Chapter 14Team Management and Conflict

Chapter 14Team Management and Conflict

LEARNING OBJECTIVES

After studying this chapter, you should be able to:

Discuss the nature of teams and the characteristics of effective teams
Identify the types of teams that organizations use
Discuss potential uses of teams
Use decision-making authority as a characteristic by which to distinguish team type
Identify and discuss steps in establishing teams
Identify and discuss the roles of team members and team leaders
Describe the four stages of team development
Discuss team cohesiveness and team norms and their relationship to team performance
Evaluate the benefits and costs of teams
Discuss the positive and negative aspects of conflict in an organization
Identify the sources of conflict in an organization
Describe a manager’s role in conflict management and potential strategies to manage conflict

KEY TERMS

avoidance
collaboration
committee
compromise
conflict
confrontation
cross-functional team
dysfunctional conflict
executive team
formal team
forming stage
free rider
functional conflict
horizontal team / norming stage
performing stage
process team
product development team
project team
quality assurance team
self-managed work team
smoothing
storming stage
superordinate objective
task force
team
vertical team
virtual team
work team

CHAPTER OUTLINE

INTRODUCTION
NATURE OF TEAMS
Teams Defined
Characteristics of Effective Teams
TYPES OF TEAMS
Teams
Vertical Teams
Horizontal Teams
PHILOSOPHICAL ISSUES OF TEAM MANAGEMENT
How to Use Teams
Product Development Teams
Project Teams
Quality Teams
Process Teams
Work Teams
HOW MUCH INDEPENDENCE TO GIVE TEAMS
Various Teams
Teams Closely Controlled by Management
Teams with Moderate Independence
Independent Work Teams
ESTABLISHMENT OF TEAM ORGANIZATION
Process of TeamBuilding
Assessing Feasibility
Identifying Priorities
Defining Mission and Objectives
Uncovering and Eliminating Barriers to TeamBuilding
Starting with Small Teams
Planning for Training Needs
Planning to Empower
Planning for Feedback and Development Time
Team-Building Considerations
Team Size
MEMBER ROLES
Team Leadership
Management of Team Processes
Stages of Team Development
Stages
Forming
Storming
Norming
Performing
Team Cohesiveness
Elements of Cohesion
Factors Determining Team Cohesiveness
Results of Team Cohesiveness
Team Norms
Team Personality
MEASUREMENTS OF TEAM EFFECTIVENESS
Benefits of Teams
Synergy
Increased Skill and Knowledge
Flexibility
Commitment
Costs of Teams
Power-Realignment Costs
Team-Training Costs
Lost Productivity
Free-Riding Costs
Loss of Productive Workers
Team and Individual Conflict
Views of Conflict
Traditional View
Behavioral View
Interactionist View
Positive and Negative Aspects of Conflict
Sources of Conflict
Competition
Differences in Objectives
Differences in Values, Attitudes, and Perceptions
Disagreements about Role Requirements
Disagreements about Work Activities
Disagreements about Individual Approaches
Breakdowns in Communication
STRATEGIES FOR MANAGING CONFLICT
Analysis of the Conflict Situation
Development of a Strategy
Avoidance
Smoothing
Compromise
Collaboration
Confrontation
Appeals to Superordinate Objectives
Decisions by a Third Party
Conflict Stimulation

LECTURE OUTLINE

The outline below (the lecture outline) is referenced to the above chapter outline and contains supplementary material to enhance your discussion of the chapter, but it is organized somewhat differently. As a result, you have a choice: by using what is in the outline below, (1) you may present the above chapter outline material in a different sequence, or (2) you may use the chapter outline references in the outline below to present the lecture outline material in the same sequence as the chapter outline.

I.INTRODUCTION (CHAPTER OUTLINE: SECTION I)

II.NATURE OF TEAMS (CHAPTER OUTLINE: SECTION II)

A.Teams Defined

1.Teams represent two or more persons who interact regularly to accomplish a common purpose.

2.Team assignments determine the size of the group.

3.A group without an objective is not considered a team.

4.All members of a team must actively participate in a cooperative and coordinated effort to attain success.

B.Characteristics of Effective Teams

1.The effectiveness of teams starts with structure and behavior.

2.Team objectives must have a consistent and continual focus.

3.Freedom of expression and trust must exist among all members.

4.Decisions must be made by consensus.

5.Flexibility must prevail for work processes and problem solving.

C.Types of Teams (CHAPTER OUTLINE: SECTION III)

1.Vertical teams, also called command or functional teams, are comprised of members from several levels of authority and management tiers.

2.Horizontal teams are made up of group members from different departments.

3.Task force teams, cross-functional teams, and committees are horizontal teams. Most members represent compatible levels of authority.

4.Committees may be either ad hoc or standing.

III.PHILOSOPHICAL ISSUES OF TEAM MANAGEMENT

A.How to Use Teams (CHAPTER OUTLINE: SECTION IV)

1.Team objectives are intended to improve quality, design products, solve problems, or perform functional work.

2.Project teams are sometimes called problem-solving teams that are formed to complete a specific task.

3.Quality circles (QC) and quality assurance teams address issues related to guaranteeing satisfaction and/or improvement of needs or problems.

B.How Much Independence to Give Teams (CHAPTER OUTLINE: SECTION V)

1.Organizational teams range in authority and operating freedom.

2.Committees have the least authority and are controlled more by management than other forms of teams.

3.Executive or self-directed teams are independent and have the most authority.

IV.ESTABLISHMENT OF TEAM ORGANIZATION (CHAPTER OUTLINE: SECTION VI)

A.Process of TeamBuilding

1.A change of thinking and philosophy must start with top management for the creation of team management.

2.The process of team building includes the following steps:

a.Step 1: Assess feasibility.

b.Step 2: Identify priorities.

c.Step 3: Define mission and objectives.

d.Step 4: Identify and eliminate barriers to team building.

e.Step 5: Start with small teams.

f.Step 6:Plan for training needs.

g.Step 7: Plan to empower.

h.Step 8: Plan for feedback and development time.

B.Team-Building Considerations

1.Team Size

a.The size of effective teams, less than 12 members, must be established.

b.A balance of membership roles with diverse technical abilities and complementary interpersonal skills must exist.

2.Member Roles (CHAPTER OUTLINE: SECTION VII)

a.Task Specialists

(1) Contributor—a data-driven person who supplies needed information and pushes for high team performance standards

(2) Challenger—a team player who constantly questions the goals, methods, and even the ethics of the team

(3)Initiator—person who proposes new solutions, new methods, and new systems for team problems

b. Social Specialists

(1) Collaborator—the “big picture” person who urges the team to stay with it.

(2) Communicator—the person who listens well and facilitates well

(3) Cheerleader—the person on the team who encourages team efforts

3.Team Leadership

V.MANAGEMENT OF TEAM PROCESSES

A.Stages of Team Development (CHAPTER OUTLINE: SECTION VIII)

1.Individual members become acquainted during the forming stage.

2.Disagreement and contrasting aspects mark the storming stage.

3.The team solidifies by achieving unity during the norming stage.

4.The performing stage is highlighted as the team begins to function as intended. The intent or purpose of the group becomes the focus.

B.Team Cohesiveness (CHAPTER OUTLINE: SECTION IX)

1.The attractiveness and bonding agent of group members is known as cohesiveness. It solidifies the members into a unit.

2.The size of the group, the clarity of objectives, and the frequency of interaction determine the amount of group cohesiveness.

C.Team Norms

1.Group norms are informal, unwritten, and consistent codes of conduct or patterns of behavior.

2.Team norms that are established by members can be ground rules or guidelines.

3.Norms define acceptable and unacceptable levels of behavior and performance.

D.Team Personality

1.As with individuals, teams have personalities.

2.The combination of norms and cohesiveness results in the team personality. Each team has its own unique features.

VI.MEASUREMENTS OF TEAM EFFECTIVENESS (CHAPTER OUTLINE: SECTION X)

A.Benefits of Teams

1.The effectiveness of team effort is measured through benefits and costs.

2.Team benefits include synergy, increased skills and knowledge, flexibility, and commitment.

B.Costs of Teams

1.Costs related to team efforts exist in many forms.

2.The major costs associated with implementing the team concept include power-realignment costs, training costs, lost productivity, free-riding costs, and loss of productive workers.

VII.TEAM AND INDIVIDUAL CONFLICT

A.Views of Conflict

1.The traditional philosophical management view does not accept, recognize, or address conflict, i.e., it is unnecessary and harmful.

2.Behaviorists expect and address conflict. It is inevitable and can produce positive results. However, according to behaviorists conflict is usually harmful and should be resolved or eliminated.

3.Interactionists believe conflict is also inevitable and even necessary for the health of organizations.

B.Positive and Negative Aspects of Conflict (CHAPTER OUTLINE: SECTION XI)

1.Dysfunctional conflict limits the achievement of objectives.

2.Functional conflict supports objective accomplishment.

C.Sources of Conflict

1.The sources of conflict are as varied as the benefits, costs, and views.

2.Competition is but one of many sources of conflict. Others include differences in objectives, values, and perceptions; disagreements about role requirements, work activities, and individual approaches; and communication breakdowns.

VIII.STRATEGIES FOR MANAGING CONFLICT (CHAPTER OUTLINE: SECTION XII)

A.Analysis of a Conflict Situation

1.Potential sources of conflict must be recognized.

2.An analysis determining what level the conflict has reached must be performed.

3.The parties involved must be identified.

B.Development of a Strategy

1.When conflict requires action, a manager must determine which option is most appropriate.

2.Options to resolve conflict include avoidance, smoothing, compromise, collaboration, confrontation, establishment of superordinate objectives, and involvement of a third party.

C.Conflict Stimulation

1.Contrary to popular belief, managers may decide to stir the pot and increase conflict and competition.

2.In other words, at times a manager may wish to stimulate conflict. The options are to bring in outsiders, change the rules, change the organization, change managers, and encourage competition.

SUGGESTED RESPONSES TO REVIEW QUESTIONS

1.What elements are needed for a group to be considered a team? What are the characteristics of effective teams?

A team is a group of two or more people who interact regularly in a collaborative way to accomplish pre-set objectives and goals.

2.What are vertical teams? What three types of teams are considered horizontal teams?

A vertical team is comprised of members with various levels of authority from different tiers of management. Task force teams, cross-functional teams, and committees are all horizontal in nature.

3.What is the purpose of a project team? How does it differ from a work team?

Project teams attempt to complete a specific task in an organization. Work teams are small, multi-skilled groups that perform all the tasks previously performed by a functional department.

4.In terms of authority for day-to-day decisions, what is the difference between a self-managed work team and a product development team?

Self-managed work teams have more authority and independence to make day-to-day decisions. Product development teams are controlled more by management.

5.What are the eight steps involved in the process of establishing teams?

Step 1: Assess feasibility.

Step 2: Identify priorities.

Step 3: Define mission and objectives.

Step 4: Uncover and eliminate barriers to team building.

Step 5: Start with small teams.

Step 6: Plan for training needs.

Step 7: Plan to empower.

Step 8: Plan for feedback and development time.

6.What two major kinds of roles do team members play within a team? What is the importance of each role?

The student answers will vary. Any combination of the following is acceptable:

The contributor: a data-driven person who supplies needed information and pushes for high team performance standards.

The challenger: a team player who constantly questions the goals, methods, and even the ethics of the team.

The initiator: the person who proposes new solutions, new methods, and new systems for team problems.

The collaborator: the “big picture” person who urges the team to stay with its vision and to achieve it.

The communicator: the person who listens well, facilitates well, and humanizes the work of the team.

The cheerleader: the person on the team who encourages and praises individual and team efforts.

The compromiser: the team member who will shift opinions to maintain harmony.

7.What are the four stages of team development? What occurs at each stage?

a.Individual members become acquainted during the forming stage.

b.Disagreement and contrasting aspects mark the storming stage.

c.The team solidifies by achieving unity during the norming stage.

d.The performing stage is highlighted as the team begins to function as intended.

8.What is team cohesiveness? What factors contribute to high team cohesiveness?

The attractiveness and bonding agent of group members is known as cohesiveness. The size of the group, the clarity of objectives, and the frequency of interaction determine the amount of group cohesiveness.

9.What are the benefits associated with teams?

Team benefits include synergy, increased skills and knowledge, flexibility, and commitment.

10.What are the positive and negative effects of conflict in an organization?

Dysfunctional conflict limits the achievement of objectives. Functional conflict supports the objectives of the organization.

11.What are four potential sources of conflict in an organization? Explain each.

There are numerous sources of conflict in an organization; therefore, student answers to this question will vary.

a.Competition can result from individuals attempting to outperform each other, a struggle for limited resources, or pursuit of performance rewards.

b.Objectives between individuals and the organization may vary as well as between departments within an organization.

c.Individuals, groups, and levels of hierarchy can experience clashes in values and perceptions.

d.Communication breakdowns result in misperception and/or misunderstanding.

12.What strategies are available for conflict management? Explain each.

a.Avoidance is a technique of withdrawing or ignoring.

b.Tact and diplomacy are used in smoothing the conflict.

c.Compromising means all parties must give up something to obtain something in return.

d.Collaboration means mutual involvement or participation through consensus.

e.Conflicting parties are forced to verbalize their positions and disagreements with confrontation.

f.Superordinate objectives that overshadow individual interests may be brought to the forefront.

g.Outsiders or disinterested third party members may be called to resolve issues.