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This document discusses managing teams and motivating teams. It defines what makes an effective team, including clear goals, relevant skills, mutual trust, unified commitment, good communication, negotiating skills, and appropriate leadership. It also discusses early motivation theories like Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. Contemporary motivation theories discussed are goal setting theory and reinforcement theory.

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31 views3 pages

6 Topic

This document discusses managing teams and motivating teams. It defines what makes an effective team, including clear goals, relevant skills, mutual trust, unified commitment, good communication, negotiating skills, and appropriate leadership. It also discusses early motivation theories like Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. Contemporary motivation theories discussed are goal setting theory and reinforcement theory.

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hadilismail056
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© © All Rights Reserved
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VI.

Managing Teams
 VI.1 Team Building
Difference between ‘group’ and ‘team’
Team Player: who have 4 C: communication; contribution; commitment; cooperation
Work team: are groups whose members work intensely on a specific, common goal using
their positive synergy, individual and mutual accountability, and complementary skills

Types of work teams (four most common types)


Problem-solving teams
Self-managed work team: group of employees without manager and they responsible for
complete work process or segment (planning and scheduling)
cross-functional team: composed of individuals from various, functional specialties-
different osztályok
Virtual team: use technology to link physically dispersed members in order to achieve a
common goal

Common characteristics of effective teams

clear goals: clear understanding of the goal to be achieved; members are committed to
team’s goal; know what they are expected to accomplish and understand hoe they will work
together to achieve these goals.

relevent skills: competent individuals who have the necessary technical and interpersonal
skills to achieve the desired goals while working together
mutual trust: characterized by high mutual trust among members; they believe in each
other’s ability, character, and integrity

unified commitment: Unified commitment is characterized by dedication to the team’s goals


and a willingness to expend extraordinary amounts of energy to achieve them. Members of an
effective team exhibit intense loyalty and dedication to the team and are willing to do
whatever it takes to help their team succeed
good communication: Not surprisingly, effective teams are characterized by good
communication. Members convey messages, verbally and nonverbally, between each other in
ways that are readily and clearly understood. Also, feedback helps guide team members and
correct misunderstandings. Like a couple who has been together for many years, members of
high-performing teams are able to quickly and efficiently share ideas and feelings.

negotiating skills: Effective teams are continually making adjustments to whom does what.
This flexibility requires team members to possess negotiating skills. Because problems and
relationships regularly change within teams, members need to be able to confront and
reconcile differences.

appropriate leadership (the leader know the others attitude): Effective leaders are
important. They can motivate a team to follow them through the most difficult situations.
How? By clarifying goals, demonstrating that change is possible by overcoming inertia,
increasing the self-confidence of team members, and helping members to more fully realize
their potential. Increasingly, effective team leaders act as coaches and facilitators. They help
guide and support the team, but don’t control it. Studies have shown that when a team leader’s
emotional displays—positive and negative—are used at appropriate times, the team’s
functioning and performance can

internal support (help each other), external support: The final condition necessary for an
effective team is a supportive climate. Internally, the team should have a sound infrastructure
which means proper training, a clear and reasonable measurement system that team members
can use to evaluate their overall performance, an incentive program that recognizes and
rewards team activities, and a supportive human resource system. The right infrastructure
should support members and reinforce behaviors that lead to high levels of performance.
Externally, managers should provide the team with the resources needed to get the job done

VI.2 Motivating Your Team


What is job-related motivation?
Refers to the process by which a person’s efforts are energized, directed, and sustained
toward attaining a goal. This definition has three key elements:

 energy – the intensity, drive, and vigor that the employee has
 direction – channelling the employee’s energy towards a goal that benefits the
organization
 persistence – sustaining the employee’s energy long-term

Early Theories: Maslow, Theory X and Theory Y, Herzberg, Three-Needs Theory


Contemporary Theories: Goal Setting, Reinforcement

Early theories of motivation:

Maslow’s Hierarchy of Needs Theory


In this model every person has five needs:
1. Physiological needs: needs for food, drink, and etc.
2. Safety needs: needs for security and protection from physical and emotional harm.
3. Social needs: needs for affection, belongingness, acceptance, and friendship.
4. Esteem needs: needs for self-respect, achievement, status, and attention.
5. Self-actualization needs: needs for growth, achieving potential.
in order to move to the next level, the previous level must be fulfilled

McGregor’s Theory X and Theory Y


Proposes two assumptions about human nature: Theory X assumes workers have little
ambition, dislike work, want to avoid responsibility, and need to be closely controlled to work
effectively
Theory Y assumes employees enjoy work, seek out and accept responsibility, and exercise
self-direction
Herzberg’s Two-Factor Theory
Proposes that intrinsic factors are related to job satisfaction, while extrinsic factors are
associated with job dissatisfaction. The intrinsic factors called motivators, and the extrinsic
factors called hygiene factors. Motivators can be achievement, responsibility, growth etc.
Hygiene factors are relationship with supervisor, salary, working conditions.

Three-Needs Theory (David McClelland)


Proposes three acquired needs that are major motives in work:

 need for achievement – to succeed and excel in relation to a set of standards


 need for power – to make others behave in a way that they would not have behaved
otherwise
 need for affiliation – to have friendly and close interpersonal relationships

Different people have different levels of each need and are motivated differently.
There are contemporary theories:

Goal-Setting Theory

o specific goals increase performance


o difficult goalsresult in higher performance

Reinforcement Theory

o behavior is related to the consequence.


o reinforcer: behaviors that occur frequently
o reward: management “tool” to influence the employee

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