BUSMHR 3200 Notes Part 8RJ: Chapter 9- Types of Teams o Problem-solving Members share ideas or suggest how work processes and methods can be improved Rarely have the authority to unilaterally implement any of their suggestionso 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 customerso 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 complexityo 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 members- Team Effectiveness Model o Context Adequate resources Leadership and structure Climate of trust Performance evaluation and reward systemso Composition Abilities of members Personality Allocating roles Diversity Size of teams Member flexibility Member preferenceso Process Common purpose Specific goals Team efficacy Conflict levels Social loafing- Turning Individuals Into Team Players o Selecting: Hiring Team Players 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 themo 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 hereo 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 skillsRJ: Chapter 13:- Traditional vs. Interactionist Views of Conflict o Traditional: Consistent with attitudes about group behavior that prevailed in the 1930s and 1940s Conflict was a dysfunctional outcome resulting from poor communication, a lackof openness and trust between people, and the failure of managers to be responsive to the needs and aspirations of their employeeso Interactionist 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:o Supports the goals of the group and improves its performance and is a constructive form of conflict- Dysfunctional:o A conflict that hinders group performance is a destructive conflicto Task vs Relationship vs Process Conflict Task:- Relates to the content and goals of the work Relationship:- Focuses on interpersonal relationships Process:- Relates to how the work gets done- 5 Stages of Conflict Process o 1. Potential opposition or incompatibility Antecedent conditions- Communication- Structure- Personal variableso 2. Cognition and personalization Perceived conflict- Does not mean conflict is personalized Felt Conflict- When individuals become emotionally involved, that parties experience anxiety, tension, frustration, or hostilityo 3. Intentions Conflict-handling intentions- Competing - Collaborating- Compromising- Avoiding- Accommodating o 4. Behavior Overt conflict: party’s behavior and other’s reactiono 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- Target point: defines what he or she would like to achieve- 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.o Integrative: 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 Builds animosities and deepens divisions when people have to work together onan ongoing basis- BATNA: o Best Alternative To A Negotiated Agreemento Determines the lowest value acceptable to you for a negotiated agreemento Any offer you receive that is higher than your BATNA is better than an impasseo 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
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