CHAPTER 8 TEAM LEADERSHIP AND SELF-MANAGED TEAMS PDF

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CHAPTER 8

TEAM LEADERSHIP AND SELF-MANAGED TEAMS
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CHAPTER8

TEAM LEADERSHI PANDSELFMANAGEDTEAMS

Chapt erOut l i ne

I .

TheUs eofTe amsi nOr ga ni z at i ons

A.Gr oup sVe r s usT e ams :WhatI st heDi ffe r e nc e ? B.Adv ant ag e sandDi s adv ant a g e sofT e amwor k C.WhatI sanEffe c t i v eT e am? D.Char ac t e r i s t i c sofEffe c t i v eT e ams E.Te amLe ade r s hi p F.Or ga ni z at i onalCl i mat eandTe amCr e at i v i t y I I .

Type sofTe ams

A.Func t i onalT e am B.Cr os s Func t i ona lTe a m C.Vi r t ualT e am D.Se l f Mana g e dTe am( S MT) I I I . De c i s i onMaki ngi nTe ams A.Nor mat i v eLe ade r s hi pMode l B.T e amCe nt e r e dDe c i s i on Mak i ngMode l C.Adv ant a g e sandDi s adv ant a g e soft heTe amCe nt e r e dDe c i s i onMak i ng I V. Le ade r s hi pSki l l sf orEffe c t i v eTe am Me e t i ngs A.Pl an ni n gMe e t i n g s B.Conduc t i ngMe e t i ng s

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C.Handl i n gPr obl e mMe mbe r s

V.

Se l f Manag e dTe ams

A.TheNat ur eofSe l f Mana g e dT e ams B.TheBe ne fit sofSe l f Mana g e dTe ams C.I mpr ov i ngt heSuc c e s sRat eofSe l f Mana g e dT e ams D.TheChan gi n gRol eofLe ade r s hi pi nSe l f Mana g e dTe a ms E.TheChal l e ng e sofI mpl e me nt i n gSe l f Manag e dT e ams

New To Chapter 8 (Changes from the 4e to 5e) 

The chapter has been updated throughout. There are 154 references with approximately 5 as classical references and 33 as carry-over references from the 4e; so 116 or 78 percent of the references are new to this edition.

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The opening chapter case is new and the end-of-chapter case has been updated.

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Cha n g e d“ YouMa k et heEt hi c a lCa l l1.

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Adde dane ws ub s e c t i ont i t l e d“ Wha ti sa nEffe c t i v eTe a m. ”

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Ma des i gni fic a ntc ha n g e st ot h es e c t i ont i t l e d“ Cha r a c t e r i s t i c sofEffe c t i v eTe a ms . ”I ns t e a dof 7c ha r a c t e r i s t i c s , weno wha v et e n.Ot he rc ha n g e st ot hi ss e c t i oni nc l ud e : o Te a m Le a de r s hi pwa sl i s t e da saCha r a c t e r i s t i c sofEffe c t i v eTe a ms .Wet ooki tout a ndt r e a t e di ta sas e pa r a t es ubs e c t i on. o Cr e a t i vi t yDr i v e n, a l s ol i s t e da saCha r a c t e r i s t i cofEffe c t i v eTe a msi sno was e pa r a t e s ubs e c t i ont i t l e d, “ Or g a ni z a t i ona lCl i ma t ea ndTe a m Cr e a t i vi t y . ” o Dr oppe dExhi bi t8. 2.Gi v e nt hene wl i s tofc ha r a c t e r i s t i c sofe ffe c t i v et e a ms , mos tof t hei nf or ma t i oni nExhi bi t8. 2i sno wr e pe t i t i v e .

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Cr e a t e dane wLO( LO3)t og oa l on gwi t ht hene ws ub s e c t i ononTe a m Le a de r s hi p.

©2 0 1 3Ce n g a g eLe a r n i n g . Al lRi g h t sRe s e r v e d .Ma yn o tb es c a n n e d , c o p i e do rd u p l i c a t e d , o rp o s t e dt oap u b l i c l y a c c e s s i b l ewe b s i t e ,i nwh o l eo ri np a r t .

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Re s t a t e dLO4t or e fle c tt hene ws ub s e c t i ononOr ga ni z a t i o na lCl i ma t ea ndTe a m Cr e a t i vi t y .

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Cha n g e dt het i t l eofExhi bi t8. 3t o“ I nflue nc i n gFa c t or sofCr os s Func t i ona lTe a m Effe c t i v e ne s s . ”

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The section on Decision Making in Teams has been scaled back to focus on the Normative Leadership Model (discussed in Chapter 5) and Team-Centered Decision Making.

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A new subsection titled “Advantages and Disadvantages of Team-Centered Decision Making” has been added.

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Ma dec ha n g e st oExhi bi t 8. 5–Di ffe r e nc e sBe t we e nSe l f Ma na g e dTe a ma ndCon v e nt i ona l Te a ms . Cha ng e dt hel e a de r s hi pv a r i a bl et o“ Sha r e d/ Di s t r i but e d”( f or me r l y“ wi t hi nt het e a m) v s .“ I nd i vi d ua l ”( f or me r l y“ out s i det het e a m) .Add e dane wv a r i a bl e–De c i s i onMa ki n g wi t ht hedi me ns i o nofTe a mCe nt e r e dvs .Le a de r Ce nt e r e d .

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Cha n g e dt hes ub s e c t i onhe a di ngf r om“ Gui de l i ne sf orI mpr o vi ngSe l f Ma na g e dTe a m Effe c t i v e ne s s ”t o“ I mpr o vi ngt heSuc c e s sRa t eofSe l f Ma na g e dTe a ms . ”

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Cha n ge dLO8t or e fle c tt hec ha n g e si nt hes ub s e c t i o non“ I mpr o vi n gt heSuc c e s sRa t eof Se l f Ma na ge dTe a ms . ”

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Cha n g e dConc e p tApp l i c a t i on6wi t hne ws t a t e me nt s / s c e na r i os .

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Cha n g e dt het i t l eoft hes ub s e c t i on“ TheCha ng i n gRol eofLe a de r s hi pi nSe l f Ma na g e d Te a ms ”t o“ TheRol eofLe a de r s hi pi nSe l f Ma na g e dTe a ms . ”Sc a l e dba c kdi s c us s i oni nt hi s s ubs e c t i on.

Lect ur eOut l i ne PowerPoint: You may use the PowerPoint supplement to enhance your lectures. Even if your classroom is not equipped to use PowerPoint, you can review the material on your personal computer to get teaching ideas and to copy the slides. Copies of the slides can be made into overheads.

I .

THEUSEOFTEAMSI NORGANI ZATI ONS

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Teams offer the best opportunity for better organizational performance in the form of increased productivity and profits.

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The synergistic benefits of teamwork are such that members of a team working cooperatively with one another can achieve more than working independently.

©2 0 1 3Ce n g a g eLe a r n i n g . Al lRi g h t sRe s e r v e d .Ma yn o tb es c a n n e d , c o p i e do rd u p l i c a t e d , o rp o s t e dt oap u b l i c l y a c c e s s i b l ewe b s i t e ,i nwh o l eo ri np a r t .

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Teams have become the basic unit of empowerment—large enough for the collective strength and synergy of diverse talents and small enough for effective participation and bonding.

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Increasingly, employers are looking for applicants who possess teamwork knowledge, skills, and abilities.

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Not all team efforts have resulted in success. In some cases, the use of teams has resulted in such negative outcomes as increased costs, stress, and lower group cohesion.

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Organizations looking to adopt the team structure must ask themselves the following questions: o

Wi l lt h eu s eo ft e a msd i ffu s ei mp o r t a nto r g a n i z a t i o na lc a p a b i l i t i e s ?

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How much infrastructure realignment will be required?

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Will leaders embrace the team concept and change their styles to suit?

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Can teams carry out tasks previously performed by individuals or functional units?

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How difficult it will be to develop team problem-solving capabilities?

A. Groups Versus Teams: What Is the Difference?

A group is a collection of individuals who interact primarily to share information and to make decisions that enable each member to perform within his or her area of responsibility. A team is a unit of interdependent individuals with complementary skills who are committed to a common purpose and set of performance goals and to common expectations, for which they hold themselves accountable.   

There is some debate about whether a group functions in the same way as a team. Some differences do indeed exist between teams and groups. Whereas groups focus on individual performance and goals, and reliance on individual abilities, teams have a collective mentality that focuses on: o (1) common objectives; o (2) sharing information, insights, and perspectives; o (3) making decisions that support each individual to do his or her own job better; and/or o (4) reinforcing each other’s individual performance standards.

WORK APPLICATION 1 Think of a past or present job. Based on your knowledge of the distinction between a group and a team, would you say you were part of a team or a group? Explain. CONCEPT APPLICATION C/A 1—Group or Team The answers to the 5 Applying the Concept questions are at the end of the lecture outline. B. Advantages and Disadvantages of Teamwork Learning Outcome (LO) 1. Discuss the advantages and disadvantages of teamwork? Advantages: In a team situation it is possible to achieve synergy, whereby the team’s total output exceeds the sum of individual member contributions. Team members often evaluate and add to one another’s thinking, so there are fewer chances of errors and the quality of the decisions is improved. A team atmosphere contributes well towards effective problem solving, continuous improvement, and interaction. Also, being a team member ©2 0 1 3Ce n g a g eLe a r n i n g . Al lRi g h t sRe s e r v e d .Ma yn o tb es c a n n e d , c o p i e do rd u p l i c a t e d , o rp o s t e dt oap u b l i c l y a c c e s s i b l ewe b s i t e ,i nwh o l eo ri np a r t .

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makes it possible for someone to satisfy more needs than working alone; among these are the need for affiliation, security, self-esteem, and self-fulfillment. Disadvantages: Some teams have the unhealthy practice of pressuring members to conform to lower group standards of performance and conduct. For example, a team member may be ostracized for being more productive than his or her coworkers. Shirking of individual responsibility, or social loafing, is another problem frequently noted in groups. Another well-known problem common in teams is the practice of groupthink, which happens when the team values getting along so much that dissenting views are quickly suppressed in favor of group consensus. Teamwork is an understanding and commitment to a common goal on the part of all team members. 1.

Advantages of Teamwork

There are several advantages of teamwork. 

Teams offer synergistic benefits that non-team arrangements fail to offer.

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Team members can help each other avoid major errors.

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Teams offer more opportunities for new ideas that advance innovation.

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Teams present a work environment that encourages people to become selfmotivated, empowered, and satisfied with their jobs.

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Being a member of a team makes it possible to satisfy more needs than if one worked alone; among these are the needs for affiliation, security, self-esteem, and self-fulfillment.

WORK APPLICATION 2 Identify a team you were or are a part of and describe the advantages that you derived from being a member of the team. 2.

Disadvantages of Teamwork

Teamwork has some potential disadvantages for both organizations and individuals. 

Team members may face pressure to conform to group standards of performance and conduct. For example, a team member may be ostracized for being much more productive than his or her coworkers.

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Shirking of individual responsibility, also known as social loafing is another problem frequently noted in groups.

Social loafing is the conscious or unconscious tendency by some team members to shirk responsibilities by withholding effort towards group goals when they are not individually accountable for their work. Another well-known disadvantage associated with highly cohesive teams is

 groupthink.

Groupthink is when members of a cohesive group tend to agree on a decision not on the basis of its merit but because they are less willing to risk rejection for questioning a majority viewpoint or presenting a dissenting opinion. 

Highly cohesive teams can lead to intergroup conflicts. This can happen when become so cohesive that they resemble cliques with minimal outside interaction or influence

Self-Assessment 1 Assessing Teamwork in Your Group If you want students to complete the Self-Assessment exercises throughout the book, you may want to tell students and spend a little time talking about them.

©2 0 1 3Ce n g a g eLe a r n i n g . Al lRi g h t sRe s e r v e d .Ma yn o tb es c a n n e d , c o p i e do rd u p l i c a t e d , o rp o s t e dt oap u b l i c l y a c c e s s i b l ewe b s i t e ,i nwh o l eo ri np a r t .

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YOU MAKE THE ETHICAL CALL 1 He Is Not a Team Team Player Answers will vary based on opinion. C. What Is an Effective Team? Team effectiveness is a model consisting of three components: (1) task performance—the degree to which the team’s output (product or service) meets the needs and expectations of those who use it ; (2) group process—the degree to which members interact or relate in ways that allow the team to work increasingly well together over time; and (3) individual satisfaction—the degree to which the group experience, on balance, is more satisfying than frustrating to team members. Team learning is the collective acquisition, combination, creation, and sharing of knowledge D. Characteristics of Effective Teams LO 2. Briefly describe the ten characteristics of effective teams. The characteristics of effective teams are: (1) highly publicized team charter and team norms, (2) widely shared goals and objectives, (3) strong team cohesion and high task interdependence, (4) a diversified team mix, (5) clearly defined roles and responsibilities, (6) positive interpersonal relationships, (7) clearly stated standard operating procedures, (8) trust and conflict management abilities, (9) effective interpersonal communication skills and (10) strong top management support

1. Highly publicized team charter and team norms. o Norms evolve out of a team charter and become the framework for the decision-making process within the group and provide the underpinnings for group cohesion. o Team norms are acceptable standards of behavior that are shared by team members. YOU MAKE THE ETHICAL CALL 2 Norms Answers will vary based on opinion. 2. o o

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Widely shared goals and objectives. Effective teams strive for consensus, consistency, and agreement on team goals and objectives. There is a sense of ownership in the goals and objectives of the team and thus greater accountability for team actions Strong Team Cohesion and High Task Interdependence

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Team cohesion is the extent to which team members band together and remain committed to achieving team goals.

o

Te a mc o he s i o ni si n c r e a s e dwh e nt h ef o l l o wi n gt a k e sp l a c e . 

Te a mme mb e r sa g r e eo nac o mmo np u r p o s ea n ddi r e c t i o n .

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Th e r ei sh i g ht e a me ffic a c y —t h es h a r e db e l i e fb yat e a mt h a ti tc a nb es u c c e s s f u la t p e r f o r mi n gi t st a s k .

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T o pma n a g e me n tg i v e sh i g hp r a i s ea n dr e c o g n i t i o nf o rt h et e a m’ ss u c c e s s .

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Th eo r g a n i z a t i o ne n c o u r a g e sa n dmo t i v a t e st e a mst oc o mp e t ewi t he a c ho t h e rf o rr e wa r d s .

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Me mb e r sfin dt h e yh a v ec o mmo ng r o u n da n ds i mi l a ra t t i t u d e sa n dv a l u e sa n de n j o yb e i n go n t h et e a m.

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4. A Diversified Team Mix o Team mix focuses on the diversity in knowledge, background, and experiences of team members. o Effective teams must have the right mix of complementary skills, personality, knowledge, and ability to perform the team’s job . o Teams that have experience working together tend to demonstrate greater task proficiency and teamwork effectiveness. 5. Clearly Defined Roles and Responsibilities o The benefits of having clearly defined roles and responsibilities are that team members are more likely to accept personal responsibility and not assign blame when things go wrong. o 6.

Team members are more accountable for their actions. Positive Interpersonal Relationships o Positive interpersonal relationships exist when there is mutual respect and trust, support, inclusion, collaboration, and open and honest communication between team members. o Positive interpersonal relationships give members a sense of belonging in the team.

7. Clearly Stated Standard Operating Procedures o Setting and abiding by the team’s rules and operating procedures will assure consistency in behavior among team members and reduce the chance of mistakes or conflict that can jeopardize team success. 8. Trust and Conflict Management Abilities o Effective teams are proactive both in anticipating the need for conflict resolution and in developing conflict resolution strategies that apply to all team members. 9. Effective Interpersonal Communication Skills o Effective teams have open and honest communication with each other. o Team members of effective teams tend to show a high competency in oral and written communication skills. o Effective teams make use of the communications model: message encoding (sender), message decoding (receiver), common frame of reference, message channel, noise, and feedback. o Effective communication also takes into account how team members communicate with each other. Hurtful and insensitive ways of communicating can damage relations in a team. 10. Strong Top Management Support o When teams are not achieving expected results, top management must determine if all the characteristics of effective teams described above are present. o Also, top management must determine if the organizational culture supports teamwork and has reward programs that motivate and reinforce team behavior.

WORK APPLICATION 5 Recall a team you have worked with that you would characterize as effective. What role(s) did your leader and/or organization play in making the team effective?

©2 0 1 3Ce n g a g eLe a r n i n g . Al lRi g h t sRe s e r v e d .Ma yn o tb es c a n n e d , c o p i e do rd u p l i c a t e d , o rp o s t e dt oap u b l i c l y a c c e s s i b l ewe b s i t e ,i nwh o l eo ri np a r t .

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E. Team Leadership LO 3. What role can a team leader play in creating an effective team? A team leader who is able to empower team members to think and act freely will increase the effectiveness of the team much faster than a team leader who practices a bureaucratic command and control leadership style. Team leadership is also about creating a team culture that supports teamwork. A team culture sets standards and values that govern team member behaviors, keeping everyone on the same plan. Finally, a team leader can play an active role in team effectiveness by doing some of the things suggested in Exhibit 8.1 such as: (1) matching members with the right assignments, (2) using group rewards and recognition, or (3) ensuring the availability of adequate time, money, and other resources for the team.

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Team leaders must manage not just the work but also team member relations across diverse functional and cultural boundaries. Effective team leadership requires a shift in mindset from differentiated leadership to team-based leadership. The team leader must model the behavior that he or she desire...