Building Effective Teams

Mgt 121
Red Gabriel Convocar Michael Angelou Centino

ozegnaoriwedenet weneedtoorganize
We need to organize.

Efficiency and integration of efforts in classical organization theory are achieved by means of: Division of work creating levels of authority and functional units Delegation assigning duties, authority, and responsibility to others

Classical organizations Essentially mechanistic Hierarchal

Bureaucratic
Carefully scheduled work, certain tasks, strictly-defined roles Strong in task support

Weak in psychological support

Modern Organizations Flexible, organic, open Tasks and roles are less defined Communication is multidirectional Decentralized

Organic forms are often more effective in situations typical in the 21st century. These work better if the environment is dynamic. It is fitting for those employees who seek autonomy, openness, variety, and change. Note: Teams are more likely to be used within an organic form of organization.

Matrix organization - overlay of one type of organization on another so that

two chains of command are directing individual employees

Cross-functional teams

- matrix organizational process applied on large scale

internal organizational boundaries. - teams that draw their members from more than one

specialty area and often several

Task team

- is a cooperative small group in regular contact that

is engaged in coordinated action

Note: Just calling a group a team does not change its basic
character or effectiveness; months or even years may be needed for a team to achieve high-performance status.

Dimension for Comparison Work products Performance Monitoring Source Focus of Activity Leadership View of Conflict

Group

Team

Individual External Efficient task performance Single Dysfunctional and discouraged

Collective Internal Problem solving Shared Functional and encouraged

Life Cycle of a Team

Forming

Adjourning

Storming

Performing

Norming

1.

Forming members share personal information, start to get know and accept one another

2.

Storming members compete for status and position, and

argue about appropriate directions for the group

3.

Norming group begins moving together in a cooperative

fashion
4. Performing the group matures and learns to handle complex challenges 5. Adjourning dissolving intense social relations and returning to permanent assignments

Supportive Environment

Skills and Role Clarity

Effective Teams
Superordinate Goals

Team Rewards

Ingredients for Effective Teams

Supportive Environment
involves encouraging members to think like a team providing adequate time for meetings demonstrating faith in members capacity to achieve

Skills and Role Clarity

Members must be reasonably qualified to perform their jobs Have the desire to cooperate Members must know the roles of all the others with whom they are interacting

 Superordinate Goals
Is a higher goal that integrates the efforts of two or more persons Trying to keep the members oriented toward their overall task Serve to focus attention, unity efforts, and stimulate more cohesive teams

Team Rewards
Financial or form of recognition Best if valued by members Possible to earn

Note: Organizations need to achieve a careful balance between

encouraging and rewarding individuals

Empowered Teams

Team members will likely feel more motivated and

empowered when they:
Share a sense of potency

Experience meaningfulness
Are given autonomy See their impact on results

Potential Team Problems

Changing Composition
Too many changes and personnel transfers interfere with group relationships and prevent growth of teamwork

Note: most teams must learn to manage their internal turnover

Social Loafing

Free-rider effect

Team Building -encourages team members to examine how they work together, identify their weaknesses, and develop more effective ways of cooperating. The goal is to make the team more effective. Team Coaching -involves a leaders intentional effort and interaction with a team to help its members make appropriate use of their collective resources

The Need for Team Building

Interpersonal conflicts among team members or between the team and the leader Low degree of team morale Confusion or disagreement about roles Large influx of new members Disagreement over the teams purpose and tasks Negative climate within the team Stagnation within the team

The Process
Identification of a Problem

Collection of Relevant Data

Data feedback and confrontation

Problem-solving experience

On-the-job application and follow-up

Consultation skills

Feedback

Interpersonal skills

Team Building
Process consultation Research skills

Presentation skills

Skills Useful in Team Building

Consultation skills diagnosing, contracting, designing change Interpersonal skills trust building, coaching, listening Research skills planning, conducting a study, evaluate results Presentational skills public speaking and report preparation Process consultation
Set of activities that help others focus on what is currently happening around them

Team facilitators encourage employees to examine their intended

versus actual roles within the team

Process consultants Observe team meetings Record conversational patterns Ask probing questions Resist owning the teams problems Confront individuals if necessary Attempt to help other people learn to help themselves

Feedback
To have useful data on which to base decisions Encourage members to understand how they are seen by others and take self-correcting action

Process consultants use facilitating behaviors to help teams function more effectively
Facilitating Behaviors Encouraging open communication Observing team meetings Probing and Questioning Confronting individuals Desired Effects on Team members Examine intended versus actual roles Identify problems Examine consequences of behavior React constructively to current behavioral events Stimulating problem solving Explore new alternatives

Attending to nonverbal cues

Encouraging learning

Think and act independently

Characteristics of Mature Teams

Performance Improvements
Product Quality

Member Behaviors
Lower absenteeism
Diminished Turnover Improved safety record Increased acts of organizational citizenship

Member Attitudes
Individual satisfaction
Interpersonal trust Organizational commitment Team cohesiveness

Response Time

Degree of innovation Customer satisfaction Decision Quality

Efficiency

Self-Managing Teams
also known as self-reliant or self-directed teams, are natural work groups that are given substantial autonomy and in return are asked to control their own behavior and produce significant results.

Multi-skiing
- a practice where team members learn a wide range of relevant skills

Self-Managing Teams
Advantages Improved flexibility of staff More efficient operations Lower absenteeism Disadvantages Extended time to implement them High training investment Early inefficiencies due to job rotation Higher levels of commitment and job satisfaction Inability of some employees to adapt to a team structure

Contrasting supervisory roles

Traditional Structure

Self-Managing Team Structure

Authority Figure Expert Teacher Problem Solver

Coach and counselor Champion and cheerleader Resource allocator Liaison and boundary manager

Coordinator

Facilitator

Boundary spanners - keep communication channels open and active by constantly sharing information with other units in the organization and with people at other levels. Tasks: Social awareness

Relating to others
Genuine caring for team members Investigating problems Obtaining external support Influencing the team Persuading

Virtual Teams
groups that meet through the use of technological aids without all of their members being present in the same location

end