Ob11 09st
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This document discusses work teams and their benefits. It defines the differences between work groups and work teams. Several types of teams are described, including problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams. The document also covers creating effective teams through diversity, turning individuals into team players, the relationship between teams and quality management, and considerations for determining when teams are not the best approach.
Ob11 09st
- 1. Chapter 9 Understanding Work Teams ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N © 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation All rights reserved. by Charlie Cook
- 2. Why Have Teams Become So Popular Why Have Teams Become So Popular Teams typically outperform individuals. Teams use employee talents better. Teams are more flexible and responsive to changes in the environment. Teams facilitate employee involvement. Teams are an effective way to democratize and organization and increase motivation. © 2005 Prentice Hall Inc. All rights reserved. 9–2
- 3. Team Versus Group: What’s the Difference Team Versus Group: What’s the Difference Work Group A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility. Work Team A group whose individual efforts result in a performance that is greater than the sum of the individual inputs. © 2005 Prentice Hall Inc. All rights reserved. 9–3
- 4. Types of Teams Types of Teams Problem-Solving Teams Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment. Self-Managed Work Teams Groups of 10 to 15 people who take on the responsibilities of their former supervisors. © 2005 Prentice Hall Inc. All rights reserved. 9–4
- 5. Types of Teams (cont’d) Types of Teams (cont’d) Cross-Functional Teams Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task. • Task forces • Committees © 2005 Prentice Hall Inc. All rights reserved. 9–5
- 6. Types of Teams (cont’d) Types of Teams (cont’d) Virtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal. Team Characteristics Team Characteristics 1. The absence of paraverbal and nonverbal cues 1. The absence of paraverbal and nonverbal cues 2. A limited social context 2. A limited social context 3. The ability to overcome time and space constraints 3. The ability to overcome time and space constraints © 2005 Prentice Hall Inc. All rights reserved. 9–6
- 7. Creating Effective Teams: Diversity Creating Effective Teams: Diversity Group Demography The degree to which members of a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organization, and the impact of this attribute on turnover. Cohorts Individuals who, as part of a group, hold a common attribute. © 2005 Prentice Hall Inc. All rights reserved. 9–7
- 8. Turning Individuals Into Team Players Turning Individuals Into Team Players The Challenges – Overcoming individual resistance to team membership. – Countering the influence of individualistic cultures. – Introducing teams in an organization that has historically valued individual achievement. Shaping Team Players – Selecting employees who can fulfill their team roles. – Training employees to become team players. – Reworking the reward system to encourage cooperative efforts while continuing to recognize individual contributions. © 2005 Prentice Hall Inc. All rights reserved. 9–8
- 9. Teams and Quality Management Teams and Quality Management Team Effectiveness and Quality Management Requires That Teams: 1. Are small enough to be efficient and effective. 2. Are properly trained in required skills. 3. Allocated enough time to work on problems. 4. Are given authority to resolve problems and take corrective action. 5. Have a designated “champion” to call on when needed. © 2005 Prentice Hall Inc. All rights reserved. 9–9
- 10. Beware: Teams Aren’t Always the Answer Beware: Teams Aren’t Always the Answer Three tests to see if a team fits the situation: – Is the work complex and is there a need for different perspectives? – Does the work create a common purpose or set of goals for the group that is larger than the aggregate of the goals for individuals? – Are members of the group involved in interdependent tasks? © 2005 Prentice Hall Inc. 9– All rights reserved. 10