McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 14 Chapter Managing Teams Managing Teams McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives After reading this chapter, you should be able to: z Translate the benefits teams provide into competitive advantages in the market. z Manage the different types of teams – self-managed, parallel, project, and virtual. z Track the stages of team development that occur over the life of a project and help the team perform effectively. z Recognize the key roles that team members must play to ensure high performance. z Develop skills to detect and control team performance problems. z Manage team conflict through negotiation. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. As U.S. companies employ more knowledge workers, they are increasingly using teams to fully engage and empower workers to utilize their knowledge for the company’s advantage. More work is being performed in teams. The ability to manage teams has become an important skill for managers and employees. © 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill Team z A team is a small number of people with complementary skills who are committed to: ¾ a common purpose, ¾ a set of performance goals, ¾ an approach for which they hold themselves mutually accountable. z Team members interact with each other on a regular basis. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Team (continued) z Teams share performance goals. z Individuals on a team are mutually responsible for end results. z The team environment produces synergy. z This allows individuals to blend complementary skills and talents to produce a product that is more valuable than the sum of the individual contributions. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Work Group z Members of a work group are held accountable for their individual work. z They are not responsible for the output of the entire group. z A work group is more likely to have a strong, directive leader who seeks input from group members and then delegates work to various individuals to complete. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Not All Groups Are Teams (1 of 2) CollectiveIndividualWork Products Team purpose that the team itself delivers Same as the broader organization mission Purpose Individual and mutualIndividualAccountability Shared leadership rolesStrong, clearly focused leaderLeadership TeamWorking GroupCharacteristic McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Not All Groups Are Teams (2 of 2) Discusses, decides, and does real work together Discusses, decides, and delegates Decision-making Process Directly, by collective work products Indirectly, by its influence on others Performance Measurement Open-ended discussion, active problem-solving EfficientMeeting Style TeamWorking GroupCharacteristic McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Skills for Managing Teams Conflict Management Skills Negotiation Skills Skills for Handling Difficult Team Members McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. [...]... ost and s Productviy i t Speed McGraw-Hill Q ualt iy I provem ent m s I nnovaton i © 2004 The McGraw-Hill Companies, Inc All rights reserved Types of Teams Sel- anaged fM Team s Proj Team s ect ParalelTeam s l Vi ualTeam s rt McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Team Member Time Commitment Team Characteristics High Proj Team ect Sel- anaged fm Team Proj Team ect Low... McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Self-Managed Teams (SMT) Responsible for producing an entire product, component, or service Formalized as part of the organization structure Employees are assigned to it on a full-time basis, and its duration is long Utilize employees whose jobs are similar but who may have different levels of skill McGraw-Hill © 2004 The McGraw-Hill... of team members and leaders Team member behaviors McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Stages of Team Development 1.Form i ng 2.St orm i ng 4.Perf orm i ng McGraw-Hill 3.N orm i ng 5.A dj ourni ng © 2004 The McGraw-Hill Companies, Inc All rights reserved Roles of Team Members Task-Facilitating Role Relationship-Building Role Direction giving Supporting Information... ohesi veness Trust McGraw-Hill Team N orm s C ooperatve i B ehavi or © 2004 The McGraw-Hill Companies, Inc All rights reserved Team Performance Problems Free R i ders N onconf orm i H i ng gh Perf orm ers Lack ofTeam w ork R ew ards McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Team Management Skills Conflict Management Skills Functional conflict - conflict that stimulates... - conflict that has a negative effect on team and organizational performance McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Applying the Problem-Solving Style of Conflict Management The willingness of both parties is necessary Convene meetings at the right time and place Give both parties ample time to cool down Resume discussion until a workable solution is achieved McGraw-Hill... McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Negotiation Skills Win-win Style, or integrative bargaining determine a personal bottom line understand the other party's real needs and objectives emphasize common ground, de-emphasize differences search for mutually agreeable solutions focus on building a relationship rather than a one-time deal Win-lose Style, or distributive... beginning and an end Team members work full-time until the project is completed Composed of members from different functions or different technical disciplines Key criterion for judging team performance is meeting or exceeding milestone deadlines McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Parallel Teams Sometimes called problem-solving teams or specialpurpose teams Focus... Companies, Inc All rights reserved Self-Managed Teams (continued) Team members combine their skills to produce an important organizational outcome Have authority to make many decisions that traditionally have been made by supervisors or managers Members need a variety of skills: Technical skills Management skills Interpersonal Skills McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved... Energizing Summarizing Facilitating McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Effective Ways to Enact the Role of Team Leader How can a team leader positively influence team processes and outcomes? Take care of team members Communicate with team members Share power with the team Learn to relax and admit your ignorance McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved... goods McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Negotiation Skills (continued) Three Common Mistakes of Negotiation Do not assume that a negotiation must always result in a settlement Avoid becoming fixated on one particular issue in the negotiation Do not assume that the other party has all the power due to greater levels of experience McGraw-Hill © 2004 The McGraw-Hill Companies, . McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 14 Chapter Managing Teams Managing Teams McGraw-Hill © 2004 The McGraw-Hill Companies,. deadlines. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Parallel Teams z Sometimes called problem-solving teams or special- purpose