Management 管理学 PRIMANOnlineLectureCh18.docx

Management 管理学 PRIMANOnlineLectureCh18.docx

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Management管理学PRIMANOnlineLectureCh18

CHAPTER18-Teamwork

ONLINELecture

I.MANAGER’SCHALLENGE

EmployeesatUnitedAirlinescouldusealift.They’vesufferedyearsofdecliningorganizationalperformance,resultinginademoralizingbankruptcythatcutwages,laidoffthousandsofemployees,andforcedremainingworkerstodomorewithless.Rampworkers,thosewhowaveinjets,loadbaggage,andpushplanesaroundwithtractorsandtowbars,haveoneofthetoughest—andoftenoneofthemostunderappreciated—jobsintheindustry.AtUnited,rampworkerstypicallyworkinteamsoffour.Theworkcanbechaotic,withmissingequipment,lousyweather,machinerybreakdowns,andpotentiallydangerousdebrisonthetarmac.Ifsomeonecallsinsick,anunderstaffedteamhastohandlethemyriadrampchoresintheallottedtimetogetplanesbackintheair.Unfortunately,evenfullystaffedteamsatUnitedhavetroubleturningplanesquickly.Unitedbeganacampaigntostandardizerampfunctions,butoperationsmanagersknowitisn’tenough.Theyhavetoimproveteameffectivenessorthenewprocedureswilldolittletohelpworkersmeetanacceleratedschedule.

II.TEAMSATWORK

Someorganizationshavehadgreatsuccesswithteams,includingincreasedproductivity,qualityimprovements,greaterinnovation,andhigheremployeesatisfaction.Teamsareanimportantaspectoforganizationallife,andtheabilitytomanagethemisanimportantcomponentofmanagerandorganizationsuccess.

A.WhatIsaTeam?

1.Ateamisaunitoftwoormorepeoplewhointeractandcoordinatetheirworktoaccomplishaspecificgoal.Thisdefinitionhasthreecomponents:

twoormorepeoplearerequired;peopleinateamhaveregularinteraction;andmembersofateamshareaperformancegoal.

2.Althoughateamisagroupofpeople,thetwotermsarenotinterchangeable.Anemployercanputtogetheragroupofpeopleandneverbuildateam.Theteamconceptimpliesasenseofsharedmissionandcollectiveresponsibility.

B.ModelofWorkTeamEffectiveness

1.Workteameffectivenessisbasedonthreeoutcomes:

productiveoutput—thequalityandquantityoftaskoutputsasdefinedbyteamgoals;personalsatisfaction—theteam’sabilitytomeetthepersonalneedsofitsmemberstomaintaintheirmembershipandcommitment;andcapacitytoadaptandlearn—theabilityofteamstobringgreaterknowledgeandskillstojobtasksandenhancethepotentialoftheorganizationtorespondtonewthreatsoropportunities.

2.Thefactorsthatinfluenceteameffectivenessbeginwiththeorganizationalcontextinwhichtheteamoperates—thestructure,strategy,environment,culture,andrewardsystems.Managersdefineteamswithinthatcontext.Importantteamcharacteristicsarethetypeofteam,theteamstructure,andtheteamcomposition.Theseteamcharacteristicsinfluenceprocessesinternaltotheteam,whichaffectoutputandsatisfaction.Goodteamleadersunderstandandmanagestagesofteamdevelopment,cohesiveness,norms,andconflicttoestablishaneffectiveteam.

III.TYPESOFTEAMS

A.FormalTeams

1.Formalteamsarecreatedbytheorganizationaspartoftheformalorganizationstructure.

a.Averticalteamiscomposedofamanagerandsubordinatesintheformalchainofcommand.Theteamisalsocalledafunctionalorcommandteamandmayincludethreeorfourlevelswithinasinglefunctionaldepartment.Afinancialanalysisdepartment,aqualitycontroldepartment,andanaccountingdepartmentareallverticalorcommandteams.Cross-functionalteamsandcommitteesallowmemberstoexchangeinformation,coordinateunits,developnewideasandsolutions,andhelpdevelopnewpracticesandpolicies.

b.Ahorizontalteamiscomposedofemployeesfromaboutthesamehierarchicallevelbutfromdifferentareasofexpertise.Themostcommonhorizontalteamsarecross-functionalteamsandcommittees.

∙Across-functionalteam,ortaskforce,isagroupofemployeesfromdifferentdepartmentsformedtodealwithaspecifictask,existingonlyuntilthetaskiscompleted.

∙Acommitteeisgenerallylonglivedandmaybeapermanentpartoftheorganization’sstructure.Committeestypicallyareformedtodealwithtasksthatrecurregularly.

c.Specialpurposeteams,alsocalledprojectteams,arecreatedoutsidetheformalorganizationstructuretoundertakeaprojectofspecialimportanceorcreativity.Companiesusespecial-purposeteamstospeedupdevelopmentofaspecialproject.Thesefast-cycleteamsaregiventhefreedomandresourcestocompleteprojects.

B.SelfDirectedTeams

1.Employeeinvolvementthroughteamsincreasestheparticipationoflowerlevelworkersindecisionmakingabouttheirjobs,withthegoalofimprovingperformance.Employeeinvolvementstartedoutwithtechniquessuchasinformationsharingwithemployeesoraskingemployeesforsuggestionsaboutimprovingthework.

a.Problemsolvingteamsareemployeesfromthesamedepartmentwhomeettoimprovequality,efficiency,andworkenvironment.Problem-solvingteamsareusuallythefirststepinacompany’smovetowardgreateremployeeparticipation.Themostwidelyknownapplicationisqualitycircles,firstusedbytheJapanese.Employeesinqualitycirclesfocusonwaystoimprovequalityintheproductionprocess.

b.Selfdirectedteamsconsistoffiveto20multi-skilledworkerswhorotatejobsandproduceanentireproductorservice.Theteamworkswithminimumsupervision,perhapselectingoneofitsownassupervisor,whomaychangeeachyear.Themosteffectiveself-directedteamsarethosethatarefullyempowered.Self-directedteamstypicallyincludethefollowingelements:

∙Thecombinedskillsaresufficienttoperformamajororganizationaltask.

∙Theteamhastheresourcestoperformthecompletetask.

∙Theteamisgivendecision-makingauthoritytocompletethetask.

∙Theteamassumesmanagerialdutiessuchasworkscheduling,orderingmaterials,andhiringnewmembers.

C.TeamsintheNewWorkplace

1.VirtualTeams

a.Avirtualteamismadeupofgeographicallyororganizationallydispersedmemberslinkedthroughadvancedinformationandtelecommunicationstechnologies.Thoughsomevirtualteamsincludeonlyorganizationalmembers,theymayalsoincludecontingentworkers,membersofpartnerorganizations,customers,suppliers,andconsultants.Membersusee-mail,voicemail,videoconferencing,Internetandintranettechnologies,andcollaborationsoftwarealthoughtheymaymeetface-toface.

b.Virtualteamsarehighlyflexibleanddynamic.Teamleadershipistypicallysharedoraltereddependingontheareaofexpertiseneededateachstageoftheproject.Teammembershipmaychangequickly,dependingonthetasks.

c.Oneadvantageofavirtualteamistheabilitytoassemblethebestgrouptocompleteacomplexproject,solveaproblem,orexploitastrategicopportunity.Thesuccessofvirtualteamsdependsonselectingtherightmembers,managingsocialization,fosteringtrust,andeffectivelymanagingcommunication.

2.GlobalTeams

a.Globalteamsarecross-borderworkteamsmadeupofmembersofdifferentnationalitieswhoseactivitiesspanmultiplecountries.Virtualteamsaresometimescalledglobalteams.Globalteamsfallintotwocategories.

∙Interculturalteams,whosememberscomefromdifferentcountriesorculturesandmeetfacttoface.

∙Virtualglobalteams,whosemembersremaininseparatelocationsaroundtheworldandconducttheirworkelectronically.

b.Globalteamscanpresentenormouschallengesforteamleaders,whohavetobridgegapsoftime,distance,andculture.Membersofglobalteamsmayspeakdifferentlanguages,usedifferenttechnologies,andhavedifferentbeliefsaboutauthority,timeorientation,anddecisionmaking.Culturedifferencescansignificantlyaffectteam-workingrelationships.

c.Foraglobalteamtobeeffective,allteammembershavetobewillingtodeviatesomewhatfromtheirownvaluesandnormsandestablishnormsfortheteam.Carefullyselectingteammembers,buildingtrust,andsharinginformationarealsocriticaltosuccess.

UnlockingCreativeSolutionsThroughTECHNOLOGY

MySQL:

CreatingaTwenty-First–CenturyGlobalTeam

Howdoyouinstillespritdecorpsinafar-flungvirtualteam?

It’sachallengemanagersatMySQL,aSwedishsoftwaremaker,facedaily.MySQL,whichproducesadatabasemanagementsystemusedinWebapplications,employsabout320peoplescatteredin25countries.Themajorityofthemworkfromhome.ForMySQL,buildinganeffectivevirtualglobalteambeginswithhiringtherightpeople.Whatthecompanylooksforarepeoplewiththerighttechnicalskillsandareallovefortheirwork.MySQLmanagershavebuiltinnumerouscommunicationchannelstokeeppeopletalkingacrosstimeandspace.Teamleadersrecognizethelimitationsoftext-basedelectroniccommunication,suchashoweasilymiscommunicationcanoccurintheabsenceofnonverbalcues.It’stheirresponsibilitytohelppeopledevelopandfollowguidelinesforcommunication.Controlssuchasweeklyperformancereportskeeppeoplefocusedontasks,yetmanagershavetobecomfortablewiththeinformalityandloosestructureofavirtualenvironment.

IV.TEAMCHARACTERISTICS

Thenextissueofconcernformanagersisdesigningtheteamforgreatereffectiveness.Onefactoristeamcharacteristics,whichaffectteamdynamicsandperformance.Characteristicsofconcernincludeteamsize,diversity,andmemberroles.

A.Size

1.Theidealsizeofworkteamsisaboutseven,althoughvariationsfromfiveto12seemtoworkbest.Theseteamsarelargeenoughtotakeadvantageofdiverseskills,enablememberstoexpressgoodandbadfeelings,andsolveproblems,yetsmallenoughtopermitmemberstofeellikeanintimatepartofthegroup