管理學(xué)（第三版）課件：Teamwork

Teamwork

LearningObjectivesLO1

Discusshowteamscancontributetoanorganization’seffectivenessLO2

DistinguishthenewteamenvironmentfromthatoftraditionalworkgroupsLO3

SummarizehowgroupsbecometeamsLO4

ExplainwhygroupssometimesfailLO5

DescribehowtobuildaneffectiveteamLO6

Listmethodsformanagingateam’srelationshipswithotherteamsLO7

GiveexamplesofwaystomanageconflictTheContributionsofTeamsBuildingblocksfororganizationalstructureIncreasequalityandproductivitywhilereducingcostsEnhancespeedandbepowerfulforcesforinnovationandchangeTheNewTeamEnvironmentTeamAsmallnumberofpeoplewithcomplementaryskillswhoarecommittedtoacommonpurpose,setofperformancegoals,andapproachforwhichtheyholdthemselves

mutuallyaccountable.TheNewTeamEnvironmentExhibit12.1OrganizationsHaveDifferent

TypesofTeamsWorkteamsTeamsthatmakeordothingslikemanufacture,assemble,sell,orprovideservice.ProjectanddevelopmentteamsTeamsthatworkonlongtermprojectsbutdisbandoncetheworkiscompleted.OrganizationsHaveDifferent

TypesofTeamsParallelteamsTeamsthatoperateseparatelyfromtheregularworkstructure,andexisttemporarilyOrganizationsHaveDifferent

TypesofTeamsManagementteamsTeamsthatcoordinateandprovidedirectiontothesubunitsundertheirjurisdictionandintegrateworkamongsubunits.OrganizationsHaveDifferent

TypesofTeamsTransnationalteamsWorkgroupscomposedofmultinationalmemberswhoseactivitiesspanmultiplecountries.VirtualteamsTeamsthatarephysicallydispersedandcommunicateelectronicallymorethanface-to-face.Self-ManagedTeams

EmpowerEmployeesTraditionalworkgroupsGroupsthathavenomanagerialresponsibilities.QualitycirclesVoluntarygroupsofpeopledrawnfromvariousproductionteamswhomakesuggestionsaboutquality.Self-ManagedTeams

EmpowerEmployeesSemiautonomousworkgroupsGroupsthatmakedecisionsaboutmanagingandcarryingoutmajorproductionactivitiesbutgetoutsidesupportforqualitycontrolandmaintenance.AutonomousworkgroupsGroupsthatcontroldecisionsaboutandexecutionofacompleterangeoftasks.Self-ManagedTeams

EmpowerEmployeesSelf-designingteamsTeamswiththeresponsibilitiesofautonomousworkgroups,pluscontroloverhiring,firing,anddecidingwhattasksmembersperform.Self-ManagedTeams

EmpowerEmployeesSelf-managedteamsAutonomousworkgroupsinwhichworkersaretrainedtodoallormostofthejobsinaunit,havenoimmediatesupervisor,andmakedecisionspreviouslymadebyfrontlinesupervisors.TeamAutonomyContinuumExhibit12.2GroupProcessesForming

groupmembersattempttolaythegroundrulesforwhattypesofbehaviorareacceptable.Storminghostilitiesandconflictarise,andpeoplejockeyforpositionsofpowerandstatus.GroupActivitiesNorming

groupmembersagreeontheirsharedgoals,andnormsandcloserrelationshipsdevelop.Performing

thegroupchannelsitsenergiesintoperformingitstasks.GroupActivitiesShift

astheGroupMaturesGroupsthatdeterioratemovetoadeclining

stage,andtemporarygroupsaddanadjourningorterminatingstage.Groupsterminatewhentheycompletetheirtaskorwhentheydisbandduetofailure

orlossofinterestSteppinguptoTeam

LeadershipExhibit12.4BuildingEffectiveTeams Teameffectivenessisdefinedbythreecriteria:ProductiveoutputoftheteammeetsorexceedsstandardsofquantityandqualityTeammembersrealizesatisfactionoftheirpersonalneedsTeammembersremaincommittedtoworkingtogetheragainManagersMotivateEffective

TeamworkSocialloafingWorkinglesshardandbeinglessproductivewheninagroup.ManagersMotivateEffective

TeamworkSocialfacilitationeffectWorkingharderwheninagroupthanwhenworkingalone.Question ___________aresharedbeliefsabouthowpeopleshouldthinkandbehave.RolesNormsExpectationsCustoms

NormsShapeTeamBehaviorNormsSharedbeliefsabouthowpeopleshouldthinkandbehave.Roles

Differentsetsofexpectationsforhowdifferentindividualsshouldbehave.TeamMembersMustFill

ImportantRolesTaskspecialistAnindividualwhohasmoreadvancedjob-relatedskillsandabilitiesthanothergroupmemberspossess.TeammaintenancespecialistIndividualwhodevelopsandmaintainsteamharmony.CohesivenessAffects

TeamPerformanceCohesivenessThedegreetowhichagroupisattractivetoitsmembers,membersaremotivatedtoremaininthegroup,andmembersinfluenceoneanother.Cohesiveness,PerformanceNorms,andGroupPerformanceExhibit12.5ManagerscanBuildCohesivenessandHigh-PerformanceNormsRecruitmemberswithsimilarattitudes,values,andbackgroundsMaintainhighentranceandsocialization

standardsKeeptheteamsmallHelptheteamsucceed,andpublicizeitssuccessesBeaparticipativeleaderPresentachallengefromoutsidetheteam.TierewardstoteamperformanceSomeTeamMembersshould

ManageOutwardGatekeeperAteammemberwhokeepsabreastofcurrentdevelopmentsandprovidestheteamwithrelevantinformation.SomeTeamMembersshould

ManageOutwardInformingAteamstrategythatentailsmakingdecisionswiththeteamandtheninformingoutsidersofitsintentions.ParadingAteamstrategythatentailssimultaneouslyemphasizinginternalteambuildingandachievingexternalvisibility.SomeTeamMembersshould

ManageOutwardProbing

Ateamstrategythatrequiresteammemberstointeractfrequentlywithoutsiders,diagnosetheirneeds,andexperimentwithsolutions.SomeRelationshipsHelpTeamsCoordinatewithOthersintheOrganizationWork-flowrelationshipsemergeasmaterialsarepassedfromonegrouptoanotherServicerelationshipsexistwhentopmanagementcentralizesanactivitytowhichalargenumberofotherunitsmustgainaccessAdvisoryrelationshipscreatedwhenteamswithproblemscalloncentralizedsourcesofexpertknowledgeSomeRelationshipsHelpTeamsCoordinatewithOthersintheOrganizationAuditrelationshipsdevelopwhenpeoplenotdirectlyinthechainofcommandevaluatethemethodsandperformancesofotherteamsStabilizationrelationshipsinvolveauditingbeforethefactLiaisonrelationshipsinvolveintermediariesbetweenteamsQuestion Whichstyleofconflictinvolvesmoderateattentiontobothparties’concerns.AvoidanceAccommodationCompromiseCompetingCollaboration

ConflictManagementStrategiesAvoidanceAreactiontoconflictthatinvolvesignoringtheproblembydoingnothingatall,ordeemphasizingthedisagreement.AccommodationAstyleofdealingwithconflictinvolvingcooperationonbehalfoftheotherpartybutnotbeingassertiveaboutone’sowninterests.ConflictManagementStrategiesCompromise

Astyleofdealingwithconflict