Bài giảng Principles of Management - Chapter 11 Developing High Performance Teams

Chapter 11Developing High Performance TeamsMcGraw-Hill/IrwinPrinciples of Management © 2008 The McGraw-Hill Companies, Inc., All Rights Reserved.Learning ObjectivesDefine teams and discuss their benefits and limitations.Discuss the success factors for self-directed teams.Outline the model of team effectiveness.Explain the influence on team effectiveness of a team’s task, composition, and size.Describe the five stages of team development. Identify three factors that shape team normsList six factors that influence team cohesiveness.Summarize the three levels of trust in teams.Analyze the causes of and structural solutions to conflict in teams.TeamsAll teams exist to fill some purposeTeam members are held together by their interdependence and need for collaboration to achieve common goalsTeam members influence each other, although some members are more influential than others regarding the team’s goals and activities Why Rely on Teams?Teams are generally more successful than individuals working alone at identifying problems, developing alternatives, and choosing from those alternatives.Team members can quickly share information and coordinate tasks.Teams typically provide superior customer service.Encouraging TeamworkSource: Business Week, August 14, 2006Why Belong to Informal GroupsThey fulfill the innate drive to bondWe define ourselves by our group affiliationWe are motivated to become members of groups that are similar to ourselvesThey accomplish personal goals that cannot be achieved working aloneIn stressful situations we are comforted by the mere presence of other people and are therefore motivated to be near themWhy Join A Fraternity?NetworkingProfessional connectionSocial connectionAdvice and mentoringHaving funParties and FormalsOther reasonsSource: Adapted from Business Week Online, May 24, 2006Trouble With TeamsProcess losses – resources expended toward team development and maintenance rather than tasksSocial loafing - occurs when people exert less effort when working in groups then when working alone.Likely to occur in large groups where individual output is difficult to identifySocial loafing is less likely to occur when:Make member’s contributions more noticeableMake the task more interestingMembers value group membership and believe in working toward group objectivesTypes of TeamsDepartmental teamsProduction/ service/ leadership teamsSelf-directed teamsAdvisory teamsTask force (project) teamsSkunkworksVirtual teamsSelf-directed Teams The difference between self-directed teams and traditional production/service teams are that self-directed teams:Complete an entire piece of work, whether it’s a product or service, or part of a larger product or serviceAssign tasks that individual team members perform Control most work inputs, flow, and outputsAre responsible for correcting workflow problems as they occurReceive team level feedback and rewardsVirtual Teams Difference between traditional & virtual teams:They are not usually colocated (they do not work in the same physical area)Due to their lack of colocation, members of virtual teams depend primarily on information technologies rather than face-to-face interactionTeam Effectiveness in U.S. Manufacturing FirmsTeam Effectiveness ModelTeam designTeam processesTask characteristics Team size Team composition Team rolesTask development Team norms Team cohesiveness Team trust Team conflictOrganizational and team environmentTeam effectivenessTeam Design Features & Team ProcessesTask characteristicsTeam sizeTeam compositionTeam rolesTeam processesTeam normsTeam cohesivenessTeam trustTeam design featuresPerforming *Task oriented, committed. *Efficient coordination. *High cooperation and trust. *Conflicts resolved quickly.Norming *Roles established. *Team objectives agreed. *Common mental models formed. *Cohesion developed.Stages of Team DevelopmentStorming *Conflict with proactive behavior. *Compete for team roles. *Influence goals and means. *Establish norms and standards.Forming *Roles established. *Team objectives agreed. *Common mental models formed. *Cohesion developed.AdjourningQuestion Think of a team that you have been part of for a class project. Identify the five steps of its development and explore whether the team was effective. Why or why not? Team Norms Three factors that influence the norm formation:Subtle events during team’s formation can initiate normsNorms form as team members discover behaviors that help them function more effectivelyPast experiences and values that members bring with themTeam CohesivenessMember SimilarityTeam SizeMember InteractionSomewhat Difficult Entry Team SuccessExternal Competition and ChallengesConsequences of Team CohesivenessDo You Need Corporate Retreat for Building Cohesiveness?Get clear on what you want to accomplishTackle the tough stuffInvite a crowdGet outside helpSource: Business Week Online, January 18, 2006Question Highly cohesive teams are always effective, productive, and good for the organization. Do you agree? Why or why not? Three Foundations of Trust in TeamsType of TrustDescriptionHighIdentification-based trust*Based on common mental models and values. *Increases with person’s social identity with team.Potential level of trustKnowledge-based trust*Based on predictability and competence. *Fairly robust.LowCalculus- based trust *Based on deterrence. *Fragile and limited potential because dependent on punishment.Managing Team ConflictConflict – a process in which one party perceives that its interests are being opposed or negatively affected by another partySince conflict is a perception, which means that it begins long before observable disagreementsManagers need to look for subtle signs of conflict perceptions to prevent dysfunctional behaviors that may followEmployees’ New Year’s Resolution for Their ManagersDeal with workplace conflict faster – 18%Be less of a micromanager – 14% Recognize work well done – 12%Source: Business Week, January 8, 2007Task vs. Relationship ConflictTask-related conflict – (aka Constructive conflict) occurs when team members perceive that the conflict is in the task or problem rather than in each otherRelationship conflict – occurs when team members view differences as personal attacks that threatens their self-esteem and resourcesMinimizing Relationship ConflictEmotional intelligence – conflict is less likely to occur when this is highCohesive team – conflict is suppressed when the team is highly cohesiveSupportive team norms – this can hold relationship conflict at bay during constructive debatesProblem-solving conflict management style – team members that take this approach are less likely to trigger strong emotionsInterpersonal Conflict Management StylesHighForcingProblem solvingAssertiveness (motivation to satisfy one’s own interests)CompromisingLowAvoidingYieldingLowCooperativeness (motivation to satisfy other party’s interests)HighInterpersonal Conflict Management Styles (cont)Problem solving – tries to find a mutually beneficial solution for both partiesAvoiding – Tries to smooth over or avoid conflict situations altogether Forcing – tries to win the conflict situation altogetherYielding – involves giving in completely to the other side’s wishes, or at least cooperating with little or no attention to your own interestsCompromising – involves actively searching for a middle ground between the interests of the two partiesConflict at SiemensKlaus Kleinfeld brought American-style management to Germany’s Siemens: Sold money losing mobile phone unit to Taiwan’s BenQ for $1.4 billion [Public pressure required Siemens to pay $46 million to retrain workers after BenQ closed the business]Put troubled communications-equipment unit into joint venture with Finland’s Nokia [Workers felt betrayed and now the transaction is on hold due to a scandal]Invited workers to comment on his blog to get closer to employees [Received dozens of scathing posts accusing him of destroying the company’s culture]Source: Business Week, January 29, 2007Question Which interpersonal conflict management style is preferred because it minimizes the risk of relationship conflict?Problem solvingYieldingCompromisingAvoiding Structural Solutions to Team ConflictEmphasize Superordinate goals – common objectives held by conflicting parties that are more important than the departmental or individual goals on which the conflict is basedFind ways for employees to understand each other’s differencesLook into ways to reduce the intensity of interdependence