Management A Practical Introduction Third Edition Angelo Kinicki

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Management A Practical Introduction Third Edition Angelo Kinicki & Brian K. Williams Kinicki/Williams, Management:

Management A Practical Introduction Third Edition Angelo Kinicki & Brian K. Williams Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin

Manager’s Toolbox Dealing With Disagreements v v v Avoiding—maybe the problem will go away

Manager’s Toolbox Dealing With Disagreements v v v Avoiding—maybe the problem will go away Accommodating—let’s do it your way Forcing—you have to do it my way Compromising—let’s split the difference Collaborating—let’s cooperate to reach a win-win solution that benefits both of us v Strength: its longer lasting effect – deals with the underlying problem, not just symptoms v Weakness: time consuming Mc. Graw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin © 2006 The Mc. Graw-Hill Companies, Inc. All rights reserved. 2

Chapter 13: Groups & Teams Increasing Cooperation, Reducing Conflict v. Groups versus Teams v.

Chapter 13: Groups & Teams Increasing Cooperation, Reducing Conflict v. Groups versus Teams v. Groups & Team Development v. Building Effective Teams v. Managing Conflict Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 3

13. 1 Groups Versus Teams WHY IS TEAMWORK IMPORTANT? v. Peter Drucker argues that

13. 1 Groups Versus Teams WHY IS TEAMWORK IMPORTANT? v. Peter Drucker argues that tomorrow’s organizations will be flatter, information- based, and organized around teams v. Teams offer increased productivity, increased speed, reduced costs, improved quality, reduced destructive internal competition, and improved workplace cohesiveness Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 4

Groups & Teams: How Do They Differ? v Group: two or more freely interacting

Groups & Teams: How Do They Differ? v Group: two or more freely interacting individuals who share collective norms, share collective goals, , and have a common identity – performing as individuals v Management-Directed Mc. Graw-Hill/Irwin v Team: small group of people with complementary skills who are committed to a common purpose, performance goals, and approach, or which they hold themselves mutually accountable – essence is common commitment v Self-Directed Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin © 2006 The Mc. Graw-Hill Companies, Inc. All rights reserved. 5

Formal versus Informal Groups v Formal Group – created to do productive work v

Formal versus Informal Groups v Formal Group – created to do productive work v is a group established to do something productive for the organization and is headed by a leader. Mc. Graw-Hill/Irwin v Informal Group – created for friendship v is a group formed by people seeking friendship and has no officially appointed leader, although a leader may emerge from the membership. Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin © 2006 The Mc. Graw-Hill Companies, Inc. All rights reserved. 6

Various Types of Teams Crossfunctional teams Members composed of people from different departments such

Various Types of Teams Crossfunctional teams Members composed of people from different departments such as sales and production, pursuing a common objective Problemsolving teams Knowledgeable workers meet as a temporary team to solve a 5. who Selfspecific problem, then disband needs actualization Quality Circle Volunteers of workers and supervisors who meet intermittently to discuss workplace and quality-related problems Selfmanaged team Workers are trained to do all or part of the jobs in a work unit, have no direct supervisor, and do their own day-to-day supervision Topmanagement team Members consists of the CEO, president, and top department heads and work to help organization achieve its mission and goals Virtual team Members interact by computer network to collaborate on projects Work team Members engage in collective work requiring coordinated effort; purpose of team is advice, production, problem, or action Mc. Graw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin © 2006 The Mc. Graw-Hill Companies, Inc. All rights reserved. 7

Four Purposes of Work Teams 1) Advice Teams – broaden the information base for

Four Purposes of Work Teams 1) Advice Teams – broaden the information base for managerial decisions v 2) Committees, advisory councils, and quality circles Production Teams – responsible for performing day-today operations v Mc. Graw-Hill/Irwin Maintenance crews, assembly teams, and mining teams Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin © 2006 The Mc. Graw-Hill Companies, Inc. All rights reserved. 8

Four Purposes of Work Teams 3) Project Teams – work to do creative problem

Four Purposes of Work Teams 3) Project Teams – work to do creative problem solving 1) 2) 4) A Cross Functional Team is staffed by specialists pursuing a common objective Research groups, development teams, and task forces Action Teams – work to accomplish tasks that require people with 1) Mc. Graw-Hill/Irwin (1) specialized training, and (2) a high degree of coordination Hospital surgery teams, police SWAT teams, and labor contract negotiating teams, baseball teams Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin © 2006 The Mc. Graw-Hill Companies, Inc. All rights reserved. 9

13. 1 Groups Versus Teams v. Self-managed teams are groups of workers who are

13. 1 Groups Versus Teams v. Self-managed teams are groups of workers who are given administrative oversight for their task domains v. These teams have emerged out of quality circles (small groups of volunteers or workers or supervisors who meet intermittently to discuss workplace and quality issues) v. The goal of self-managed teams is to increase productivity and employee quality of work life Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 10

Quality Circles & Self-Managed Teams v Self-Managed Teams: v Quality Circles: groups of workers

Quality Circles & Self-Managed Teams v Self-Managed Teams: v Quality Circles: groups of workers who consists of small groups are given administrative of volunteers of workers oversight for their task and supervisors who domains. meet intermittently to v Needs extensive training discuss workplace and on how to be team quality-related problems. players v The goal of selfmanaged teams is to increase productivity and employee quality of work life Mc. Graw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin © 2006 The Mc. Graw-Hill Companies, Inc. All rights reserved. 11

13. 2 Stages of Group & Team Involvement Figure 13. 1: Five Stages of

13. 2 Stages of Group & Team Involvement Figure 13. 1: Five Stages of Group and Team Development Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 12

13. 2 Stages of Group & Team Involvement HOW DOES A GROUP EVOLVE INTO

13. 2 Stages of Group & Team Involvement HOW DOES A GROUP EVOLVE INTO A TEAM? v. Groups evolve into teams by going through five stages: Stage 1: Forming – Why are we here? vthe process of getting oriented and getting acquainted v. This stage is an uncertain one as members get to know each other, identify the group’s goals, and determine who is in charge v. Mutual trust is low at this stage v. Leaders should let people get acquainted and socialize during this stage Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 13

Five Stages of Group Development 1) Forming – Why are we here? 1) Process

Five Stages of Group Development 1) Forming – Why are we here? 1) Process of getting oriented and getting acquainted 2) High degree of uncertainty: who is in charge and what goals are 3) Leaders should give people time to become acquainted and socialize Mc. Graw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin © 2006 The Mc. Graw-Hill Companies, Inc. All rights reserved. 14

Five Stages of Group Development 2) Storming – Why are we fighting over who

Five Stages of Group Development 2) Storming – Why are we fighting over who does what and who’s in charge? 1) Characterized by emergence of individual personalities and roles and conflicts within the group 2) Length of this stage depends on clarity of goals and commitment and maturity of members 3) Individuals may test leader’s policies Mc. Graw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin © 2006 The Mc. Graw-Hill Companies, Inc. All rights reserved. 15

Five Stages of Group Development 2) Storming – Why are we fighting over who

Five Stages of Group Development 2) Storming – Why are we fighting over who does what and who’s in charge? 4) Leader should encourage members to 1) Suggest ideas 2) Voice disagreements 3) Work through their conflicts Mc. Graw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin © 2006 The Mc. Graw-Hill Companies, Inc. All rights reserved. 16

Five Stages of Group Development 3) Norming – Can we agree on roles and

Five Stages of Group Development 3) Norming – Can we agree on roles and work as a team? 1) Conflicts are resolved, close relationships are developed, and unity and harmony emerge 2) Group evolves into a team / team spirit 3) Team sets guidelines for what its members will do to and how they will do it (norms) 4) Authority questions resolved through unemotional group discussion Mc. Graw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin © 2006 The Mc. Graw-Hill Companies, Inc. All rights reserved. 17

Five Stages of Group Development 3) Norming – Can we agree on roles and

Five Stages of Group Development 3) Norming – Can we agree on roles and work as a team? 5) A “we feeling” binding team members together is principal by-product 6) Leader should emphasize unity and help identify team’s goals and values Mc. Graw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin © 2006 The Mc. Graw-Hill Companies, Inc. All rights reserved. 18

Five Stages of Group Development 4) Performing – Can we do the job properly?

Five Stages of Group Development 4) Performing – Can we do the job properly? 1) Members concentrate on solving problems and completing the assigned task 2) Leader should give the empowerment they need to work on tasks Mc. Graw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin © 2006 The Mc. Graw-Hill Companies, Inc. All rights reserved. 19

Five Stages of Group Development 5) Adjourning– Can we help members transition out? 1)

Five Stages of Group Development 5) Adjourning– Can we help members transition out? 1) Members prepare for disbandment 2) Rituals celebrating “the end” and “new beginnings” 3) Leader can highlight valuable lessons learned to prepare everyone for future team efforts Mc. Graw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin © 2006 The Mc. Graw-Hill Companies, Inc. All rights reserved. 20

13. 3 Building Effective Teams HOW CAN YOU BUILD AN EFFECTIVE TEAM? There are

13. 3 Building Effective Teams HOW CAN YOU BUILD AN EFFECTIVE TEAM? There are seven keys to building an effective team: 1. Performance Goals & Feedback - teams need specific, measurable goals and continual feedback 2. Motivation Through Mutual Accountability - mutual accountability promotes mutual trust and commitment among team members 3. Size - different sized teams have different characteristics 4. Roles - socially determined expectations of how an individual should behave in a specific position Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 23

Chapter 13: Groups & Teams CLASSROOM PERFORMANCE SYSTEM Which of the following is not

Chapter 13: Groups & Teams CLASSROOM PERFORMANCE SYSTEM Which of the following is not a characteristic of small teams? A) good morale B) social loafing C) strong interaction D) few resources Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 24

13. 3 Building Effective Teams v. Behavior that fosters constructive relationships among team members

13. 3 Building Effective Teams v. Behavior that fosters constructive relationships among team members is a maintenance role or relationship-oriented role v. Behavior that concentrates on getting the team’s task done is a task role or task oriented role 5. Norms - general guidelines or rules of behavior that most group or team members follow Norms tend to be enforced for four reasons: v-to help the group survive v-to clarify role expectation v-to help individuals avoid embarrassing situations v-to emphasize the group’s important values and identity Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 25

13. 3 Building Effective Teams 6. Cohesiveness - the tendency of a group or

13. 3 Building Effective Teams 6. Cohesiveness - the tendency of a group or team to stick together v. Cohesiveness can be achieved by keeping the team small, encouraging interaction and cooperation, emphasizing common characteristics and interests, identifying environmental threats, and creating a public image 7. Groupthink - a cohesive group’s blind unwillingness to consider alternatives v. Team members in this situation are friendly and tight-knit, but are unable to “think outside the box” Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 26

Chapter 13: Groups & Teams CLASSROOM PERFORMANCE SYSTEM Which of the following does not

Chapter 13: Groups & Teams CLASSROOM PERFORMANCE SYSTEM Which of the following does not promote team cohesiveness? A) encouraging interaction and cooperation B) pointing out environmental threats C) keeping the team relatively large D) emphasizing member’s common interests Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 27

13. 3 Building Effective Teams v. Some symptoms of groupthink are: v-invulnerability, inherent morality,

13. 3 Building Effective Teams v. Some symptoms of groupthink are: v-invulnerability, inherent morality, and stereotyping of opposition v-rationalization and self-censorship v-illusion of unanimity, peer pressure, and mindguards v-groupthink versus “the wisdom of crowds” v. Defects that can arise from groupthink include: v-few alternative ideas v-a limiting of other information v. To try to prevent groupthink, firms should allow criticism and allow other perspectives Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 28

13. 4 Managing Conflict HOW SHOULD MANAGERS DEAL WITH CONFLICT? v. Managers need to

13. 4 Managing Conflict HOW SHOULD MANAGERS DEAL WITH CONFLICT? v. Managers need to be able to deal with conflict in the workplace v. Conflict refers to a process in which one party perceives that its interests are being opposed or negatively affected by another party Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 29

13. 4 Managing Conflict v. Conflict can be negative or constructive v. Negative conflict

13. 4 Managing Conflict v. Conflict can be negative or constructive v. Negative conflict (also called dysfunctional conflict) hinders the organization‘s performance or threatens its interests v. Constructive conflict (also called functional or cooperative conflict) benefits the main purposes of the firm and serves its interests Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 30

Chapter 13: Groups & Teams CLASSROOM PERFORMANCE SYSTEM Conflict that hinders the organization‘s performance

Chapter 13: Groups & Teams CLASSROOM PERFORMANCE SYSTEM Conflict that hinders the organization‘s performance or threatens its interests is called A) cooperative conflict B) functional conflict C) constructive conflict D) dysfunctional conflict Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 31

13. 4 Managing Conflict HOW DOES CONFLICT AFFECT PERFORMANCE? v. Organizations can have too

13. 4 Managing Conflict HOW DOES CONFLICT AFFECT PERFORMANCE? v. Organizations can have too little conflict v. These organizations are apathetic, lack creativity, are indecisive, and miss deadlines v. Firms with too much conflict are poor performers because of political infighting, dissatisfaction, lack of teamwork, and turnover v. A moderate level of conflict promotes creativity and initiative Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 32

13. 4 Managing Conflict Figure 13. 2: The Relationship Between Level Of Conflict and

13. 4 Managing Conflict Figure 13. 2: The Relationship Between Level Of Conflict and Level of Performance Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 33

13. 4 Managing Conflict WHAT CAUSES CONFLICT? v. There are seven common causes of

13. 4 Managing Conflict WHAT CAUSES CONFLICT? v. There are seven common causes of conflict in organizations: 1. Competition For Scarce Resources - when resources are scarce, conflict is likely 2. Time Pressure - if employees think managers have unrealistic time expectations, they may be resentful 3. Inconsistent Goals Or Reward Systems - conflict can arise when people are pursuing different objectives Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 34

13. 4 Managing Conflict 4. Ambiguous Jurisdictions - when task responsibilities are unclear, conflict

13. 4 Managing Conflict 4. Ambiguous Jurisdictions - when task responsibilities are unclear, conflict can emerge as people fight over resources and tasks 5. Status Differences - conflict can arise when people who have a low status in an organization actually have a disproportionate share of the power 6. Personality Clashes - when personality conflicts emerge, separating the individuals may be the only way to resolve conflict 7. Communication Failures - communication failures often lead to conflict Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 35

13. 4 Managing Conflict HOW CAN CONSTRUCTIVE CONFLICT BE STIMULATED? v. Constructive conflict can

13. 4 Managing Conflict HOW CAN CONSTRUCTIVE CONFLICT BE STIMULATED? v. Constructive conflict can be very productive for an organization v. To stimulate constructive conflict, firms can: 1. Spur Competition Among Employees v. To encourage competition, companies might offer bonuses, trips, and so on Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 36

13. 4 Managing Conflict 2. Change The Organization’s Culture And Procedures v. Companies can

13. 4 Managing Conflict 2. Change The Organization’s Culture And Procedures v. Companies can make a shift by making announcements about new policies and revamping procedures 3. Bring In Outsiders For New Perspectives v. Without new people, organizations can become complacent and resistant to change 4. Use Programmed Conflict: Devil’s Advocacy & The Dialectic Method v. Programmed conflict is designed to elicit different opinions without inciting people’s personal feelings v. Two methods for programmed conflict are devil’s advocacy and the dialectic method Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 37

13. 4 Managing Conflict v. Devil’s advocacy is the process of assigning someone to

13. 4 Managing Conflict v. Devil’s advocacy is the process of assigning someone to play the role of critic to generate critical thinking and reality testing v. The dialectic method is the process of having two people or groups play opposing roles in a debate in order to better understand a proposal Kinicki/Williams, Management: A Practical Introduction 3 e © 2008, Mc. Graw-Hill/Irwin 38