Download Chapter 10

Part 3
Management:
Empowering People
to Achieve Business
Objectives
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Chapter 10
Improving
Performance
through
Empowerment,
Teamwork, and
Communication
Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved.
Chapter Objectives
1. Describe why and how organizations empower
employees.
2. Distinguish between the two major types of teams in the
workplace.
3. Identify the characteristics of an effective team and the
roles played by team members.
4. Summarize the stages of team development.
5. Relate team cohesiveness and norms to effective team
performance.
6. Describe the factors that can cause conflict in teams
and how conflict can be resolved.
7. Explain the importance of effective communication skills
in business.
8. Compare the different types of communication.
10-3
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Empowering Employees
 Empowerment—giving
employees authority and
responsibility to make
decisions about their work
without traditional
managerial approval and
control.
 Anderson & Associates
engineering firm believes in
empowering its employees
through information.
10-4
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Empowering Employees
 Sharing Information
Effective empowerment means keeping
employees informed about the company’s:
Financial performance
Business environment
 Sharing Decision-Making Authority
Employees given more authority and
responsibility
Making decisions that implement a firm’s
vision and competitive strategy
10-5
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Empowering Employees
 Linking Rewards to Company
Performance
Reward employees for contributing
desirable ideas and actions
Make sure employees understand how
their individual actions affect profits
Employee Stock Ownership Plans
Stock Options
10-6
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 Employee Stock Ownership Plans and Stock
Options
10-7
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Teamwork
 Teamwork—cooperative effort by a group of
workers acting together for a common cause.
 What is a Team?
A group of employees who are committed to
a common purpose, approach, and set of
performance goals.
 Lockheed Martin’s Joint
Strike Fighter team must
coordinate a massive
team of suppliers
10-8
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 Five Species of Teams
10-9
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Teamwork
 What is a Team?
Work team—relatively permanent group of
employees with complementary skills who
perform the day-to-day work of
organizations.
Problem-Solving Teams—temporary
combination of workers who gather to
solve a specific problem and then disband.
10-10
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Team Characteristics
 Team Size
Can range from 2 to 150 people
Research indicates maximum results with
about 6-7 people
10-11
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Team Characteristics
 Team Roles
Task specialist role—time and energy
devoted to helping the team accomplish its
specific goals
Socioemotional role—time and energy
devoted to supporting the emotional needs
of team members and to maintaining the
team as a social unit
10-12
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 Team Member Roles
10-13
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Team Characteristics
 Team Diversity
Members may bring varied perspectives
based on differences in their work
experiences and age, gender, and cultural
backgrounds
Cross-functional team establishes one type
of diversity by bringing together the
expertise of members from different
functions in the organization
10-14
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Team Characteristics
 Teamwork in Small Organizations
Small companies can benefit from
teamwork
In fact, small firms may function as teams
Owner-manager can cultivate the
characteristics of successful teams
Concept of teamwork also applies to
entrepreneurs
10-15
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Team Characteristics
 Benefits result only if the type of team created
matches the task to be accomplished
 Stages of Team Development
Stage 1: Forming.
Stage 2: Storming.
Stage 3: Norming.
Stage 4: Performing.
Stage 5: Adjourning.
10-16
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 Stages of Team Development
10-17
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Team Characteristics
 Team Cohesiveness and Norms
Team Cohesiveness—extent to which
team members feel attracted to the team
and motivated to remain part of it.
Team Norm—informal standard of conduct
shared by team members that guides their
behavior.
10-18
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Team Characteristics
 Team Conflict
Conflict—antagonistic interaction in which
one party attempts to thwart the intentions
or goals of another.
10-19
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Team Characteristics
 Styles of Conflict Resolution
The Competing Style
The Avoiding Style
The Compromising Style
The Accommodating Style
The Collaborating Style
10-20
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The Importance of Effective Communication
 The Process of Communication
Communication—meaningful exchange of
information through messages.
Communication skills are important
throughout an organization
The Communication Process
10-21
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 Forms of Communication
10-22
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The Importance of Effective Communication
 Basic Forms of Communication
Oral Communication
Listening—skill of receiving a message
and interpreting its intended meaning by
grasping the facts and feelings it
conveys.
Cynical listening
Offensive listening
Polite listening
Active listening
10-23
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The Importance of Effective Communication
 Basic Forms of Communication
Written Communication
Formal Communication
Informal Communication
Grapevine—internal information
channel that passes information from
unofficial sources.
10-24
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The Importance of Effective Communication
 Basic Forms of Communication
Verbal communication—communication
that conveys meaning through words
Nonverbal communication—transmits
messages through actions and behaviors
10-25
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 Influence of Personal Space in Nonverbal
Communication
10-26
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Communication within the Organization
 Internal communication—system that sends
messages through channels within an
organization.
10-27
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Communication within the Organization
 Communication in Teams
Centralized communication network—
team members exchange messages
through a single person to solve problems
or make decisions
Decentralized communication network—
members communicate freely with other
team members and arrive at decisions
together
10-28
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Communication Outside the Organization
 External Communication—meaningful
exchange of information through messages
transmitted between an organization and its
major audiences.
10-29
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International Business Communication
 Can be a special challenge
 Appropriateness depends in part on an
accurate translation that conveys the
intended nuances of meaning
 Low-context cultures tend to rely on explicitly
written and verbal messages
 High-context cultures – such as those of
Japan, Latin American, and India – depend
not only on the message itself, but also the
conditions that surround it
10-30
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