Marketing Manager Course - Chapter 14

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
14
Chapter
Managing Teams
Managing Teams
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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.
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Team
z
A team is a small number of
people with complementary
skills who are committed to:
¾
a common purpose,
¾
a set of performance goals,
¾
an approach for which they hold
themselves mutually accountable.
z
Team members interact with
each other on a regular basis.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Team
(continued)
z
Teams share performance goals.
z
Individuals on a team are mutually
responsible for end results.
z
The team environment produces
synergy.

z
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
z
Members of a work group are held
accountable for their individual
work.
z
They are not responsible for the
output of the entire group.
z
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)
CollectiveIndividualWork Products
Team purpose that the team itself
delivers
Same as the broader
organization mission
Purpose

Individual and mutualIndividualAccountability
Shared leadership rolesStrong, clearly focused leaderLeadership
TeamWorking GroupCharacteristic
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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
EfficientMeeting Style
TeamWorking GroupCharacteristic
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
C osts and
Productivity
Quality
Improvements
Speed Innovation
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Types of Teams
Self-Managed
Team s
Project Team s
Parallel Team s
Virtu a l Team s
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.