Understanding Work Teams rev1
Download as PPT, PDF10 likes2,612 views
Teams are becoming more popular in organizations as they allow better use of employee talents and are more flexible than individuals. A work team is defined as a group whose efforts are greater than the sum of individual inputs. Effective teams have adequate resources, clear leadership and structure, trust among members, and a performance evaluation system that rewards team efforts. Creating successful teams requires the right composition of members, roles, diversity, and size, as well as work design that gives autonomy and meaningful tasks. While teams often outperform individuals, they are not always the best approach and their success depends on factors like interdependent work and a common purpose.
Understanding Work Teams rev1
- 1. Part 3: The Group Understanding Work Teams and Its Dynamics Chapter 10 Presented by: Engr. Dindo R. Macatiag Prof. Jo B. Bitonio
- 2. o r g a n i z a t i o n a l b e h a v i o r 13 th Edition Stephen P. Robbins Timothy A. Judge
- 3. Why 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 an organization and increase motivation.
- 4. 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.
- 5. Comparing Work Groups and Work Teams
- 6. 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.
- 7. 9– Self-Managing Teams Percentage of Companies Saying Their Self-Managing Teams Perform These Traditional Management Functions by Themselves (Krietner & Kinicki, 2001). Schedule work assignments 67% Work with outside customers 67 Conduct training 59 Set production goals/quotas 56 Work with suppliers/vendors 44 Purchase equipment/services 43 Develop budgets 39 Do performance appraisals 36 Hire co-workers 33 Fire co-workers 14
- 8. Types of Teams Task forces Committees Cross-Functional Teams Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.
- 9. Types of Teams Team Characteristics The absence of verbal and nonverbal cues A limited social context The ability to overcome time and space constraints Virtual Teams Teams that use computer/information technology to tie together physically dispersed members in order to achieve a common goal.
- 10. Creating Effective Teams Context: Factors that determine whether teams are successful 1. Adequate resources - timely information, proper equipment, adequate staffing, encouragement, and administrative assistance 2. Leadership and structure - empower team by delegating responsibility 3. Climate of trust – members trust each other and their leaders 4. Performance evaluation and rewards system – group-based appraisal, profit sharing, gain sharing, small group incentive, etc. that reinforce team effort and commitment
- 11. Creating Effective Teams Team Composition Abilities of members Personality of members Allocation of roles Diversity of members Size of teams Member preferences “ Old teams can’t learn new tricks”
- 12. Creating Effective Teams Work Design These work design characteristics motivate because they increase member’s sense of responsibility and ownership of the work. Freedom and autonomy Skill variety Task identity Task significance
- 13. Creating Effective Teams Team Processes Common purpose Specific goals Team efficacy Conflict levels Social loafing
- 14. Leadership – a key factor for team success Group dynamics are partly a product of leader style Empowerment is a key issue in leadership (eg. self-managed teams) Leaders need: “ people skills” – versatility, pyramid learning, feedback “ character skills” – charisma, integrity, altruism “ action skills” – decision-making, initiating activities “ thinking skills” – problem-solving, fostering linkages, assisting in evolution and change
- 15. 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.
- 16. Teams and Quality Management Team Effectiveness and Quality Management Requires That Teams: Are small enough to be efficient and effective. Are properly trained in required skills. Allocated enough time to work on problems. Are given authority to resolve problems and take corrective action. Have a designated “champion” to call on when needed.
- 17. 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?
- 18. Dysfunctional Teams (Parker, 2006) You cannot easily describe the team’s mission The meetings are formal, stuffy, or tense There is much participation but little accomplishment There is talk but not much communication Disagreements are aired in private after the meeting Decisions are made by the formal leader with little meaningful involvement by others
- 19. Dysfunctional Teams (Parker, 2006) Members are not open with each other because trust is low There is confusion or disagreement about roles or work assignments People in other parts of the organization who are critical to the team’s success are uncooperative The team is overloaded with people who have the same team-player style
- 20. Conclusions Sometimes individuals are preferable to teams, but teams are preferable when the combined expertise and skill of a team is greater than that of an individual. Nonetheless, teams are subject to problems such as social loafing, process losses, and do not work well where systems and culture are not aligned with the team environment.
- 21. T ogether E mployees A ccomplish M ore
- 22. Organizational Behavior, 13 th Edition Stephen P. Robbins and Timothy A. Judge References:
- 23. Thank You