Marketing manager course chapter 14

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc.. z Recognize the key roles that team members must play to ensure high performance.. z Develop skills to detect and control team perfor

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved.

Chapter

Managing Teams

Learning Objectives

After reading this chapter, you should be able to:

z Translate the benefits teams provide into competitive

advantages in the market.

z Manage the different types of teams – self-managed,

parallel, project, and virtual.

z Track the stages of team development that occur over

the life of a project and help the team perform

effectively.

z Recognize the key roles that team members must play

to ensure high performance.

z Develop skills to detect and control team performance

problems.

z Manage team conflict through negotiation.

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved.

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.

zA team is a small number of

people with complementary

skills who are committed to:

¾a common purpose,

¾a set of performance goals,

¾an approach for which they hold

themselves mutually accountable

zTeam members interact with

each other on a regular basis.

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved.

Team (continued)

zTeams share performance goals.

zIndividuals on a team are mutually

responsible for end results.

zThe team environment produces

synergy.

zThis allows individuals to blend

complementary skills and talents to

produce a product that is more

valuable than the sum of the

individual contributions.

Work Group

zMembers of a work group are held

accountable for their individual

work.

zThey are not responsible for the

output of the entire group.

zA work group is more likely to have a

strong, directive leader who seeks

input from group members and then

delegates work to various individuals

to complete.

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved.

Not All Groups Are Teams (1 of 2)

Collective Individual

Work Products

Team purpose that the team itself delivers

Same as the broader organization mission Purpose

Individual and mutual Individual

Accountability

Shared leadership roles Strong, clearly focused leader

Leadership

Team Working Group

Characteristic

Not All Groups Are Teams (2 of 2)

Discusses, decides, and does real work together

Discusses, decides, and delegates

Decision-making

Process

Directly, by collective work products

Indirectly, by its influence on others

Performance

Measurement

Open-ended discussion, active problem-solving

Efficient Meeting Style

Team Working Group

Characteristic

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved.

Skills for Managing Teams

Conflict Management Skills

Members