MGT 3013 1st Edition Final Exam Study Guide: Chapters 13-16Study Previous Chapters. However, focus on these last four. Do not study strike-out points. Focus on highlighted points. Chapter 13- The Challenge of Managing Virtual Teamso Take baby steps and manage by resultso State expectationso Write it downo Communicate, but be considerateo Be aware of cultural differenceso Meet regularly- Why Teamwork is Importanto Increased Productivity At one GE factory, teamwork resulted in a workforce that was 20% more productive than comparable GE workforces elsewhereo Increased Speed Guidant Corp., maker of lifesaving medical devices, halved the time it took to getproducts to marketo Reduced Costs Boeing used teamwork to develop the 777 at costs far less than normalo Improved Quality Westinghouse used teamwork to improve quality performance in its truck and trailer division and within its electronic components divisiono Reduced Destructive Internal Competition Men’s Wearhouse fired a salesman who wasn’t sharing walk-in customer traffic, and total clothing sales volume among all salespeople increased significantlyo Improved Workplace Cohesiveness Cisco Systems told executives they would gain or lose 30% of their bonuses based on how well they worked with peers and in three years had record profits- Groups and Teamso Group Two to more freely acting individuals who share collective norms, collective goals, and have a common identity o Team Small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable - Various Types of Teamso Continuous Improvement Team Volunteers of workers and supervisors who meet intermittently to discuss workplace and quality-related problems; formerly called quality circleo Cross-Functional Team Members composed of people from different departments, such as sales and production, pursuing a common objective o Problem-Solving Team Knowledgeable workers who meet as a temporary team to solve a specific problem then disbando Self-Managed Team Workers are trained to do all or most of the jobs in a work unit, have no direct supervisor, and do their own day-to-day supervisiono Top-Management Team Members consist of the CEO, president, and top department heads and work to help the organization achieve its mission and goalso Virtual Team Members interact by computer network to collaborate on projectso Work Team Members engage in collective work requiring coordinated effort; purpose of team is advise, production, project, or action - Formal versus Informal Groupso Formal Group Established to do something productive for the organization Headed by a leadero Informal Group Formed by people seeking friendship Has no official appointed leader, although a leader may emerge - Work Teams for Four Purposeso Advice teams Created to broaden the information base for managerial decisions Committees, review panelso Production teams Responsible for performing day-to-day operations Assembly teams, Maintenance crews o Project teams Work to do creative problem solving, often by applying the specialized knowledge of members of a cross-functional team Task forces, research groups o Action teams Work to accomplish tasks that require people with specialized training and a high degree of coordination Hospital survey teams, airline cockpit crews, police SWAT teams- Self-Managed Teamso Groups of workers who are given administrative oversight for their task domains- Ways to Empower Self-Managed Teamso Managers should make team members accountable for their work, allow them to set their own team goals, and let them solve their own work-related problemso The team should work with a whole product or service (not just a part), assign jobs and tasks to its members, develop its own quality standards and measurement techniques, and handle its own problems with internal and external customerso Team members are cross-trained on jobs within their (and other) teams; do their own hiring, training, and firing; do their own evaluations of each other; and are paid (at least in part) as a teamo The team has access to important information and resources inside and outside the organization, is allowed to communicate with and draw support from other teams and departments, and sets its own rules and policies- Five Stages of Group and Team Developmento Forming Getting oriented and getting acquainted Leaders should allow time for people to become acquainted and socializeo Storming Individual personalities and roles emerge Leaders should encourage members to suggest ideas, voice disagreements, and work through their conflicts about tasks and goalso Norming Conflicts resolved, relationships develop, unity emerges Group cohesiveness Leaders should emphasize unity and help identify team goals and valueso Performing Solving problems and completing the assigned task Leaders should allow members the empowerment they need to work on taskso Adjourning Preparing for disbandment Leaders can help ease the transition by rituals celebrating “the end” and “new beginnings”- Building Effective Teamso Cooperation Efforts are systematically integrated to achieve a collective objectiveo Trust  Reciprocal faith in others’ intentions and behaviorso Cohesiveness Tendency of a group or team to stick togethero Performing goals and feedbacko Motivation through mutual accountabilityo Sizeo Roles o Norms o Awareness of Groupthink- How to Enhance Cohesiveness in Teamso Keep the teams smallo Encourage members’ interaction and cooperationo Emphasize member’s common characteristicso Strive for a favorable public image to enhance the team’s prestigeo Give each member a stake in the team’s success – a “piece of the action”o Point out threats from competitors to enhance team togethernesso Ensure performance standards are clear, and regularly update members on team goalso Frequently remind members they need each other to get the job doneo Direct each member’s special talents toward the common goals- Size: Small Teams or Large Teams? o Small teams: 2-9 members Better interaction Better moraleo Disadvantages Fewer resources Possibly less innovation  Unfair work distribution o Large Teams: 10-16 members More resources Division of laboro Disadvantages Less interaction Lower