Understanding Work Teams rev1

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  • 1. Part 3: The Group
    • Understanding Work Teams and Its Dynamics
    Chapter 10 Presented by: Engr. Dindo R. Macatiag Professor: Dr. Jo 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
  • 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