON DYSFUNCTIONS IN TEAMS
FIVE COMMON DYSFUNCTIONS IN TEAMS
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MODEL OF TEAM
MODEL OF TEAM EFFECTIVENESSEFFECTIVENESS

Effective teams are Effective teams are builtbuiltby managers who take specific by managers who take specific actionsactions

Work team Work team effectiveness depend on 3 outcomes:effectiveness depend on 3 outcomes:
–
–Productive outputProductive output
–
–Personal satisfactionPersonal satisfaction
–
–Capacity to adapt and learnCapacity to adapt and learn
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WORK TEAM EFFECTIVENESS
WORK TEAM EFFECTIVENESS MODELMODEL
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VIRTUAL TEAMS
VIRTUAL TEAMS

Uses computer technology and groupware so that Uses computer technology and groupware so that geographically distant members can collaborate on projects geographically distant members can collaborate on projects and reach common goalsand reach common goals

A A primaryprimaryadvantage: can utilise most talented group of people advantage: can utilise most talented group of people in complex projectsin complex projects

Also present Also present challengeschallenges::
–
–Trust and relationships buildingTrust and relationships building
–
–Shaping cultureShaping culture
–
–Monitoring progressMonitoring progress
–
–Rewarding membersRewarding members
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WHAT EFFECTIVE VIRTUAL
WHAT EFFECTIVE VIRTUAL TEAM LEADERS DOTEAM LEADERS DO
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TEAM CHARACTERISTICS
TEAM CHARACTERISTICS

Of particular concerns:Of particular concerns:

SizeSize
–
–large enough to incorporate diverse skills neededlarge enough to incorporate diverse skills needed

DiversityDiversity
–
–Heterogeneous teams more effectiveHeterogeneous teams more effective

Member rolesMember roles
–
–Need to be structuredNeed to be structured
–
–Members fulfil different rolesMembers fulfil different roles
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STAGES OF TEAM
STAGES OF TEAM DEVELOPMENTDEVELOPMENT
After creation, a team goes through distinct stages:
After creation, a team goes through distinct stages:
–
–FormingForming

Characterised by orientation and acquaintanceCharacterised by orientation and acquaintance
–
–StormingStorming

Individual personalities and roles are develop Individual personalities and roles are develop

May result in conflictsMay result in conflicts
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STAGES OF TEAM
STAGES OF TEAM DEVELOPMENT CONT.DEVELOPMENT CONT.
After creation, a team goes through distinct stages:
After creation, a team goes through distinct stages:
–
–NormingNorming

Conflicts are resolved and team harmony and unity emergeConflicts are resolved and team harmony and unity emerge
–
–PerformingPerforming

Members focus on problem solving and accomplishing team’s assigned taskMembers focus on problem solving and accomplishing team’s assigned task
–
–AdjourningAdjourning

Members prepare for the team’s disbandmentMembers prepare for the team’s disbandment
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FIVE STAGES OF TEAM
FIVE STAGES OF TEAM DEVELOPMENTDEVELOPMENT
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TEAM COHESIVENESS
TEAM COHESIVENESS

Refers to the extent to which team members are Refers to the extent to which team members are attracted to the team and motivated to remain in itattracted to the team and motivated to remain in it

Determinants of cohesiveness:Determinants of cohesiveness:
–
–Team interactionTeam interaction
–
–Shared goalsShared goals
–
–Personal attraction to the teamPersonal attraction to the team
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TEAM NORMS
TEAM NORMS

A A standard of conduct standard of conduct that is shared by team members that is shared by team members and guides their behaviourand guides their behaviour

Four ways team norms develop:Four ways team norms develop:
1
1Critical events (in team’s history)Critical events (in team’s history)
2
2Primacy (first behaviour)Primacy (first behaviour)
3
3Carryover behaviourCarryover behaviour
4
4Explicit statementsExplicit statements
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MANAGING TEAM CONFLICT
MANAGING TEAM CONFLICT

ConflictConflict: an antagonistic interaction in which one party : an antagonistic interaction in which one party attempts to thwart the intentions or goals of anotherattempts to thwart the intentions or goals of another

Types:Types:
–
–Task conflictTask conflict
–
–Relationship conflictRelationship conflict

Causes of conflictCauses of conflict
–
–Competition over scarce resourcesCompetition over scarce resources
–
–Communication breakdownCommunication breakdown
–
–Goal differencesGoal differences
–
–Lack of trust (contd.)Lack of trust (contd.)
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MANAGING TEAM CONFLICT
MANAGING TEAM CONFLICT CONTD.CONTD.

Teams and individual have different styles for dealing with Teams and individual have different styles for dealing with conflictconflict

5 styles model:5 styles model:
1.
1.Dominating style Dominating style
2.
2.Avoiding styleAvoiding style
3.
3.Compromising styleCompromising style
4.
4.Accommodating styleAccommodating style
5.
5.Collaborating styleCollaborating style
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A MODEL OF STYLES TO
A MODEL OF STYLES TO HANDLE CONFLICTHANDLE CONFLICT
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TYPES OF NEGOTIATION
TYPES OF NEGOTIATION
Conflicting parties can approach from
Conflicting parties can approach from two different perspectives:two different perspectives:

Integrative negotiation:Integrative negotiation:
–
–A collaborative approachA collaborative approach
–
–Based on a winBased on a win–win principlewin principle

Distributive negotiationDistributive negotiation
–
–A competitive and adversarial approachA competitive and adversarial approach
–
–Each party tries to get as much as it can at the expense of the Each party tries to get as much as it can at the expense of the other partyother party
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RULES FOR REACHING A WIN
RULES FOR REACHING A WIN–WIN SOLUTIONWIN SOLUTION

4 key 4 key strategiesstrategiesfor achieving a winfor achieving a win–win solution:win solution:
1.
1.Separate the people from the problemSeparate the people from the problem
2.
2.Focus on interests, not current demandsFocus on interests, not current demands
3.
3.Listen and ask questionsListen and ask questions
4.
4.Insist that results be based on objective standardsInsist that results be based on objective standards
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IMPLEMENTING SUSTAINABLE
IMPLEMENTING SUSTAINABLE DEVELOPMENT THROUGH DEVELOPMENT THROUGH TEAMWORKTEAMWORK

A response to A response to new complexities new complexities in the environmentin the environment

Top management Top management can work together to design strategy can work together to design strategy and implement sustainable practicesand implement sustainable practices

Use an enthusiastic, expert team to be able to:Use an enthusiastic, expert team to be able to:

Create visionCreate vision

Create strategyCreate strategy

Create initiativesCreate initiatives

Organise implementationOrganise implementation