Management-11

most common chores of self-managed teams are

work scheduling and customer interaction, and the least common are hiring and firing -most teams are found at the shop floor level in factor settings

4. action teams

work to accomplish tasks that require people with 1) specialized training and 2) high degree of coordination ex. hospital surgery teams, SWAT team, labor contract negotiating teams

3. project teams

work to do creative problem solving, often by applying the specialized knowledge of members of a cross-functional team (task forces, research groups, planning teams, development teams)

self managed team

workers are trained to do all or most of the jobs in a work unit, have no direct supervisor, and do their own day to day supervision

continuous improvement teams

(quality circles) which consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace and quality related problems -self-managed teams come from these

3. norming

-can we agree on roles and work as a team -conflicts are resolved, close relationships develop, and unity and harmony emerge -group may evolve into a team -teams set guidelines related to what members will do together and how they will do it -what do others expect me to do and can we agree on roles and work as a team -leaders should emphasize unity and help identify team goals and values

4. performing

-can we do the job properly? members concentrate on solving problems and completing the assigned task -how can i best perform my role

5. adjourning

-can we help members transition out? -members prepare for disbandment -what's next -leader can celebrate the end and new beginnings, award ceremonies, emphasize valuable lessons learned in group dynamics

1. personality conflicts

-clashes bc of personal dislikes or disagreements -defined as interpersonal opposition based on personal dislike -often begin with instances of workplace incivility, or employees' lack of regard for each other, which if not curtailed can diminish job satisfaction and organizational loyalty

3. multicultural conflicts

-clashes btw cultures -cross border mergers, joint ventures, international alliances -different assumptions about how to think and act

2. intergroup conflicts

-clashes btw work groups, teams, and departments translate into we versus them

informal groups

-created for friendship -is a group formed by people whose overriding purpose is getting together for friendship or a common interest -informal groups can advance or undercut the plans of formal groups but can also be highly productive

formal groups

-created to accomplish specific goals -is a group assigned by organizations or its managers to accomplish specific goals -may be division, department, work group or a committee -may be permanent or temporary -assigned to them according to their skills and organization's requirements

6. size

-determined by team purpose -in flat organizations groups consist of 30 or more,teams from 2-16 -5-12 are most workable and 5-6 optimal -avg size 10, 8 being most common size

task role

-getting the work done -task oriented role -consists of behavior that concentrates on getting the team's tasks done -keep team on track and get work done -ex. coordinators, orienters, initiators, energizers

maintenance roles

-keeping the team together -relationship oriented role -consists of behavior that fosters constructive relationships among team members -focus on keeping team members -ex. enouragers, standard setters, harmonizers, compromisers

4. performance goals and feedback

-purpose needs to be defined in terms of specific, measurable performance goals with continual feedback to tell team members how well they are oding

devil's advocacy

-role playing criticism to test whether a proposal is workable -the process of assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing -great training for developing analytical and communicative skills, however it is a good idea to rotate the job so no one person develops neg repuation

dialectic method

-role playing two sides of a proposal to test whether it is workable -process of having two ppl or groups play opposing roles in a debate in order to better understand a proposal -more training than devil's advocacy

3. cohesiveness

-togetherness is vital -the tendency of a group or team to stick together -stimulate it by encouraging ppl to have face to face exchanges

2. trust

-we need to have reciprocal faith in each other -defined as reciprocal faith in others' intentions and behaviors -give and take aspect- reciprocal -based on credibility-how believable you are based on your past acts of integrity and follow-through on your promises, increase credibility by showing professionalism, technical ability, and good business sense

1. cooperation

-we need to systematically integrate our efforts -cooperate when their effects are systematically integrated to achieve a collective objective -cooperation is superior to competition and individualistic efforts in promoting achievement and productivity

9. awareness of group think

-when peer pressure discourages thinking outside the box -Irvin Janis -a cohesive group's blind unwillingness to consider alternatives -group/team members are friendly and tight-knit but they are unable to think outside the box -strivings for unanimity overrride their motivation to realistically appraise alternative courses of action -group opinion is not always risky, groups can sometimes be smarter than the smartest people in them

2. storming

-why are we fighting over who's in charge and who does what? -is characterized by the emergence of individual personalities and roles and conflicts within the group -depends on goal clarity and the commitment and maturity of the members -time of testing, individuals test the lender's policies and assumptions as they try to determine power structure, subgroups take shape and subtle forms of rebellion and power politics -what's my role here -leader should encourage members to suggest ideas, voice disagreements, and work through their conflicts about tasks and goals

1. forming

-why are we here? -is the process of getting oriented and getting acquainted -high degree of uncertainty-figure out who is in charge and goals -how do i fit in -mutual trust is low, good deal of holding back, conflict may be beneficial, leading to increased creativity -leaders should allow time for ppl to become acquainted and to socialize

4 types of work teams

1. advice teams 2. production teams 3. project teams 4. action teams

preventing groupthink

1. allow criticism (voice objections and doubts, debate ideas, rethink for flaws) 2. allow other perspectives (outside experts

teams with 9 or fewer members have 2 advantages

1. better interaction (share info, ask ?, coordinate, 5 or fewer offer more opportunity for personal discussion and participation) 2. better morale (better able to see the worth of their individual contributions, more highly committed and satisfied, less apt to feel inhibited in participating, team leaders subject to fewer demand, informal)

sources of conflict-conflict triggers

1. between personalities 2. between groups 3. between cultures

build trust by

1. communicate truthfully 2. offer support by being available 3. show respect by delegating and listening 4. show fairness by giving credit and being impartial 5. show predictability by keeping promises

the most essential considerations in building a group into an effective team are

1. cooperation 2. trust 3. cohesiveness 4. performance goals and feedback 5. motivation through mutual accountability 6. size 7. roles 8. norms 9. awareness of group think

small team disadvantages

1. fewer resources (less knowledge, skills) 2. possibly less innovation (less creativity bc of peer pressure) 3. unfair work distribution

5 states of team development

1. forming 2. storming 3. norming 4. performing 5. adjourning

some ways in which intergroup conflicts are expressed are as follows:

1. inconsistent goals or reward systems-when ppl pursue different objectives 2. ambiguous jurisdictions--when boundaries are unclear 3. status differences--when there are inconsistencies in power and influence (ppl lower in pwr have disproportionate pwr over those above them)

why teamwork is important

1. increased productivity 2. increased speed 3. reduced costs 4. improved quality 5. reduced destructive internal competition 6. improved workplace cohesiveness

symptoms of groupthink

1. invulnerability, inherent morality, and stereotyping of opposition (illusion nothing can go wrong, breeding optimism and risk taking, underestimate opponents) 2. rationalization (protects assumptions underlying decisions from critical questions) and self censorship (stifles critical debate) 3. illusion of unanimity (silence by a member is interpreted to mean consent), peer pressure, and mindguards (self appointed protectors against adverse info) 4. groupthink versus "the wisdom of crowds" (characterized by pressure to conform that leads members with different ideas to censor themselves--opposite of collective wisdom)

cohesiveness is achieved by following

1. keep the team small 2. encourage members interaction and cooperation 3. emphasize members common characteristics 4. strive for favorable public image to enhance the team's prestige 5. give each member a stake in the team's success-piece of the action 6. point out threats from competitors to enhance team togetherness 7. ensure performance standards are clear and update members on goals 8. frequently remind members they need each other 9.direct member's special talents toward the common goals 10. recognize member contributions

bigness disadvantages

1. less interaction/coordination (leaders may be more formal and autocratic, formation of cliques) 2. lower morale (less able to see worth of indivi contributions, show less commitment and satisfaction and more turnover, more disagreements and turf struggles) 3. social loafing-tendency of ppl to exert less effort when working in groups than when working alone--sliders (high achievers who have checked out)

ways to empower self-managed teams

1. managers should make team members accountable for their work, allow them to set their own team goals, let them solve their own work related problems 2. team should work with a whole product or service, assign jobs and tasks to its members, develop their own quality standards and measurement techniques, and handle their own problems with internal and external customers 3. team members are cross trained on jobs with their teams, do their own hiring, training, and firing, do their own evals of each other, and are paid (or in part) as a team 4. team has access to important info and resources in and out the organization, is allowed to communicate and draw support from other teams and sets its own rules and policies

teams with 10-16 members have advantages over small teams

1. more resources (give them more leverage to realize goals) 2. division of labor-in which the work is divided into particular tasks that are assigned to particular workers

5 basic behaviors that enable you to work on disagreements and keep them from flaring into out of control personality conflicts

1. openness 2. equality (treat other's ideas/status as equal) 3. empathy (try to experience the person's feelings and pt of view) 4. supportiveness (solution will benefit both) 5. positiveness (willingness to work toward resolution that will be feasible for everyone)

kinds of personality conflicts

1. personality clashes-when individual differences can't be resolved (values, attitudes, experience so different that only way is to separate two ppl) 2. competition for scarce resources-when 2 parties need the same things (funds, space, equipment, employees,) 3. time pressure-when ppl believe there aren't enough hours to do the work (deadline can lead to rage and conflict if they think it is unrealistic) 4. communication failures-when people misperceive and misunderstand

among the decision making defects that can arise from groupthink are

1. reduction in alternative ideas (no reexamination) 2. limiting of other information (other's opinions even experts are rejected, new info is biased toward ideas that fit the group's preconceptions)

four devices used to stimulate constructive conflict

1. spur competition among employees 2. change the organization's culture and procedures (reward original thinking and unorthodox ideas, announcement of raises, promotions) 3. bring in outsiders for new perspectives ("new blood" new hires from competing companies, different backgrounds) 4. use programmed conflict: devil's advocacy and the dialectic method

norms tend to be enforced for four reasons

1. to help the group survive "don't do anything that will hurt us" 2. to clarify role expectations "you have to go along to get along" 3. to help individuals avoid embarrassing situations "don't call attention to yourself" enforced to help group or team members avoid embarrassing themselves 4. to emphasize the group's important values and identity "we're known for being special" enforced to emphasize the group, team, or organization's central values or to enhance its unique identity

group cohesiveness

a "we feeling" binding group members together -principal by product of stage 3

7. roles

are socially determined expectation of how individuals should behave in a specific position -role is to play a part in helping team reach goals -develop roles based on expectations of the team, organization, and of themselves

dysfunctional conflict

bad for organizations -conflict that hinders the organization's performance or threatens its interests negative conflict

groups with moderate amount of cohesiveness tend to produce

better decisions than groups with low or high cohesiveness members of highly cohesive groups victimized by groupthink make the poorest decisions even though they show they express great confidence in those decisions

constructive conflict

can be productive under a number of circumstances: when group seems afflicted with inertia and apathy, lack of new ideas, resistance to change, lot of yes-men and yes-women (groupthink), high employee turnover, managers seem unduly concerned with peace, cooperation, compromise, consensus, and own popularity rather than achieving objectives

1. advice teams

created to broaden the information base for managerial decisions (committees, review panels, advisory councils, employee involvement groups, continuous improvement teams)

moderate level of conflict can induce

creativity and initiative thereby raising performance

group

defined as 1) two or more freely interacting individuals who 2) share norms 3) share goals 4) have a common identity

team

defined as a small group of ppl with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable -teams take on a life of their own -common commitment-powerful unit of collective performance

self managed teams

defined as groups of workers who are given administrative oversight for their task domains -administrative oversight involves delegating activities such as planning, scheduling, monitoring, and staffing -blend of behavioral science and management practice-increase productivity and employee quality of work life

programmed conflict

designed to elicit different opinions without inciting people's personal feeling -to get ppl through role playing to defend or criticize ideas based on relevant facts rath than on personal feelings and preferences

groups may be

formal or informal

8. norms

general guidelines or rules of behavior that most group or team members follow -point up the boundaries btw acceptable and unacceptable behavior -typically unwritten and seldom discussed openly, they have a powerful influence on group and organizational behavior

functional conflict

good for organizations -benefits the main purposes of the organization and serves its interests -cooperative conflict, sometimes considered advantageous

ways to facilitate interaction with host country nationals

good listener, sensitive to others, cooperative, not overly competitive, advocate inclusive leadership, compromise rather than dominate, build rapport through convo, be compassionate and understanding, avoid conflict by emphasizing harmony, nurture others

too little conflict

indolence -work groups, departments, or organizations that experience too little conflict tend to be plagued by apathy, lack of creativity, indecision, and missed deadlines, organizational performance suffers

conflict

is a process in which one party perceives that its interests are being opposed or negatively affected by another party -disagreement, a perfectly normal state of affairs -may take place btw individuals, group vs. indiv, btw groups, within a group, and btw an organization and environment

cross functional team

is staffed with specialists pursing a common objective

problem solving team

knowledgeable workers who meet as a temporary team to solve a specific problem and then disband

cross-functional team

members composed of ppl from different departments, such as sales and production, pursuing a common objective

top management team

members consist of the CEO, president, and top department heads and work to help the organization achieve its mission and goals

work team

members engage in collective work requiring coordinated effort, purpose of team is advice, production, project, or action -engage in collective work required coordinated effort

virtual team

members interact by computer network to collaborate on projects

5. motivation through mutual accountability

mutually accountable to other members of the team rather than to a supervisor makes members feel mutual trust and commitment to bring about this team culture, managers often allow teams to do the hiring

typically a group of 10-12 ppl will meet for 60-90 minutes

once or twice a month, with management listening to presentations and the important payoff for members usually being the chance for meaningful participation and skills training

self managed teams have been found to have a

positive effect on productivity and attitudes of self responsibility and control, although there is no significant effect on job satisfaction and organizational commitment

2. production teams

responsible for performing day to day operations (mining teams, flight attendant crews, assembly teams, data processing groups)

abilene paradox

tendency of ppl to go along with others for the sake of avoiding conflict -cohesiveness isn't always good

continuous improvement team

volunteers of workers and supervisors who meet intermittently to discuss workplace and quality related problems, formally called quality circle

too much conflict

warfare -erode performance bc of political infighting, dissatisfaction, lack of teamwork, and turnover -workplace aggression and violence are manifestations of excessive conflict