Lisa Beihoff assigment Organizational Behavior

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Organizational Behavior

Organizational Behavior

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  • 1. Lisa M. Beihoff MT302 Organizational Behavior Unit: 6 Title of Assignment: Effective Team Work Environment Date: 8/12/12
  • 2. Recently our company has experienced issues with employee teamwork. Employees are not working well together. Your boss has asked you to research ways to create an effective team work environment. This presentation is to be delivered to the CEO and Board of Directors on findings. This includes identifying different types of teams, the factors that determine whether a team is effective and how to create team players. .
  • 3. As per Robbins and Judge (2013), “A work team generates positive synergy through coordinated energy.” Unlike a work group, the team’s individual efforts may results in greater levels of performance then the sum of the individual inputs” (Pg. 309). This process is great for an organizations success, as we surely want higher performance levels. The complementary technique of collaboration in teams is beneficial when used properly. We can look at how to create teams and team players. Examining various types of teams we decide which environment we should pursue. • Problem Solving Team •Self Managed Team •Cross Functional Team •Virtual Team
  • 4. As per Robbins and Judge (2013),” • Problem Solving Teams- include the discuss ways of improving quality, efficiency, and the work environment. These problem-solving teams rarely have the authority to unilaterally implement any of their suggestions. •Self Managed Teams-are groups of employees (typically 10 to 15 in number) who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors •Cross Functional Teams-employees from about the same hierarchical level but different work areas, who come together to accomplish a task •Virtual Teams- use computer technology to unite physically dispersed members and •achieve a common goal. They collaborate online—using communication links •such as wide-area networks, videoconferencing, or email” (Pgs. 310-312).
  • 5. Our company can benefit from efficient team work. We will use cross functional work teams to encourage engagement, independent thought and work place morale. We find leaning on workers harder may to get them to produce. As per Pearson Education (2012), Herman Miller realized people are unique individuals, and engaging workers is beneficial to the person and company. Personal responsibility and creativity brings forwards talents , strengths, new ideas and solutions. Trust and honesty matters, they realized this helped the workplace and allowed talent to shine.
  • 6. A really effective leader sets the bar high. Teams keep people (sometimes at same level-cross sectional) participation levels high. Teams bring great ideas, motivation and in the Miller Case –success overall to the company. This team strategy success also emerged a lower turnover rate for the company too. (Video).
  • 7. We can use the Miller case as an example for our company to achieve the greater team work environments we need. Robbins and Judge (2013) states “Today cross-functional teams are so widely used it is hard to imagine a major organizational undertaking without one. All the major automobile manufacturers—Toyota, Honda, Nissan, BMW, GM, Ford, and Chrysler—currently use this form of team to coordinate complex projects. The teams are the equivalent of social-networking groups that collaborate in real time to identify new business opportunities in the field and then implement them from the bottom up” (Pg. 311).
  • 8. We realize though people may have varying perspectives on work environments molded by their culture. Members need to be sensitive and engaging in communicating with others to have our teams be effective. We need to specifically look at effective team factors. Robbins and Judge (2013), “Team Effectiveness Model “ (Pg. 313).
  • 9. These factors in the chart determine whether our team will be effective and how to create teams implementing these. In examining context, with all our resources and evaluation systems we are able to establish a strong team framework. We also look at composition which Is specific to team members and roles. We can then flexibly embrace diversity so each member can exude their own creativity and personality. This leads us to a great process where we can have common ground with set goals and efficiently produce our purpose. Should issues arise such as social loafing where members may “slack off” to leave work to others we can confront this and motivate to increase team moral once again. The opportunity for each member to express their own ideas and perspectives will strengthen the group in our team.
  • 10. Providing incentives to be good team players will be part of this process too. Giving members a goal to achieve, a reward- is merit driven motivator. Examples of awards can be company recognition certificates, bonuses and gifts. The camaraderie of the team should also be a great emotional asset (intrinsic award) to the member and the company, as it increases social engagement and company enthusiastic moral.
  • 11. We find in Robbins and Judge 2013, “The final test is to determine whether the members of the group are interdependent. Using teams makes sense when there is interdependence among tasks—the success of the whole depends on the success of each one, and the success of each one depends on the success of the others.” (Pg. 325). In insuring each team member is effective we can have the sum be greater then an individual input. The perspectives and efforts combined should surpass what one may have contributed alone. As per HealthField (2012), “No matter what you call your team-based improvement effort: continuous improvement, total quality, lean manufacturing or self-directed work teams, you are striving to improve results for customers.” She mentions how there are a list of tactics which can be applied to create efficient teams. Some of her suggestions include:
  • 12. “Twelve Cs for Team Building” 1. Clear Expectations: Team members understand expected outcomes. 2. Context: Members know why, they understand visuals, values and goals. 3. Commitment: They feel the team is important and appreciated. 4. Competence: Agreement in supporting comprehension skills and strategy. 5. Charter: Responsibility is defined and accepted. 6. Control: Individual's have reigns where they can give input but remain in the teams common agreement.
  • 13. 7. Collaboration: Problems are solved together clearly and honestly. 8. Communication: This is defined and frequent so team members address issues and resolve. 9. Creative Innovation: It can be Fun! Talent arises and members stimulate new ideas. 10.Consequences: Members are accountable for, no social loafing as each member is recognized for individual performance. 11.Coordination: Allocations, goals and resources are planned out. 12.Cultural Change: The organization recognizes and embraces the newly emerged, almost state of the art collaborative nature of the effective team. (Pgs. 1-3).
  • 14. This demonstration gives the framework on which to act upon in creating this effective and efficient workplace process. With values formally written and shared we can empower the team and business for success. Concluding we find that many organizations have built success with effective teams. We can encourage our achieving team players and success to our company.
  • 15. ClipArt (2012) Images. Retrieved from: Microsoft Office Clip Art Search HealthField, S. (2012). How to Build Successful Work Teams. Retrieved from: http://humanresources.about.com/od/involvementteams/a/twelve_tip_team.htm Pearson Education. (2012). Herman Miller - Motivation, Leadership and Teamwork. (Video). Retrieved from: http://media.pearsoncmg.com/ Robbins, S. P. & Judge, T.A. (2013). Organizational Behavior (15th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.