Marketing Manager Course - Chapter 14
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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
organization mission delivers
Work Products 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
Skills for Handling
Negotiation Skills Difficult Team
Members
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
The Benefits of Teams
C ost and
s Q ualt
iy
Productviy
i t I provem ent
m s
Speed Innovaton
i
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Types of Teams
Sel- anaged
fM Proj Team s
ect
Team s
ParalelTeam s
l Vi ualTeam s
rt
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Team Characteristics
Sel- anaged
fm
High Proj Team
ect Team
Time Commitment
Team Member
Proj Team
ect
ParalelTeam
l
Low ParalelTeam
l
Vi ualTeam
rt
Low High
Duration of Team
McGraw-Hill © 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.Form i
ng
2.Storm i
ng 3.N orm i
ng
4.Perform i
ng 5.A dj
ourni
ng
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
