14 Groups and Teams OThe McGraw-Hill Companies. Inc, 2000
14-1 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Groups and Teams 14
14-2 Groups. Teams and Effectiveness o Group: two or more people who interact with each other to accomplish a goal other to achieve a specific common goalch oTeam: group who work intensively with es All teams are groups, BUT, not all groups are teams o Teams often are difficult to form a Takes time for members to work together a Teams can improve organizational performance Irwin/McGraw-Hill CThe McGraw-Hill Companies, Inc, 2000
14-2 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Groups, Teams and Effectiveness ⚫Group: two or more people who interact with each other to accomplish a goal. ⚫Team: group who work intensively with each other to achieve a specific common goal. ◼ All teams are groups, BUT, not all groups are teams. ⚫Teams often are difficult to form. ◼ Takes time for members to work together. ◼ Teams can improve organizational performance
14-3 Groups Teams Impact Effectiveness Figure 14.1 Enhance Performance Increase G roups Responsiveness to customer and Gaining a Teams Competitive Increase Advantage an Innovation Increase Motivation Satisfaction " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
14-3 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Groups & Teams Impact Effectiveness Groups and Teams Can... Enhance Performance Increase Responsiveness to customer Increase Innovation Increase Motivation & Satisfaction Gaining a Competitive Advantage Figure 14.1
14-4 Competitive advantage with Groups Teams Performance Enhancement: Make use of synergy Workers in a group have the opportunity to produce more or better output than separate workers a Members correct other s errors bring new ideas to bear a Managers should build groups with members of complimentary skills Responsive to Customers: Difficult to achieve given many constraints o Safety issues, regulations, costs e Cross-functional teams provide the wide variety of skills needed Teams consist of members of different departments " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
14-4 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Competitive Advantage with Groups & Teams ◼ Performance Enhancement: Make use of synergy ◆ Workers in a group have the opportunity to produce more or better output than separate workers. ◼ Members correct other’s errors, bring new ideas to bear. ◼ Managers should build groups with members of complimentary skills. ◼ Responsive to Customers: Difficult to achieve given many constraints. ◆ Safety issues, regulations, costs. ◆ Cross-functional teams provide the wide variety of skills needed. ◼ Teams consist of members of different departments
14-5 Competitive Advantage, Cont Innovation: individuals rarely possess the wide variety of skills needed Team members also uncover flaws and develop new ldeas Managers should empower the team for the full Innovation process Motivation: members of groups, and particularly teams are often better motivated and satisfied than individuals It is fun to work next to other motivated people e Team members see their contribution to the team Teams also provide social interaction " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
14-5 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Competitive Advantage, Cont. ◼ Innovation: individuals rarely possess the wide variety of skills needed. ◆ Team members also uncover flaws and develop new ideas. ◆ Managers should empower the team for the full innovation process. ◼ Motivation: members of groups, and particularly teams, are often better motivated and satisfied than individuals. ◆ It is fun to work next to other motivated people. ◆ Team members see their contribution to the team. ◼ Teams also provide social interaction
14-6 Types of Groups and Teams Figure 14.2 Groups Teams Formal groups Informal Groups created by managers created by workers Cross p Friendship Interest Functional Mgmt Managed Groups Groups eams Teams Teams Cross- R&D Command Task Cultural Teams Groups Forces Teams " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
14-6 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Types of Groups and Teams CrossFunctional Teams Interest Groups Groups & Teams Formal Groups created by managers CrossCultural Teams Top Mgmt. Teams R & D Teams SelfManaged Teams Command Groups Task Forces Informal Groups created by workers Friendship Groups Figure 14.2
14-7 Formal groups Teams o Created by manager to meet the firms goals. I Cross-functional: members of different departments Cross-cultural: members of different cultures Research and development Teams: Create new products Top Management team: help develop firms direction a Important to have diversity in it to avoid group think Command Groups: members report to same manager Task Force: created to meet a given objective Standing committees are permanent task forces Self-Managed Teams: members are empowered to complete some given work a Team decides how to do the task " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
14-7 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Formal Groups & Teams ⚫Created by manager to meet the firm’s goals. Cross-functional: members of different departments. Cross-cultural: members of different cultures. Research and Development Teams: Create new products. Top Management team: help develop firm’s direction. ◼ Important to have diversity in it to avoid group think. Command Groups: members report to same manager. Task Force: created to meet a given objective. ◼ Standing committees are permanent task forces. Self-Managed Teams: members are empowered to complete some given work. ◼ Team decides how to do the task
14-8 Self-Managed Work Teams Keys to effective self managed teams o Give the team enough responsibility and autonomy to be self-managing o The team's task should be complex enough to include many different steps o Select members carefully. Look for diversity skills, and enthusiasm Manager should guide and coach, not supervise Determine training needs and be sure it is provided Teams may have trouble with performance reviews of members " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
14-8 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Self-Managed Work Teams ◼ Keys to effective self managed teams: ◆ Give the team enough responsibility and autonomy to be self-managing. ◆ The team’s task should be complex enough to include many different steps. ◆ Select members carefully. Look for diversity, skills, and enthusiasm. ◆ Manager should guide and coach, not supervise. ◆ Determine training needs and be sure it is provided. ◼ Teams may have trouble with performance reviews of members
14-9 Informal Groups and Teams e Created by the workers to meet their needs Friendship group: made up of employees who enjoy each other s company Satisfy the need for human interaction and social support Interest Groups: Workers seek to achieve a common goal based on their membership in the organization o Managers should observe interest groups to learn what employees see as important " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
14-9 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Informal Groups and Teams ⚫Created by the workers to meet their needs. ◼ Friendship group: made up of employees who enjoy each other’s company. ◆ Satisfy the need for human interaction and social support. ◼ Interest Groups: Workers seek to achieve a common goal based on their membership in the organization. ◆ Managers should observe interest groups to learn what employees see as important
14-10 Group dynamics o Dynamics affect how a group or team functions Group size: affects how a group performs Normally, keep group small(2 to 9 members Small groups interact better and tend to be more motivated Use large groups when more resources are needed Division of labor is possible with large group Group Tasks: impacts how a group interacts o Task interdependence shows how work of one member impacts another As interdependence rises members work closer together " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
14-10 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Group Dynamics ⚫Dynamics affect how a group or team functions. ◼ Group size: affects how a group performs. ◆ Normally, keep group small (2 to 9 members). ◼ Small groups interact better and tend to be more motivated. ◆ Use large groups when more resources are needed. ◼ Division of labor is possible with large group. ◼ Group Tasks: impacts how a group interacts. ◆ Task interdependence shows how work of one member impacts another. ◼ As interdependence rises, members work closer together
