RJ Chapter 9 Types of Teams o Problem solving BUSMHR 3200 Notes Part 8 Members share ideas or suggest how work processes and methods can be improved Rarely have the authority to unilaterally implement any of their suggestions o Self managed Groups of employees who perform highly related or interdependent jobs and take on many of the responsibilities for their former supervisors These tasks are planning and scheduling work assigning tasks to members making operating decisions taking action on problems and working with suppliers and customers o Cross functional Teams made up of employees from about the same hierarchical level but different work areas who come together to accomplish a task An effective means of allowing people from diverse areas within or even between organizations to exchange information develop new ideas solve problems and coordinate complex projects Early stages of development are often long as members learn to work with diversity and complexity o Virtual Use computer technology to unite physically dispersed members and achieve a common goal Allow people to collaborate online whether they re a room away or continents apart Very pervasive and technology has advanced so far that it s probably a bit of a misnomer to call them virtual May suffer because there is less social rapport and direct interaction among Adequate resources Leadership and structure Climate of trust Performance evaluation and reward systems members Team Effectiveness Model o Context o Composition Diversity Size of teams Member flexibility Member preferences Abilities of members Personality Allocating roles o Process Common purpose Specific goals Team efficacy Conflict levels Social loafing Turning Individuals Into Team Players o Selecting Hiring Team Players RJ Chapter 13 Traditional vs Interactionist Views of Conflict Candidates must be able to fulfill their team roles as well as technical requirements When candidates lack team skills candidates can undergo training transfer them to another unit that does not have teams or hire them o Training Creating Team Players Conduct exercises that allow employees to experience the satisfaction teamwork can provide Employees improve their problem solving communication negotiation conflict management and coaching skills here o Rewarding Providing Incentives Promotions pay raises and other forms of recognition should be given to individuals who work effectively as team members by training new colleagues sharing information helping resolve team conflicts and mastering needed new skills o Traditional o Interactionist Consistent with attitudes about group behavior that prevailed in the 1930s and 1940s Conflict was a dysfunctional outcome resulting from poor communication a lack of openness and trust between people and the failure of managers to be responsive to the needs and aspirations of their employees Encourages conflict on the grounds that a harmonious peaceful tranquil and cooperative group is prone to becoming static apathetic and unresponsive to needs for change and innovation Functional vs Dysfunctional Conflict Functional Dysfunctional o Supports the goals of the group and improves its performance and is a constructive form of conflict o A conflict that hinders group performance is a destructive conflict o Task vs Relationship vs Process Conflict Relationship Task Process Relates to the content and goals of the work Focuses on interpersonal relationships Relates to how the work gets done 5 Stages of Conflict Process o 1 Potential opposition or incompatibility Antecedent conditions Communication Structure Personal variables o 2 Cognition and personalization Perceived conflict o 3 Intentions Conflict handling intentions Competing Collaborating Compromising Avoiding Accommodating Does not mean conflict is personalized Felt Conflict When individuals become emotionally involved that parties experience anxiety tension frustration or hostility o 4 Behavior Overt conflict party s behavior and other s reaction o 5 Outcomes Increased group performance because of party s behavior Decreased group performance caused by other s reaction Distributive vs Integrative Bargaining o Distributive It operates under zero sum conditions The essence is negotiating over who gets what share of a fixed pie Fixed Pie A set amount of goods or services to be divvied up When the pie is fixed or parties believe it is they tend to bargain distributively Both parties have a target point and resistance point defines what he or she would like to achieve Target point Resistance point marks the lowest outcome that is acceptable the point below which the party would break off negotiations rather than accept a less favorable settlement Ex You see a used car advertised for sale online It appears to be just what you ve been looking to buy You go out to see the car It s great and you want it The owner tells you the asking price You don t want to pay that much The two of you then negotiate over the price The negotiating process is distributive Operates under the assumption that one or more settlements can create a win win solution Both parties must be engaged for it to work Preferable to distributive bargaining because of the former builds long term relationships Bonds negotiators and allows them to leave the bargaining table feeling they have achieved a victory o Integrative Builds animosities and deepens divisions when people have to work together on an ongoing basis BATNA o Best Alternative To A Negotiated Agreement o Determines the lowest value acceptable to you for a negotiated agreement o Any offer you receive that is higher than your BATNA is better than an impasse o You shouldn t expect success in your negotiation effort unless you re able to make the other side an offer it finds more attractive than its BATNA
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