Org behavior chpt10_workteams
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This document discusses different types of work teams and what makes teams effective. It describes work groups, problem-solving teams, self-managed teams, cross-functional teams, virtual teams, and multi-team systems. Effective teams are characterized by trust among members, clear goals and plans, a shared belief that the team can succeed, and the ability to manage conflict constructively. While teams are often used in businesses today, teamwork is not always the best approach and requires careful consideration of whether the work truly benefits from a collective effort.
Org behavior chpt10_workteams
- 7. In today’s business world, teams are EVERYWHERE, as a means for management to democratize organizations.
- 8. • Interacts primarily to share information and make decisions. • The Group’s performance is just a collection of each’s personal contributions. • In work teams, members coordinate their efforts and work together. 8 Work Groups
- 9. • Problem-solving teams: 5-12 employees get together a few hours each week to discuss ways to improve things. • Self-managed work teams: Teams that solve problems AND implement solutions and are responsible for outcomes. • Cross-function teams: Members from different areas at the same level come together to accomplish specific tasks. 9 Teams
- 10. • Virtual Teams: Dispersed members use technology to maintain contact. They collaborate online, use videoconferencing (Skype) • Multi-team Systems: Collections of 2 or more interdependent teams that share a goal. 10 Teams
- 11. What Makes Teams “EFFECTIVE.”
- 13. Building Trust in Teams
- 17. Personalities
- 20. • 2 major research studies conclude demographic diversity is unrelated to overall team performance. • 1 research found race and gender are negatively tied to performance. • Leadership can improve the performance of diverse teams. • Keeping teams small is the key to improving group effectiveness. • High performing groups contain people who prefer to work in teams. 20 Member Diversity
- 21. Team Processes
- 22. • Common plan and purpose: Clear sense of what needs to be done and how. • Specific goals: Specific, measurable, and realistic performance goals. • Team efficacy: effective teams believe they can succeed. • Mental models: mental representations of the key element’s in the team’s environment that members share. • Conflict levels: Conflict isn’t always bad. 22 Team Processes
- 26. Turning People into Team Players
- 27. • Select people that can deliver on their team roles. • Provide training to build team skills (communication, negotiation, conflict resolution.) • Foster a strong TEAM dynamic (we’re in it together.) • Reward cooperative behavior. • X. 27 Making Team Players
- 31. DISCUSSION Is it a good idea to reward good team players?
- 32. Teams NOT Always the Solution
- 33. Teamwork Not Always Desired • Requires more time and resources. • Benefits don’t always exceed the costs. • Does the work REQUIRE or will it BENEFIT from the collective effort? • Can the work be done better with more than one worker? • Are the members of the group inter-dependent? • Does the work create a common purpose or set of goals for group members. 33
- 34. What this all means for managers.
- 35. • The best teams all share common characteristics. • Successful teams have good leadership, trust, performance and rewards that reflect team contributions. • Successful teams have members who believe in the team’s capabilities. • Difficult to create team players when society rewards and promotes individual behavior. 35 Management Impact