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Principles Of Management > Chapter 14 > Flashcards

Chapter 14 Flashcards

1
Q

TYPES OF TEAMS

work teams

A
  • teams that make or do things like manufacture, assemble, well, or provide service
  • typically are well defined; a clear part of the formal organizational structure; and composed of full-time, stable membership
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2
Q

TYPES OF TEAMS

project and development teams

A
  • teams that work on long-term projects but disband once the work is completed
  • they have specific assignments, such as research or new product development, and members usually must contribute expert knowledge and judgement
  • these teams work toward a one-time product, disbanding once their work is completed, then new teams are formed for new projects
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3
Q

TYPES OF TEAMS

parallel teams

A
  • teams that operate separately from the regular work structure and exist temporarily
  • members often come from different units or jobs and are asked to do work that is not normally done by the standard structure
  • their charge is to recommend solutions to specific problems but they usually do not have the authority to act
  • examples include task forces and quality or safety teams formed to study a particular problem
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4
Q

TYPES OF TEAMS

transnational teams

A
  • work teams composed of multinational members whose activities span multiple countries
  • such teams differ from other work teams not only by being multicultural but also by often being geographically dispersed, being psychologically distant, and working in highly complex projects having considerable impact on company objectives
  • tend to be virtual teams
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5
Q

TYPES OF TEAMS

virtual teams

A
  • teams that are physically dispersed and communicate electronically more than face-to-face
  • face difficult challenges : building trust, cohesion, and team identity, and overcoming the isolation of virtual team members
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6
Q

TYPES OF TEAMS

management teams

A
  • teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits
  • the management team is based in authority stemming from hierarchical rank and is responsible for the overall performance of the business unit
  • managers responsible for different subunits form a team together, and at the top of the organization resides the executive management team that establishes strategic direction and manages the firm’s performance
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7
Q

TYPES OF TEAMS

teaming

A
  • a strategy of teamwork on the fly, creating many temporary, changing teams
  • you will leave one team when it has achieved (or failed at) its goal and join new teams when opportunities arise
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8
Q

TYPES OF TEAMS

traditional work groups

A
  • groups that have no managerial responsibilities
  • frontline manager plans, organizes, staffs, directs, and controls them, and other groups provide support activities, including quality control and maintenance
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9
Q

TYPES OF TEAMS

Practices of Effective Virtual Team Leaders

A
  1. Establish and maintain trust through the use of communication technology :
    - Focusing the norms on how information is communicated
    - Revisiting and adjusting the communication norms as the team evolves (virtual get togethers)
    - Making progress explicit through use of team virtual workspace
    - Equal “suffering” in the geographically distributed world
  2. Ensure diversity in the team is understood, appreciated, and leveraged :
    - Prominent team expertise directory and skills matrix in the virtual workspace
    - Virtual subteaming to pair diverse members and rotate subteam members
  3. Manage virtual work cycle and meetings :
    - Use the start of virtual meeting (each time) for social relationship building
    - During meeting - ensure through check-ins that everyone is engaged and heard from
    - End of meeting - ensure that the minutes and future work plan are posted to team repository
  4. Monitor team progress through the use of technology :
    - Make progress explicit through balanced scorecard measurements posted in the team’s virtual workspace
  5. Enhance external visibility of the team and its members :
    - Frequent report-outs to a virtual steering committee (comprising local bosses of team members)
  6. Ensure individuals benefit from participating in virtual teams :
    - Virtual reward ceremonies
    - Individual recognition at the start of each virtual meeting
    - Making each team member’s real-location boss aware of the member’s contribution.
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10
Q

TYPES OF TEAMS

self-managed teams

A
  • autonomous work groups in which workers are trained to do all or must of the jobs in a unit, have no immediate supervisor, and make decisions previously made by frontline supervisors
  • compared with traditionally managed teams, self-managed teams appear to be more productive, have lower costs, provide better customer service, provide higher quality, have better safety records, and are more satisfying for members
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11
Q

TYPES OF TEAMS

autonomous work groups

A
  • groups that control decisions about and execution of a complete range of tasks such as acquiring raw materials and performing operations, quality control, maintenance, and shipping
  • they are fully responsible for an entire product or an entire part of a production process
  • are known to improve the organization’s financial and overall performance, at least in North America
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12
Q

HOW GROUPS BECOME REAL TEAMS

team

A
  • 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
  • groups become true teams via basic group processes, critical period, and management practices
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13
Q

HOW GROUPS BECOME REAL TEAMS

Group Processes

A
  1. Forming :
    - group members attempt to lay the ground rules for what types of behavior are acceptable
    - characterized by unbridled optimism
  2. Storming :
    - hostilities and conflict arise, and people jockey for positions of power and status
    - optimism turns into a reality shock
  3. Norming :
    - group members agree on their shared goals, and norms and closer relationships develop
    - comes in at about the halfway point in the project life cycle, in which people refocus and recommit
  4. Performing :
    - the group channels its energies into performing its tasks
    - is the dash to the finish line as teammates show the discipline needed to meet the deadline
    - groups don’t necessarily go through those processes in that particular order but all the processes are important
    - from a leadership perspective, it is particularly useful to know the two most fundamental phases of team functioning : a transition phase of planning and establishing the group’s mission, goals, and processes, and an action phase in which the team executes the work activities that contribute directly to its performance goals
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14
Q

HOW GROUPS BECOME REAL TEAMS

Practices that are helpful to teaming challenges

A
  1. Emphasizing the team’s purpose, including why it exists, what’s at stake, and what its shared values are.
  2. Building psychological safety, making clear that people need to and can freely speak up, be honest, disagree, offer ideas, raise issues, share their knowledge, ask questions, or show fallibility without fear that others will think less of them or criticize them.
  3. Embracing failure, understanding that mistakes are inevitable, errors should be acknowledged, and learning as we go is a way to create new knowledge while we execute
  4. Putting conflict to work by explaining how we arrive at our views, expressing interest in one another’s thinking and analyses, and attempting fully to understand and capitalize on others’ diverse perspectives
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15
Q

TYPES OF TEAMS

self-designing teams

A
  • teams with the responsibilities of autonomous work groups, plus control over hiring, firing, and deciding what tasks members perform
  • they also have control over the design of them team
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16
Q

HOW GROUPS BECOME REAL TEAMS

Critical periods

A
  • groups pass through critical periods, or times when they are particularly open to formative experiences
  • first critical stage is in forming stage, at the first meeting, when rules and roles are established that set longer lasting precedents
  • second critical period is midway point between the initial meeting and a dealing (e.g. Completing a project or making a presentation); at this point, group has enough experience to understand its work; it comes to realize that time is becoming a scarce resource and i put just get on with it; and there is enough time left to change its approach if necessary
  • the group can use fresh information from its external environment to revise its approach to performing its task and ensure that it meets the needs of customers and clients
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17
Q

BUILDING EFFECTIVE TEAMS

Skills required by teams

A
  1. Technical or functional expertise
  2. Problem-solving and decision making skills
  3. Interpersonal skills
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18
Q

BUILDING EFFECTIVE TEAMS

social loafing

A
  • working less hard and being less productive when in a group
  • occurs when individuals believe that their contributions are not important, others will do the work for them, their lack of effort will go undetected, or they will be the lone sucker if they work hard but others don’t.
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19
Q

BUILDING EFFECTIVE TEAMS

Team effectiveness criteria

A
  1. The productive output of the team meets or exceeds that standards of quantity and quality; the team’s output is acceptable to the customers, inside or outside of the organization, who receive the team’s goods or services.
  2. Team members realize satisfaction of their personal needs.
  3. Team members remain committed to working together again; that is, the group doesn’t burn out and disintegrate after a grueling project. Looking back, the members are glad they were involved. In other words, effective teams remain viable and have good prospects for repeated success in the future.
20
Q

BUILDING EFFECTIVE TEAMS

Actions to build Teams that are cohesive and have high performance norms

A
  1. Recruit members with similar attitudes, values, and backgrounds
  2. Maintain high entrance and socialization standards
  3. Keep the team small (but large enough to get the job done)
  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
21
Q

BUILDING EFFECTIVE TEAMS

social facilitation effect

A
  • working harder when in a group than when working alone
  • occurs because individuals usually are more motivated when others are present, they are concerned with what others think of them, and they want to maintain a positive self-image
27
Q

BUILDING EFFECTIVE TEAMS

norms

A
  • shared beliefs about how people should think and behave
  • teams perform better when they think and talk about their tasks (duties, equipment, and resources) and about they interact with and depend on one another
  • from the organization’s standpoint, norms can be positive of negative
  • in some teams, everyone works hard; in other groups, employees are anti management and do as little work as possible
  • some groups develop norms of taking risks, others of being conservative
  • a norm could dictate that employees speak either favorably or critically of the company
  • team members may show concern about poor safety practices, drug and alcoholic abuse, and employee theft, or they may not care about these issues (or may even condone these actions)
  • health consciousness is the norm among executives at some companies, but smoking is the norm at tobacco companies
  • some groups have norms of distrust and of being closed toward one another; norms of trust and open discussion about conflict are better for group performance
28
Q

BUILDING EFFECTIVE TEAMS

roles

A
  • different sets of expectations for how different individuals should behave
  • whereas norms apply generally to all team members, different roles exist for different members within the norm structure
  • two types : task specialist roles and team maintenance roles
29
Q

BUILDING EFFECTIVE TEAMS

task specialist roles

A
  • an individual who has more advanced job-related skills and abilities than other group members possess
  • these employees keep the team moving toward accomplishment of the objectives
30
Q

MANAGING LATERAL RELATIONSHIPS

informing

A
  • a team strategy that entails making decisions with the team and then informing outsiders of its intentions.
  • are likely to fail because they are too isolated from the outside groups on which they depend
31
Q

MANAGING LATERAL RELATIONSHIPS

probing

A
  • a team strategy that requires team members to interact frequently with outsiders, diagnose their needs, and experiment with solutions
  • this strategy requires team members to interact frequently with outsiders; diagnose the needs of customers, clients, and higher-ups; and experiment with solutions before taking action
  • when teams have a high degree of dependence on outsiders, probing is the best strategy
32
Q

MANAGING LATERAL RELATIONSHIPS

competing

A
  • a style of dealing with conflict involving strong focus on one’s own goals and little or no concern for the other person’s goals
33
Q

MANAGING LATERAL RELATIONSHIPS

parading

A
  • a team strategy that entails simultaneously emphasizing internal team building and achieving external visibility
  • perform at an intermediate level
34
Q

MANAGING LATERAL RELATIONSHIPS

mediator

A
  • a third party who intervenes to help others manage their conflict
  • third party intervention, done well, can improve working relationships and help the parties improve their own conflict management, communication, and problem solving skills.
35
Q

MANAGING LATERAL RELATIONSHIPS

collaboration

A
  • a style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties’ satisfaction
36
Q

MANAGING LATERAL RELATIONSHIPS

compromise

A
  • a style of dealing with conflict involving moderate attention yo both parties’ concerns, being neither highly cooperative not highly assertive
  • this style results in satisfying but not optimizing solutions
37
Q

MANAGING LATERAL RELATIONSHIPS

gatekeeper

A
  • a team member who keeps abreast of current developments and provides the team with relevant information
  • information useful to the group can also include information about resources, trends, and political support throughput the corporation or industry
38
Q

MANAGING LATERAL RELATIONSHIPS

superordinate goals

A
  • higher-level goals taking priority over specific individual or group goals
  • a superordinate identity can reduce differences and enhance performance
39
Q

REVIEW

Discuss how teams can contribute to an organization’s effectiveness

A
  • Teams are building blocks for organization structure and forces for productivity, quality, cost savings, speed, change, and innovation.
  • They have the potential to provide many benefits for both the organization and individual members.
40
Q

REVIEW

Describe different types of teams.

A
  • Compared with traditional work groups that were closely supervised, today’s teams have more authority and often are self-managed.
  • Teams now are used in many more ways, for many purposes, than in the past.
  • Generally, types of teams include work teams, project and development teams, parallel teams, management teams, transnational teams, and virtual teams.
  • Types of work teams range from traditional groups with low autonomy to self-designing teams with high autonomy.
41
Q

REVIEW

Summarize how groups become teams.

A
  • Groups carry on a variety of developmental processes, including forming, storming, norming, and performing.
  • A true team has members who complement one another; who are committed to a common purpose, performance goals, and approach; and who hold themselves accountable to one another.
42
Q

REVIEW

Explain why groups sometimes fail.

A
  • Teams do not always work well.
  • Some companies underestimate the difficulties of moving to a team-based approach.
  • Teams require training, empowerment, and a well-managed transition to make them work.
  • Groups may fail to become effective teams unless managers and team members commit to the idea, understand what makes teams work, and implement appropriate practices.
43
Q

REVIEW

Describe how to build an effective team.

A
  • Create a team with a high-performance focus by establishing a common purpose, translating the purpose into measurable team goals, designing the team’s task so it is intrinsically motivating, designing a team-based performance measurement system, and providing team rewards.
  • Work to develop a common understanding of how the team will perform its task. Make it clear that everyone has to work hard and contribute in concrete ways. Establish mutual accountability and build trust among members. Examine the team’s strategies periodically an be willing to adapt.
  • Make sure members contribute fully by selecting them appropriately, training them, and checking that all important roles are carried out. Take a variety of steps to establish team cohesiveness and high performance norms.
  • And don’t just manage inwardly. Manage the team’s relations with outsiders too
44
Q

REVIEW

List methods for managing a team’s relationships with other teams.

A
  • Perform important roles such as gatekeeping, informing, parading, and probing.
  • Identify the types of lateral role relationships you have with outsiders.
  • This can help coordinate efforts throughout the work system.
45
Q

BUILDING EFFECTIVE TEAMS

team maintenance roles

A
  • individual who develops and maintains team harmony
  • they boost morale, give support, provide humor, soothe hurt feelings, and generally exhibit a concern with members’ well-being
46
Q

MANAGING LATERAL RELATIONSHIPS

boundary-spanning

A
  • interacting with people in other groups, thus creating linkages between groups to eliminate production bottlenecks and implement new processes and for working with suppliers on quality issues
47
Q

MANAGING LATERAL RELATIONSHIPS

Different types of lateral relationships

A
  1. Work flow relationships
  2. Service relationships
  3. Advisory relationships
  4. Audit relationships
  5. Stabilization relationships
  6. Liaison relationships
48
Q

BUILDING EFFECTIVE TEAMS

cohesiveness

A
  • the degree to which a group is attractive to its members, members are motivated to remain in the group, and members influence one another
  • in general, it refers to how tightly knit the team is
  • important for two primary reasons :
    1. It contributes to member satisfaction. In a cohesive team, members communicate and get along well with one another. They feel good about being a part of the team. Even if their jobs are unfulfilling or the organization is oppressive, people gain some satisfaction from enjoying their coworkers
    2. Cohesiveness has a major impact on performance. Conflict with a different unit can cause problems with production
51
Q

MANAGING LATERAL RELATIONSHIPS

avoidance

A
  • a reaction to conflict that involves ignoring the problem by doing nothing at all of deemphasizing the disagreement
  • people do nothing to satisfy themselves or others
  • they either ignore the problem by doing nothing at all or address it by merely smoothing over or deemphasizing the disagreement
53
Q

REVIEW

Identify ways to manage conflict.

A
  • Managing lateral relationships well can prevent some conflict. But conflict arises because of the sheer number of contacts, ambiguities, goal differences, competition for scarce resources, and different perspectives and time horizons.
  • Depending on the situation, five basic interpersonal approaches to managing conflict can be used : avoidance, accommodation, compromise, competition, and collaboration.
  • Superordinate goals offer a focus on higher-level organizational goals that can help generate a collaborative relationship.
  • Techniques for managing conflict between other parties include acting as a mediator and managing virtual conflict.
54
Q

MANAGING LATERAL RELATIONSHIPS

accommodation

A
  • a style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one’s own intentions

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