041_MANAJEMEN_Meija_495

Characteristics of Transactional and
Transformational Leaders

Transactional Leader Transformational Leader

 Contingent reward  Charisma
 Management by exception  Inspiration
 Intellectual stimulation
(active)  Individualized consideration
 Management by exception

(passive)
 Laissez-Faire

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

Applications of Management
Perspectives—For the Manager

 Managers should identify the theories that best fit
them and their situations:

 Some situations call for a strong person to guide the
organization through change

 Other situations may call for the dispersed leadership

 Uncertainties and difficult times may best match
authentic leadership

 Both management and leadership skills can be positive
for employees and the organization; they will also bode
well for your own career.

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

Applications of Management
Perspectives—For Managing Teams

 Effective teams have a shared vision and a
common purpose that comes from leaders.

 Leadership may come from inside the team itself.

 The increasing prevalence of empowerment and
self-leadership underscores the importance of
team members understanding and developing
leadership skills.

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

Applications of Management
Perspectives—For Individuals

 Employees are more likely to succeed if they can
manage themselves without relying on others to
motivate them and define their tasks.

 Employees can become self-leaders by:

 Finding opportunities in their work environment.
 Showing initiative.
 Encouraging others to do their best.
 Generating enthusiasm for the tasks at hand.

 Individuals can apply these leadership theories to
the work environments and improve performance,
as well as their potential for advancement.

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

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

Chapter

14

Managing Teams

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

Learning Objectives

After reading this chapter, you should be able to:

 Translate the benefits teams provide into competitive
advantages in the market.

 Manage the different types of teams – self-managed,
parallel, project, and virtual.

 Track the stages of team development that occur over
the life of a project and help the team perform
effectively.

 Recognize the key roles that team members must play
to ensure high performance.

 Develop skills to detect and control team performance
problems.

 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.

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

Team

A team is a small number of
people with complementary
skills who are committed to:

a common purpose,

a set of performance goals,

an approach for which they hold
themselves mutually accountable.

Team members interact with
each other on a regular basis.

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

Team (continued)

Teams share performance goals.

Individuals on a team are mutually
responsible for end results.

The team environment produces
synergy.

This allows individuals to blend
complementary skills and talents to
produce a product that is more
valuable than the sum of the
individual contributions.

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

Work Group

Members of a work group are held
accountable for their individual
work.

They are not responsible for the
output of the entire group.

A 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)

Characteristic Working Group Team

Leadership Strong, clearly focused leader Shared leadership roles

Accountability Individual Individual and mutual

Purpose Same as the broader Team purpose that the team itself
Work Products organization mission delivers

Individual Collective

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

Not All Groups Are Teams (2 of 2)

Characteristic Working Group Team

Meeting Style Efficient Open-ended discussion, active
problem-solving

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

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

Skills for Managing Teams

Conflict
Management Skills

Negotiation Skills Skills for Handling
Difficult Team
Members

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

The Benefits of Teams

Costs and Quality
Productivity Improvements

Speed Innovation

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

Types of Teams

Self-Managed Project Teams
Teams

Parallel Teams Virtual Teams

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

Team Characteristics

Team Member High Project Team Self-managed
Time Commitment Parallel Team Team

Low Project Team

Virtual Team Parallel Team

McGraw-Hill Low High

Duration of Team

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

Self-Managed Teams (SMT)

Responsible for producing an entire product,
component, or service.

Formalized as part of the organization structure.

Employees are assigned to it on a full-time basis,
and its duration is long.

Utilize employees whose jobs are similar but who
may have different levels of skill.

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

Self-Managed Teams (continued)

Team members combine their skills to produce an
important organizational outcome.

Have authority to make many decisions that
traditionally have been made by supervisors or
managers.

 Members need a variety of skills:

 Technical skills
 Management skills
 Interpersonal Skills

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

Project Teams

Work on a specific project that has
a beginning and an end.

Team members work full-time until
the project is completed.

Composed of members from
different functions or different
technical disciplines.

Key criterion for judging team
performance is meeting or
exceeding milestone deadlines.

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

Parallel Teams

Sometimes called problem-solving teams or special-
purpose teams.

Focus on a problem or issue that requires only
part-time commitment from team members.

Employee spends a few hours per week with the
parallel team, and the remainder of the time on
his/her regular job.

When the problem is solved the team is disbanded.

Can be of short or long duration.

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

Virtual Teams

Take advantage of interactive computer
technologies to enable distant people
to work together.

Require only a part-time commitment.
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 is brought to the market.

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

Managing Team Performance

Team performance requires vigilant management.

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.

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

Stages of Team Development

1. Forming

2. Storming 3. Norming

4. Performing 5. Adjourning

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

Roles of Team Members

Task-Facilitating Role Relationship-Building Role

 Direction giving  Supporting
 Information seeking  Harmonizing
 Information giving  Tension relieving
 Coordinating  Energizing
 Summarizing  Facilitating

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

Effective Ways to Enact
the Role of Team Leader

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

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

Behavioral Dimensions of Effective Teams

Interdependence

Team Team Norms
Cohesiveness

Trust Cooperative
Behavior

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

Team Performance Problems

Free Riders

McGraw-Hill Nonconforming High
Performers

Lack of Teamwork
Rewards

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

Team Management Skills

Conflict Management Skills

Functional conflict - conflict that

stimulates team and organizational
performance

Dysfunctional conflict - conflict that has a

negative effect on team and organizational
performance

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

Applying the Problem-Solving Style
of Conflict Management

The willingness of both parties is necessary

Convene meetings at the right time and place

Give both parties ample time to cool down

Resume discussion until a workable solution is
achieved

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

Negotiation Skills

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

Win-lose Style, or distributive bargaining

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

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

Negotiation Skills (continued)

Three Common Mistakes of Negotiation

Do not assume that a negotiation must always result
in a settlement.

Avoid becoming fixated on one particular issue in
the negotiation.

Do not assume that the other party has all the power
due to greater levels of experience.

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

Applications of Management
Perspectives—For the Manager

When determining how many people should be on
a team, the best rule of thumb is to keep the team
small.

When assigning people to work on a team, it is
important to select the right mix of people with
complementary skills.

 Technical skills
 Administrative skills
 Interpersonal skills

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

Applications of Management
Perspectives—For Managing Teams

It takes time for a team to earn the right to manage
itself.

Not all groups of people are capable of functioning
as a team.

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

Applications of Management
Perspectives—For Individuals

It is important to know how to cope with disruptive
team members.

The general rule is to avoid embarrassing or
intimidating participants regardless of their
disruptive behavior.

It is best to use supportive communication and
collaborative conflict management techniques.

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

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

Chapter

15

Managing Communication

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

Learning Objectives

After reading this chapter, you should be able to:

 Understand the process of communication.

 Eliminate barriers that distort the meaning of information.

 Analyze the basic patterns of organizational
communication.

 Develop the skills of organizing and running effective
meetings.

 Master electronic forms of communication such as e-mail
and know when to use them.

 Work with an organization’s informal communication.
 Improve assertive communication, presentation, nonverbal,

and listening skills.

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

The Process of Communication

Communication is a process that
involves the transmission of
meaningful information from one
party to another through the use of
shared symbols.

Communication is successful when
meaning is understood.

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

The Process of Communication

(continued)

Two forms of information are sent and received in
communication:

 Facts – bits of information that can be objectively measured
or described.

 Feelings – an individual’s emotional responses to decisions
made or actions taken by other people.

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

Skills for Managing Communication

McGraw-Hill Assertive Communication Skills

Presentation Skills

Listening Skills
Nonverbal Communication

Skills

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

The Communication Process

Communication Noise
Channel

Sender Receiver

(encodes message) (decodes message)

Noise Feedback

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

The Communication Process:
Feedback

Feedback allows the sender to clarify the message if its
true meaning is not received.

 Two-way Communications – communication channels that provide for
feedback.

 One-way Communications – communication channels that provide no
opportunity for feedback.

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

The Communication Process:
Barriers to Effective Communication

Barriers can disrupt the accurate transmission of
information.

These barriers take different forms:

 Sender barrier
 Encoding barrier
 Communication channel barrier
 Decoding barrier
 Receiver barrier
 Feedback barrier
 Noise barrier
 Perception barrier

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

Patterns of Organizational
Communications

Communications in organizations can be complex.

Possible barriers to communication includes:

 Differences in employee status and power
 Diversity
 Differences in interests

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

Patterns of Organizational
Communications

Downward Communication

Upward Communication

McGraw-Hill Horizontal Communication

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

Constructive Feedback

Focus your feedback on specific behaviors that
were successful or that were unsuccessful.

Keep personality traits out of your feedback by
focusing on what rather than who.

Investigate whether the employee had control over
the results before giving feedback about
unsuccessful behaviors.

Feedback should be given as soon as possible.

Ensure privacy when giving feedback about
negative behaviors.

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

Communication Channels Ranked
by Information Richness

Richest Channel Leanest Channel

Physical Interactive Personal static Impersonal static
presence (face- channels channels (memos, channels (fliers,
to-face, (telephone, letters, reports bulletins,
meetings) electronic media, tailored to generalized
voice mail, e-mail) receiver) reports)

Best for non- Best for routine,
routine, clear, simple
ambiguous, messages
difficult messages

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

Managing Organizational
Communications

Face-to-Face Electronic Communication
Communication

Written Communication Informal Communication

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

Steps you can take to make
meetings more productive

 Ask yourself if it’s important even to schedule a
meeting.

 Schedule the meeting for an appropriate place.

 Create an agenda for the meeting and distribute
it ahead of time.

 Establish rules for participation.
 Follow the agenda’s time limits for each topic.

 Leave some open time for topics not on the
agenda.

 End the meeting with a plan of action.

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