Marketing Manager Course - Chapter 14

e Track the stages of team development that occur over the life of a project and help the team perform effectively.. e Recognize the Key roles that team members must play to ensure hi

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Chapter

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Nà

lanaging Team

leammg Objectives

Afterreading this chapter, you should be able to:

e Translate the benefits teams provide into competitive

advantages in the market

e Manage the different types of teams — self-managed,

parallel, project, and virtual

e Track the stages of team development that occur over

the life of a project and help the team perform

effectively

e Recognize the Key roles that team members must play

to ensure high performance

e Develop skills to detect and control team performance

problems

e Manage team conflict through negotiation

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As U.S companies employ more knowledge workers, they are increasingly using teams to fully engage and empower workers to utilize their Knowledge for the company’s advantage

More work Is being performed in teams

The ability to manage teams has become an important skill for managers and employees

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Team

eA team is a Small number of

people with complementary

Skills who are committed to: >

e Team members interact with

each other on a regular basis

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‘Te a mì (contmue d)

e Teams share performance goals

e Individuals on a team are mutually

responsible for end results

e The team environment produces

synergy

e This allows individuals to blend

complementary skills and talents to (

produce a product that Is more | \ NỈ \

valuable than the sum of the M

individual contributions

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Worm Group

e Members of a work group are held

accountable for their individual \

e They are not responsible for the \

output of the entire group \

4)

eA work group Is more likely to have a

strong, directive leader who seeks

Ỉ " a

\

4

input from group members and then

delegates work to various individuals

to complete

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Not All Groups Are Teams core)

Purpose same as the broader Team purpose that the team itself

organization mission delivers Work Products Individual Collective

Not All Groups Are Teams gore)

Performance Indirectly, by its influence on Directly, by collective work

Measurement others products

Decision-making Discusses, decides, and Discusses, decides, and does real

Process delegates work together

Skills for Handling

Difficult Team Members

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Team Characte nstic s

e Kmployees are assigned to it on a full-time basis,

and its duration ts long

e Utilize employees whose jobs are similar but who

may have different levels of skill

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Se If- Ma nage d Te AMS (continued)

e Team members combine their skills to produce an

important organizational outcome

e Have authority to make many decisions that

traditionally have been made by supervisors or

e Work on a specific project that has

a beginning and an end

e Team members work full-time until

the project 1s completed

e Composed of members from

different functions or different

technical disciplines

e Key criterion for judging team

performance Is meeting or

exceeding milestone deadlines

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Parallel Teams

e Sometimes called problem-solving teams or special-

purpose teams

e Focus on a problem or issue that requires only

part-time commitment from team members

e Employee spends a few hours per week with the

parallel team, and the remainder of the time on

his/her regular job

e When the problem Is solved the team 1s disbanded

e Can be of short or long duration

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Virtual Teams

e Take advantage of interactive computer

technologies to enable distant people

to work together

e Require only a part-time commitment

e Make it possible for companies to cross

organizational boundaries:

> Linking customers, suppliers, and business partners to

improve the quality and increase the speed with which a new product or service 1s brought to the market á

AA

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e Team performance requires vigilant management

e Factors that need to be taken into account In

managing effective team performance are:

> The stages of team development

> The roles of team members and leaders

> Team member behaviors

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Task-Facilitating Role Relationship-Building Role

e Information seeking e Harmonizing

e Information giving e Tension relieving

Hife œ the Ro

e How can a team leader positively

influence team processes and

outcomes?

> Take care of team members

> Communicate with team members

> Share power with the team

> Learn to relax and admit your ignorance

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Team Management Skills

e Conflict Management Skills ọ

Ì

> Euncfional conflicf - conflict that

stimulates team and organizational performance

> Dysfunctional conflict - conflict that has a

negative effect on team and organizational performance

Applymg the Problem-Solving Style

of Conflict Management

e The willingness of both parties Is necessary

e Convene meetings at the right time and place

e Give both parties ample time to cool down

e Resume discussion until a workable solution Is

achieved

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Ne gotiation Skills

e Win-win Style, or integrative bargaining

> determine a personal bottom line

> understand the other party's real needs and objectives

> emphasize common ground, de-emphasize differences

> search for mutually agreeable solutions

> focus on building a relationship rather than a one-time deal

e Win-lose Style, or distributive bargaining

® one party will receive the most beneficial distribution of a fixed amount of goods

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e Three Common Mistakes of Negotiation

>Do not assume that a negotiation must always result

Applications of Management

Pe rspe ¢ tive S—forthe Manager

e When determining how many people should be on

a team, the best rule of thumb ts to Keep the team

small

e When assigning people to work on a team, It Is

important to select the right mix of people with

Perspe ging Teams

e It takes time for a team to earn the right to manage

Applications of Management

Pe rspe Cc tive S— for indwiduals

e It is important to know how to cope with disruptive

team members

e The general rule 1s to avoid embarrassing or

intimidating participants regardless of their

disruptive behavior

e It is best to use supportive communication and

collaborative conflict management techniques

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