Quan tri hoc Daft12ePPT englísh_Ch18.pptx

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1. Chapter 18 Leading Teams

2. The Value of Teams Work in organizations is interdependent What Is a Team? Two or more people who interact and coordinate their work toward a goal 2

3. 18.1 Requirements of Teamwork 3

4. Contributions of Teams Creativity and innovation Improved quality Speed response Higher productivity and lower costs Enhanced motivation and satisfaction 4

5. 18.2 Five Contributions Teams Make 5

6. Types of Teams Formal Team – defined by formal organization structure Vertical: functional or command team Cross-Functional Team Horizontal: committee with cross-functional membership Special Purpose: project teams Self-Managed Teams – supervised by elected employee Diverse skills and functions Access to resources Team is empowered to make decisions 6

7. 18.3 Functional and Cross-Functional Teams in an Organization 7

8. Dilemma of Teams We have to give up our independence We have to put up with free riders Teams are sometimes dysfunctional 8

9. 18.4 Five Common Dysfunctions of Teams 9

10. How to Make Teams Effective Successful teams don’t just happen Team members should consider: Defining roles Establishing norms Setting goals Work-team effectiveness is based on: Productive output Personal satisfaction Capacity to adapt and learn 10

11. 18.5 Work Team Effectiveness Model 11

12. Work Team Effectiveness 12 Productive Output Satisfaction of Members Capacity to Adapt and Learn

13. Model of Team Effectiveness Team size and roles are important Team characteristics influence processes Good team leaders understand and manage stages of team development Team members and leaders must direct processes in a positive manner 13

14. Innovative Use of Teams Virtual Teams Use technology to build relationships Shape culture through technology Monitor progress and reward members Global Teams Cross-border work teams Members from different nationalities May operate virtually 14

15. 18.6 What Effective Virtual Team Leaders Do 15

16. Team Characteristics Design teams for effectiveness Size Team performance and productivity peaks at five members Diversity Diverse skills, knowledge, and experience produces innovative solutions Member Roles Teams must focus on both task and social roles 16

17. Task Performance and Social Satisfaction 17 Task Specialist Role Initiating ideas Giving opinions Seeking information Summarizing Energizing

18. Stages of Team Development Forming – orientation and acquaintance Storming – personalities and roles emerge Norming – conflicts develop Performing – focus on problem solving Adjourning – disbandment 18

19. 18.7 Five Stages of Team Development 19

20. Team Cohesiveness Determinants of Team Cohesiveness Team interaction Shared goals Personal attraction to the team Consequences of Team Cohesiveness Morale Productivity 20

21. Team Norms 21 Team norms – an informal standard of conduct that is shared by team members and guides their behavior

22. 18.8 Four Ways Team Norms Develop 22

23. Managing Team Conflict Teams deal with task conflict and relationship conflict Balancing Conflict and Cooperation Conflict can help eliminate groupthink Conflict can cause morale and productivity problems Causes of Conflict Competition over resources Communication breakdowns 23

24. 18.9 Balancing Conflict and Cooperation 24

25. Styles to Handle Conflict 25 Dominating style Avoiding style Compromising style Accommodating style Collaborating style

26. 18.10 - A Model of Styles to Handle Conflict 26

27. Team Conflict Tools Superordinate goals – vision compels people to overcome conflict and cooperate Mediation – allowing third party to help with disputes Negotiation Integrative Distributive 27

28. Reaching a Win-Win Solution Separate the people from the problem Focus on interests, not current demands Generate many alternatives for mutual gain Insist that results be based on objective standards 28