AEM1200_0915ToPost - AEM1200 Introduction to Business...

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Unformatted text preview: AEM1200, Introduction to Business Management. AEM1200, Monday 9/15 Teams and Team Management Work teams: Why? Types of work teams Dynamics of work teams and managing work teams A small number of people with complementary skills who hold themselves mutually accountable for pursuing a common purpose, achieving performance goals, and improving interdependent work processes. improving Work team The Advantages of Teams The Teams improve customer satisfaction Teams customer Customer centered teams Process-centered teams Cross-training Empowerment Diversity of viewpoints Creativity Commitment Teams improve product and service quality Teams product Teams improve job satisfaction Teams job Teams can improve decision making Teams decision The Disadvantages of Teams The Initially high turnover Social loafing Group decision making pitfalls Groupthink Minority domination When to use teams When There is a clear, engaging reason or purpose; The job can’t be done unless people work together; Rewards can be provided for teamwork and team Rewards performance; performance; Ample resources are available. Empowering Employees Empowering • Empowerment • Giving employees the authority and Giving responsibility to make decisions. responsibility • Enabling • Giving workers the education tools Giving needed to make decisions. needed The fundamental dimension of groups is autonomy The Traditional work groups work together to achieve a shared goal; provide advice or make suggestions to management provide concerning specific issues; concerning make decisions and solve problems in their work make environment; environment; manage and control all the major tasks of producing a manage product/service; product/service; are self-managing teams who also control team design, are work tasks, and team membership. work Employee involvement teams Semi-autonomous work groups Self-managing teams Self-designing teams Special teams Special Cross-functional teams Breaking the barriers of departmentalization; Breaking the barrier of distance; Breaking the barrier of specialization. Virtual teams Project teams Work team variables Work Dependent variables Norms Informally agreed-upon standards that regulate team Informally behavior; behavior; Cohesiveness Extent to which team members are attracted to a team and Extent motivated to remain in it. motivated Independent variables Size Conflict Managing Conflict Managing Cognitive conflict Managing conflict Conflict that results from Conflict problem-related difference of opinion; opinion; Positive conflict Associated with improvements in Associated team performance and harmony. team Conflict that results from personal Conflict rather than professional disagreements; disagreements; Negative conflicts Associated with reductions in Associated team performance. team Affective conflict Make available as much Make information as possible information Develop multiple Develop alternative solutions alternative Establish common Establish goals goals Use humor Try to involve Try everybody everybody Do not force consensus Stages of team development Stages Forming Norming First meeting Initial impressions Establishment of initial team Establishment norms norms Roles Cohesion “Final” norms evolve Storming Performing Who should do what? How should it be done? Situational Leadership Situational Directing Leaders define the roles and tasks of the Leaders 'follower', and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way. Leaders still define roles and tasks, but Leaders seeks ideas and suggestions from the follower. Decisions remain the leader's prerogative, but communication is much more two-way. Leaders pass day-to-day decisions, such Leaders as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower. Leaders are still involved in decisions and Leaders problem-solving, but control is with the follower. The follower decides when and how the leader will be involved. Coaching Coaching Supporting Supporting Delegating Delegating Enhancing work team effectiveness (I) Enhancing Specific, challenging team goals Stretch goals Autonomy Empowerment Structural accommodation Bureaucratic immunity Collectivism rather than individualism Diversity Team level Team continuity Selecting people for teamwork Enhancing work team effectiveness (II) Enhancing Team training Organizations that create work teams often Organizations underestimate the amount of training required to make teams successful; make Interpersonal skills Decision making and problem solving skills Technical training Training for team leaders Financial rewards (skills-based pay, gainsharing) Non-financial rewards (based on team identity) Team compensation and recognition TakeAways TakeAways Organization in work teams is a way to deal with Organization complex, interdependent, and dynamic workplaces and conditions; workplaces Teams can overcome barriers of Teams departmentalization (cross-functional teams); distance (virtual teams) and specialization (project teams); (project Successful teams develop appropriate norms Successful and cohesion, are not too large, rely on cognitive conflict, and enjoy specialized goals, training, and rewards. and ...
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This note was uploaded on 11/12/2009 for the course AEM 1200 at Cornell.

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