CH10

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CH10

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  1. Chapter 10Managing Teams

    Slide 1 - Chapter 10Managing Teams

    • © 2015 Cengage Learning
    • MGMT7
  2. © 2015 Cengage Learning

    Slide 2 - © 2015 Cengage Learning

    • 10-1 explain the good and bad of using teams
    • 10-2 recognize and understand the different kinds of teams
    • 10-3 understand the general characteristics of work teams
    • 10-4 explain how to enhance work-team effectiveness
  3. The Advantages of Teams

    Slide 3 - The Advantages of Teams

    • Teams improve…
    • Customer satisfaction
    • Product and service quality
    • Product development speed and efficiency
    • Employee job satisfaction
    • Cross-training
    • Decision making
    • © 2015 Cengage Learning
    • 10-1
  4. The Disadvantages of Teams

    Slide 4 - The Disadvantages of Teams

    • Initially high turnover
    • Social loafing
    • Groupthink
    • Minority domination
    • © 2015 Cengage Learning
    • 10-1
  5. When to Use and When Not to Use Teams

    Slide 5 - When to Use and When Not to Use Teams

    • 10-1
    • © 2015 Cengage Learning
  6. Autonomy

    Slide 6 - Autonomy

    • The degree to which workers have the discretion, freedom, and independence to decide how and when to accomplish their jobs.
    • © 2015 Cengage Learning
    • 10-2
  7. Team Autonomy Continuum

    Slide 7 - Team Autonomy Continuum

    • © 2015 Cengage Learning
    • 10-2
  8. Special Kinds of Teams

    Slide 8 - Special Kinds of Teams

    • Cross-functional teams
    • Virtual teams
    • Project teams
    • © 2015 Cengage Learning
    • 10-2
  9. Work Team Characteristics

    Slide 9 - Work Team Characteristics

    • Team norms
    • Team cohesiveness
    • Team size
    • Team conflict
    • Stages of team development
    • © 2015 Cengage Learning
    • 10-3
  10. Team Norms

    Slide 10 - Team Norms

    • Informally agreed-on standards that regulate team behavior.
    • Regulate the everyday actions that allow teams to function effectively
    • Teams with negative norms influence team member to engage in negative behaviors
    • © 2015 Cengage Learning
    • 10-3
  11. Team Cohesiveness

    Slide 11 - Team Cohesiveness

    • The extent to which team members are attracted to a team and motivated to remain in it.
    • Make sure that all team members are present at team activities.
    • Create additional opportunities for teammates to work together.
    • Engage in nonwork activities.
    • Make employees feel they are part of a special organization.
    • © 2015 Cengage Learning
    • 10-3
  12. Team Size

    Slide 12 - Team Size

    • In very large teams, members find it difficult to get to know one another, and team can splinter into subgroups.
    • Very small groups may lack diversity and knowledge found in large teams.
    • © 2015 Cengage Learning
    • 10-3
  13. Team Conflict

    Slide 13 - Team Conflict

    • Cognitive conflict
    • members disagree because of different experiences and expertise
    • Affective conflict
    • results in hostility, anger, resentment, distrust, cynicism, apathy
    • Emphasizing c-type conflict is not enough
    • © 2015 Cengage Learning
    • 10-3
  14. Having a Good Fight

    Slide 14 - Having a Good Fight

    • Work with more, not less, information
    • Develop multiple alternatives to enrich debate
    • Establish common goals
    • Inject humor into the workplace
    • Maintain a balance of power
    • Resolve issues without forcing a consensus
    • © 2015 Cengage Learning
    • 10-3
  15. Stages of Team Development

    Slide 15 - Stages of Team Development

    • 10-3
    • © 2015 Cengage Learning
  16. Setting Team Goals and Priorities

    Slide 16 - Setting Team Goals and Priorities

    • Increasing a team’s performance is inherently more complex than just increasing one person’s performance.
    • Challenging team goals affect how hard team members work.
    • © 2015 Cengage Learning
    • 10-4
  17. Stretch Goals

    Slide 17 - Stretch Goals

    • Extremely ambitious goals that workers don’t know how to reach.
    • Teams must have a high degree of autonomy
    • Teams must be empowered with control over resources
    • Structural accommodation
    • Bureaucratic immunity
    • © 2015 Cengage Learning
    • 10-4
  18. Selecting People

    Slide 18 - Selecting People

    • Individualists
    • put their own welfare and interests first
    • Collectivists
    • put group interests ahead of self
    • Team level
    • the average level of ability, experience, personality, or any other factor on a team
    • Team diversity
    • variances or differences in ability, personality, or any other factor on a team
    • © 2015 Cengage Learning
    • 10-4
  19. The Team Player Inventory

    Slide 19 - The Team Player Inventory

    • 10-4
    • © 2015 Cengage Learning
  20. Team Training

    Slide 20 - Team Training

    • Interpersonal skills
    • Decision making skills
    • Problem solving skills
    • Conflict resolution skills
    • Technical training
    • © 2015 Cengage Learning
    • 10-4
  21. Team Compensation

    Slide 21 - Team Compensation

    • Skill-based pay
    • pay employees for learning additional skills or knowledge
    • Gainsharing
    • companies share the financial value of performance gains with their workers
    • Nonfinancial rewards
    • vacations, T-shirts, awards, certificates
    • © 2015 Cengage Learning
    • 10-4
  22. Holden Outerwear

    Slide 22 - Holden Outerwear

    • What type of team did Nikki Brush participate in when she was a freelancer? What type of team does she participate in as a full-time employee at Holden?
    • What are the advantages and disadvantages of using teams at Holden? What can managers do to help avoid the disadvantages?
    • What steps do the leaders of Holden take to insure that their workgroups have high levels of cohesion?
  23. Holden Outerwear

    Slide 23 - Holden Outerwear