TOPIC 10

TEAM MANAGEMENT

Learning Objectives

Identify & explain stages of team development Identify & explain Characteristics of high performance work teams

Identify The role of team members Explain methods in shaping team behavior Define Conflict Identify Sources of conflict Conflict handling styles

Learning Outcomes

Define Team, & the benefits/reason for popularity Identify & explain each stages of team development aided with diagram norming, forming, performing, storming

Understand & explain types of characteristics of high performance work teams

Identify The role of team members social & task

Learning Outcomes

Explain methods managers use in shaping team behavior Explain what is conflict Identify & explain sources of conflict Identify & explain conflict handling styles

Chapter Outline
1.1 Definition of Team 1.2 Stages of Team Development 1.3 Characteristics of high performance work teams 1.4 The role of Team Members 1.5 Shaping Team Behavior 1.6 Conflict & Sources of Conflict 1.7 Conflict handling Styles

Ask yourself
Are

you a good team player??

1.1 Definition of Team

Group
A

group can be defined as a small group

of people with complementary skills and abilities who are committed to a leader's goal and approach and are willing to be held accountable by the leader

A team is a small group of people with complementary skills and abilities who are committed to a common goal and approach for which they hold each other accountable ."
Decisions in a group are made by voting or implied agreement; decisions on a team are typically made by consensus

All teams are groups but not all groups are teams.

It takes time for members to learn how to work

Work Groups And Work Teams

Work
A

Group

group that interacts primarily to share information and to make decisions that will help each member perform within his or her area of responsibility. Strong Individual focus

Work
A

Team

group that engages in collective work that requires joint effort and generates a positive synergy. Strong collective focus

Work groups Individual accountability

Work teams

Individual and mutual accountability Come together to share Frequently come together for information and perspectives discussion, decision making, problem solving, and planning Focus on individual goals Define individual roles, responsibilities, and tasks Focus on team goals Define individual roles, responsibilities, and tasks to help team do its work; often share and rotate them

Work groups

Work teams

Concern with one's own Concern with outcomes outcome and challenges of everyone and challenges the team faces Purpose, goals, approach Purpose, goals, approach to work shaped by to work shaped by team manager leader with team members

Example of teams in an organization

What other types of team uses can you think of?? What are the factors you need to consider when building a team?

Why Teams Are Popular

They

typically outperform individuals when tasks require multiple skills, judgment, and experience. They are a better way to utilize individual employee talents. Useful when organizations restructure themselves to compete more effectively and efficiently. Their flexibility and responsiveness is essential in a changing environment. They can be quickly assembled, deployed, refocused, and disbanded Empowering teams increases job satisfaction and morale, enhances employee involvement, and promotes workforce diversity.

Groups and Teams Contributions to Organizational Effectiveness

Figure 14.1

The Types of Groups and Teams

Formal
A

Group

group that managers establish to achieve organization goals.

Informal
A

Group

group that managers or nonmanagerial employees form to help achieve their own goals or to meet their own needs.

1.2 The Stages Of Team Development temporary teams

1.2 Stages of Team Development permanent teams

Forming

Storming

Norming

Performing

1.2 Stages of Team Development

Members become familiar / acquainted Members test behaviors which are
acceptable/unacceptable by the members

Individuals accept the power and

authority of formal / informal leaders
due to high level of uncertainty on purpose, structure

Forming

& leadership

Leader needs to provides time &

atmosphere for members to know each other

1.2 Stages of Team Development

Disagreement and conflict occur
on priorities, goals, work methods, roles

Personalities emerge Members assert their opinions Subgroups may emerge

Storming

The team is not yet unified Leader needs to encourage

interaction

 Storming

is probably the most difficult stage for the group. Members often become impatient about the lack of progress, but are still inexperienced with working as a team. Members may argue about the actions they should take because they faced with ideas that are unfamiliar to them and put them outside their comfort zones. Much of their energy is focused on each other instead of achieving the goal.

1.2 Stages of Team Development

Team comes together Team achieves unity, agreement
about who holds power (structure)

Team understands member roles Team has oneness & focused

Norming

Leader clarifies teams values

Norming-

during this stage team members accept the team and begin to reconcile differences. Emotional conflict is reduced as relationships become more cooperative. The team is able to concentrate more on their work and start to make significant progress.

1.2 Stages of Team Development

Team begins to function and moves
toward accomplishing its goals

Team members interact well & deals

with problems and coordinates work

Team confront each other if necessary

to deal with problems
Performing

Leader needs to maintain balance

between various members requirement

Performing- by this stage the team members have discovered and accept each others strengths and weaknesses, and learned what their roles are. Members are open and trusting and any good ideas are produced because they are not afraid to offer ideas and suggestions. They are comfortable using decision making tools to evaluate the ideas, prioritize tasks and solve problems. Much is accomplished and team satisfaction and loyalty is high.

Temporary teams
Adjourning

team wraps up its activities and prepares for disbandment

1.3 Characteristics of high performance work teams

1.4 The Role Of Team Members

Social Specialists Social Specialists Task Specialists Task Specialists Contributor Contributor Challenger Challenger Initiator Initiator Collaborator Collaborator Communicator Communicator Cheerleader Cheerleader Compromiser Compromiser

1.4 The Role Of Team Members Task Specialists

Contributor

data driven, supplies information to increase teams performance. Challenger constantly questions goals, methods, behavior of team members Initiator person who volunteers and proposes new solutions, suggests methods to solve problems

1.4 The Role Of Team MembersSocial Specialists

Collaborator

the person who sees the big picture, visualize the vision & drive the team to achieve it together Communicator person who listens actively, a facilitator to ensure smooth communication among members Cheerleader member who is positiveminded, encourages & motivates others Compromiser member who changes own opinion to maintain team harmony

1.5 Shaping Team Behavior

Proper selection
Hire

employees who have both the technical skills and

the interpersonal skills required to fulfill team roles.

Employee training
Provide

training that involves employees in learning

the behaviors required to become team players.

Rewarding the appropriate team behaviors

Create

a reward system that encourages cooperative

efforts rather than competitive ones.

1.6 Conflict & Sources of Conflict

a) What is Conflict? -Disagreement between two or more organizational members or teams on goals, issues, perceptions

Different views about conflict

Traditional View of Conflict Behavioral View of Conflict Interactionist View of Conflict

Conflict is unnecessary and harmful to an organization and all evidence of it should be eliminated.

Conflict frequently occurs because of human nature, the need to allocate resources, and organizational life.

Attempting to harness conflict to maximize its positive potential for growth and to minimize its negative effects

BELIEFS Conflict is unnecessary. Conflict is to be feared. Conflict is harmful. Conflict is a personal failure.

REACTIONS TRADITIONAL VIEW Immediately stop conflict. Remove all evidence of conflict including people. BEHAVIORAL VIEW

Conflict occurs frequently in organizations. Conflict is to be expected. Conflict can be positive but more likely is harmful. Conflict is inevitable in organizations. Conflict is necessary for organizational health. Conflict is neither inherently good nor bad.

Immediately move to resolve or eliminate conflict.

INTERACTIONIST VIEW Manage conflict to maximize the positive. Manage conflict to minimize the negative.

1.6 Conflict & Sources of b) Sources of Conflict Conflict

Competition Competition
Individuals (trying to outperform each other) Individuals (trying to outperform each other) Limited resources (compete for budget Limited resources (compete for budget allocation) allocation) Objectives -production dept v sales dept Objectives -production dept v sales dept Attitudes -2 individuals on work methods Attitudes -2 individuals on work methods Values employee wants family time, manager Values employee wants family time, manager work focused work focused Perceptions Staff see reports wasting time, Perceptions Staff see reports wasting time, manager see it as valuable manager see it as valuable Role requirements Individual v Team Role requirements Individual v Team Work activities Unequal workload Work activities Unequal workload Individual approaches Diverse style to handle Individual approaches Diverse style to handle problem (keep quiet v argue) problem (keep quiet v argue) Communication Due to receiver not listening Communication Due to receiver not listening actively, sender withhold info which causes actively, sender withhold info which causes misunderstanding misunderstanding

Differences Differences

Disagreements Disagreements

Breakdowns Breakdowns

1.7 Conflict Handling Styles

Avoidance Avoidance Smoothing Smoothing Compromise Compromise Collaboration Collaboration Confrontation Confrontation

(i) Avoidance
Conflict

strategy in which manager ignores

conflict situation
Letting Best

participants resolve themselves

when conflict trivial / not serious

(ii) Smoothing
Manager

diplomatically acknowledges that

conflict exist but downplays its importance

Best

used in calming parties when no real

issues to resolve

(iii) Compromise

Each party gives up something to get something when:

Effective -

parties have equal power temporary solution is desirable by parties time constraint for quick resolution

(iv) Collaboration
Manager

focus on mutual problem solving by

both parties
Mutual

agreement each party satisfy their

interest by open discussion, understand differences, develop few alternatives to solve problem.

(v) Confrontation

Forces parties to verbalize their positions and area of disagreement

To find reason to favor solution May give stress & hurt feelings with no resolution

Competing Winning is the only thing Very competitive- Low Tolerance for Alternative Views Results oriented - Drives People to Excel Compromising Any Forward Progress Achieves Success Optimistic - Believes Process is Important - Group Con census Achieves Most Lasting Results Democratic Collaboration Team Oriented Ambitious - Respectful of Others Views - The Best People Achieve the Best Results- Enjoys Debate Avoiding Peaceful Coexistence Respects Diversity - Quality of Life Given High Premium Raises Esteem in Others - Peace Keepers Accommodating Group Results More Important Than Personal Accomplishments Nurturing - Highly Perceptive - Creates Atmosphere of Trust and Collaboration- Motivational