BUS 137 Chapter 12

Participatory Leadership

1. involve people 2. get input for decisions 3. develop individual performance 4. coordinate group effort 5. resolve conflict 6. implement change

Self-Managed teams report to who?

Management representative called "coach"-- "coach" is not part of the team

New Team Enivornment

1. managers and team work together 2. jobs with broad skills 3. cross training is normal 4. most information is freely shared 5. people are working together

Traditional Team Enivornment

1. managers plan work 2. jobs narrow 3. cross-training inefficient 4. most info = management property 5. people work alone

What roles should leaders perform? Superior team leaders are better at several things..

1. relating 2. scouting 3. persuading 4. empowering

High Team Autonomy

1. semiautonomous work groups 2. self-managing teams 3. self-designing teams

Low Team Autonomy

1. traditional work groups 2. quality circles 3. high performance work teams

Conflict Management Strategies: Avoidance

A reaction to conflict that involves ignoring the problem by doing nothing at all, or deemphasizing the disagreement.

Team

A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.

Conflict Management Strategies: Collaboration

A style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties' satisfaction.

Conflict Management Strategies: Accommodation

A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one's own interests.

Autonomous Work Groups

Groups that control decisions about and execution of a complete range of tasks.

Semiautonomous Work Goups

Groups that make decisions about managing and carrying out major production activities but get outside support for quality control and maintenance.

parallel teams, recommend, authority

Members of _____ often come from different units or jobs and are asked to do work that is not normally done by the standard structure. They are there to _____ solutions, do not have _____ to act.

project and development teams

often formed for new projects, team members usually must contribute expert knowledge and judgment

Parallel Teams

operate separately from regular work structure, and exist temporarily

quality circles

voluntary groups of people drawn from various production teams who make suggestions about quality (no authority)

work teams

well defined, a clear part of the formal organizational structure, and composed of a full-time, stable membership--what most people think of when they think of teams in an organization

Group Activities Shift as Group Matures...

1. groups that deteriorate move to a declining stage 2. temporary groups add adjourning or terminating stage

Team-Based Approaches can be ....

1. effective building blocks 2. increase productivity 3. improve quality 4. reduce costs 5. enhance speed 4. provide benefits for members

Team Effectiveness

1. Productive output of the team meets or exceeds standards of quantity and quality 2. Team members realize satisfaction of their personal needs 3. Team members remain committed to working together again

Managers can build cohesiveness and high-performance norms by...

1. Recruit members with similar attitudes, values, and backgrounds 2. Maintain high entrance and socialization standards 3. Keep the team small 4. Help the team succeed, and publicize its successes 5. Be a participative leader 6. Present a challenge from outside the team. 7. Tie rewards to team performance

Team Leadership

1. build trust 2. inspire teamwork 3. expand team capabilities 4. create team identity 5. foresee and influence change

Supervisory Leadership

1. direct people 2. explain decisions 3. train 4. manage one-on-one 5. contain conflict 6. react to change

virtual teams

Transnational teams tend to be _____.

identity, in touch, relationships, chance, sharing, rewarding

A virtual team encounters difficult challenges--building trust, cohesion, and team _____. Managers can overcome these challenges by ensuring that members understand how they are supposed to keep _____, setting aside times at the beginning of virtual meetings to build _____, ensuring that all participants in meetings and on message boards have a _____ to communicate, _____ meeting minutes and progress reports, and recognizing and _____ team members' contributions.

How do teams achieve the highest performance levels?

By having both difficult goals and specific incentives to attain these goals

Which of the following is true of team norms? Multiple Choice From an organization's standpoint, norms can only be positive. Cohesive groups are more effective than noncohesive groups at norm enforcement. For a cohesive group to make good decisions, it should establish a norm of groupthink. Noncohesive groups with high-performance norms are more productive than cohesive groups with the same performance norms. When a cohesive team has low-performance norms, the team's productivity is at its highest level.

Cohesive groups are more effective than noncohesive groups at norm enforcement.

What is a key element to effective teamwork?

Commitment to common purpose * This common purpose should be translated into measurable performance goals

Team Behavior Roles

Different sets of expectations for how different individuals should behave Two important sets of roles must be performed: 1. task specialist 2. team maintenance specialists

_____ typically provide the most honest, and most crucial and useful, feedback about the performance of a team. Multiple Choice External customers Team leaders Category captains Task specialists Gatekeepers

External customers

What management team is the most trending today?

Self-managed teams

Conflict Management Strategies: Compromise

Style of dealing with conflict involving moderate attention to both parties concerns

_____ refer to higher-level organizational goals taking over specific individual or group goals. Multiple Choice Operational goals Superordinate goals Tactical goals Elementary goals Functional goals

Superordinate goals

______ are people who boost morale, give support, provide humor, or soothe hurt feelings within a group. Multiple Choice Venture capitalists Category captains Solicitors Team maintenance specialists Intrapreneurs

Team maintenance specialists

Work Teams

Teams that make or do things like manufacture, assemble, sell, or provide service.

Project and Development Teams

Teams that work on long term projects but disband once the work is completed.

Self-Designing Teams

Teams with the responsibilities of autonomous work groups, but have control over hiring, firing, and deciding what tasks members perform.

Managing Teams Outward. Which strategy to use?

The balance between an internal & external strategic focus and between internal & external roles depends o how much the team needs information, support, and resources from outside. Teams with high degree of dependence on outsiders, Probing best strategy, Parading teams perform at intermediate level, Informing teams are likely to fail Teams with lower degree of dependence on outsiders, informing or parading strategies may be more effective.

self-managed

The trend today is toward what type of team?

Which of the following is true of parallel teams? Multiple Choice They operate on a permanent basis on long-term projects. They have authority to act on their decisions. Their charge is to recommend solutions to specific problems. They perform tasks that are normally done by the standard structure. Their members often come from the same units or jobs.

Their charge is to recommend solutions to specific problems.

Which of the following is true of semiautonomous work groups? Multiple Choice They have no managerial responsibilities. They are far more independent than self-designing teams. They get outside support for quality control and maintenance. They depend on first-line managers to manage and carry out major production activities. They decide themselves whom to hire, whom to fire, and what tasks the team will perform.

They get outside support for quality control and maintenance.

group

a collection of people who interact to undertake a task but do not necessarily perform as a unit or achieve significant performance improvements

team

a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable

Gatekeeper

a team member who keeps abreast of current developments and provides the team with relevant information

Which of the following is an example of a benefit for members of a team? Multiple Choice learning to work alone developing an individualistic outlook acquiring new skills engaging in groupthink learning to be independent

acquiring new skills

1. Task Specialist

an individual who has more advanced job-related skills and abilities than other group members possess. Keep the team moving forward to accomplish goal

autonomous work groups

are fully responsible for an entire product or an entire part of a production process

self-managed teams

autonomous work groups in which workers are trained to do all or most of the jobs in a unit, have no immediate supervisor, and make decisions previously made by first-line supervisors

Walter was disappointed when his team did not discuss his proposal before voting. He reacted by missing meetings but did not say anything further about the matter. This type of reaction to conflict is known as Multiple Choice compromise. avoidance. accommodation. competition. collaboration.

avoidance.

management teams

based on authority stemming from hierarchical rank and is responsible for the overall performance of the business subunit

Group

collection of people who interact to undertake a task but not necessarily to perform as a unit

Management Teams

coordinate and give direction to subunits under them and work among subunits

The role of a management team is to Multiple Choice manufacture, assemble, or sell things. coordinate and provide direction to subunits. develop new products and services. complete work not normally done by the standard structure. follow instructions provided by first-line supervisors.

coordinate and provide direction to subunits.

Advisory Relationships

created when teams with problems call on centralized sources of expert knowledge

Audit Relationships

developed when people not directly in the chain of command evaluate the methods of performances of other teams

transnational teams

differ from other work teas by often being geographically dispersed, being psychologically distance, and working on highly complex projects having considerable impact on company objectives

Work-Flow Relationships

emerge as materials are passed from one group to another

Service Relationships

exist when top management centralizes an activity to which a large number of other units must gain access

Group Process of 'Norming'

group members agree on their shared goals, and norms and closer relationships develop.

Group Process of 'Forming'

group members attempt to lay the ground rules for what types of behavior are acceptable.

autonomous work groups

groups that control decisions about and execution of a complete range of tasks

traditional work groups

groups that have no managerial responsibilities

semiautonomous work groups

groups that make decisions about managing and carrying out major production activities but get outside support for quality control and maintenance

Coach's Role to Self-Managed Teams

help team understand its role in organization and serve as a resource. Advocate for team.

Which of the following factors is present when a team gives its highest performance? Multiple Choice low entrance standards and close supervision high cohesiveness and high-performance norms low levels of trust and autocratic decision making close supervision and large size large size and high degree of groupthink

high cohesiveness and high-performance norms

Group Process of 'Storming'

hostilities and conflict arise, and people jockey for positions of power and status.

Cohesiveness

how attractive the team is to it's members how motivated members are to remain team + degree to how they influence one another Importance of Cohesiveness: 1. it contributes to member satisfaction 2. it has a major impact on performance But ultimate outcome depends on- 1. the task 2. performance norms

Autonomy

independence or freedom, as of the will or one's actions

2. Team Maintenance Specialist

individual who develops and maintains team harmony. They boost morale, give support, provide humor, soothe hurt feelings.

Stabilization Relationship

involve auditing before the fact

Liaison Relationships

involve intermediaries between teams

Team Strategy 3: Probing

involves a focus on external relations

Which of the following reasons can contribute to a team's failure? Multiple Choice use of diplomacy lack of training and support systems high levels of trust autonomy to make important decisions lack of supervisory leadership

lack of training and support systems

A(n) _____ refers to a third party who intervenes to help others manage their conflict. Multiple Choice task specialist intrapreneur gatekeeper mediator category captain

mediator

A temporary safety team, comprising of members from several departments, was formed to assess the workplace implications of a new federal regulation. This is an example of a(n) _____. Multiple Choice product team project team parallel team focus group interest group

parallel team

After the norming stage in team development, a team would most likely move on to the _____ stage. Multiple Choice performing storming probing forming warming

performing

When teams have a high degree of dependence on outsiders, _____ is the best team strategy. Multiple Choice probing informing liquidating soliciting parading

probing

The three criteria that define an effective team are Multiple Choice high diversity among members, challenging goals, and strong groupthink. low degree of empowerment, limited goals, and supervisory leadership. high diversity among members, achievable goals, and large membership. productive output, satisfaction among members, and committed members. narrow spans of control, authoritarian leadership, and low-performance norms.

productive output, satisfaction among members, and committed members.

Team Behavior Norms

shared beliefs of how people should think and behave

When individuals are more motivated to work hard when others are present, are concerned with what others think of them, and want to maintain a positive self-image, the phenomenon is known as Multiple Choice cognitive dissonance. groupthink. fundamental attribution error. glass ceiling effect. social facilitation effect.

social facilitation effect.

Conflict Management Strategies: Competing

style of dealing with conflict involving strong focus on one's own goals and little or no concern for other person's goals

Team Strategy 1: Informing

team strategy that entails making decisions with the team and then informing outsiders of its intentions

Team Strategy 2: Parading

team strategy that entails simultaneously emphasizing internal team building and achieving external vulnerability

Virtual Teams

teams that are physically dispersed and communicate electronically more than they do face-to-face

management teams

teams that coordinate and give direction to the subunits under their jurisdiction and integrate work among the subunits

work teams

teams that make or do things like manufacture, assemble, sell, or provide service

parallel teams

teams that operate separately from the regular work structure, and exist temporarily

project and development teams

teams that work on long-term projects but disband once the work is completed

self-designing teams

teams with the responsibilities of autonomous work groups, plus control over hiring, firing, and deciding what task members perform

virtual teams

teas that are physically dispersed and communicate electronically more than face-to-face

Group Process of 'Performing'

the group channels its energies into performing its tasks.

What is the key aspect to group development?

the passage of time

Which of the following is a function of a task specialist? Multiple Choice to reduce trust between team members to facilitate groupthink among team members to prevent team members from interacting with the external environment to micromanage team members to move the team toward accomplishment of objectives

to move the team toward accomplishment of objectives

Which of the following relationships emerges as a group receives tasks from one unit, processes it, and sends it to the next unit in the process? Multiple Choice service relationship work flow relationship advisory relationship stabilization relationship audit relationship

work flow relationship

Transnational Teams

work groups composed of multinational members whose activities span countries.

transnational teams

work groups composed of multinational members whose activities span multiple countries

Social Facilitation Effect

working harder when in a group than when working alone The social facilitation effect is maintained, and a social loafing effect can be avoided-- under conditions: -group members know each other -they can observe and communicate with one another -clear performance goals exist -the task is meaningful to the people working on it -group members believe that their efforts matter and that others will not take advantage of them -the culture supports the team

Social Loafing

working less hard and being less productive when in a group