Robbins eob9 inst_ppt_09

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Robbins eob9 inst_ppt_09

  1. 1. Understanding Work Teams Chapter 9 Essentials of Organizational Behavior, 9/e Stephen P. Robbins/Timothy A. Judge
  2. 2. After studying this chapter, you should be able to: <ul><li>Explain the growing popularity of teams in organizations </li></ul><ul><li>Contrast teams with groups </li></ul><ul><li>Identify four types of teams </li></ul><ul><li>Specify the characteristics of effective teams </li></ul><ul><li>Explain how organizations can create team players </li></ul><ul><li>Describe conditions when teams are preferred over individuals </li></ul>
  3. 3. Why have teams become so popular? <ul><li>Outperform individuals on tasks requiring multiple skills, judgment, and experience </li></ul><ul><li>Better utilization of employee talents </li></ul><ul><li>More flexible and responsive to changing events </li></ul><ul><li>Effective way for management to democratize the organization and increase employee motivation </li></ul>
  4. 4. Work Group vs. Work Team <ul><li>Work Group - A group who interacts primarily to share information and to make decisions to help one another perform within each member’s area of responsibility </li></ul><ul><li>Work Team - Generates positive synergy through coordinated effort; Individual efforts result in a level of performance that is greater than the sum of those individual inputs </li></ul>
  5. 5. Comparing Work Groups and Work Teams
  6. 6. Four Types of Teams
  7. 7. Problem-Solving Teams <ul><li>Share ideas or offer suggestions on how work processes and methods can be improved </li></ul><ul><li>Rarely given authority to unilaterally implement any of their suggested actions </li></ul>
  8. 8. Self-Managed Work Teams <ul><li>Typically 10-15 employees </li></ul><ul><li>Team takes on supervisory responsibilities in addition to job tasks </li></ul><ul><li>Select and evaluate members </li></ul><ul><li>Effectiveness is situationally dependent </li></ul>
  9. 9. Cross-Functional Teams <ul><li>Members from diverse areas within and between organizations </li></ul><ul><li>Exchange information </li></ul><ul><li>Develop new ideas and solve problems </li></ul><ul><li>Coordinate complex projects </li></ul><ul><li>Development may be time-consuming due to complexity and diversity </li></ul>
  10. 10. Virtual Teams <ul><li>Computer technology ties physically dispersed members together to achieve a common goal </li></ul><ul><li>Differentiating factors from other teams </li></ul><ul><ul><li>Absence of para-verbal and non-verbal cues </li></ul></ul><ul><ul><li>Limited social context </li></ul></ul><ul><ul><li>Ability to overcome time and space constraints </li></ul></ul>
  11. 11. Key Components of Effective Teams <ul><li>Context </li></ul><ul><li>Composition </li></ul><ul><li>Work Design </li></ul><ul><li>Process </li></ul>
  12. 12. Context <ul><li>Presence of adequate resources </li></ul><ul><li>Effective leadership </li></ul><ul><li>Climate of trust </li></ul><ul><li>Performance evaluation and reward system that reflects team contributions </li></ul>
  13. 13. Composition <ul><li>Abilities of members </li></ul><ul><li>Personality </li></ul><ul><li>Allocating roles </li></ul><ul><li>Diversity </li></ul><ul><li>Size of teams </li></ul><ul><li>Member flexibility </li></ul><ul><li>Member preferences </li></ul>
  14. 14. Work Design <ul><li>Freedom & Autonomy </li></ul><ul><li>Skill variety </li></ul><ul><li>Task identity </li></ul><ul><li>Task significance </li></ul>
  15. 15. Process <ul><li>Member commitment to a common purpose </li></ul><ul><li>Establishment of specific team goals </li></ul><ul><li>Team efficacy </li></ul><ul><li>Managed level of conflict </li></ul><ul><li>Minimizing social loafing </li></ul>
  16. 16. Shaping Team Players <ul><li>Selection – in addition to technical skills, managers must select employees who have the interpersonal skills to be team players </li></ul><ul><li>Training – workshops on problem-solving, communications, negotiation, conflict-management and coaching skills help build team members </li></ul><ul><li>Rewards – rework to encourage cooperative efforts rather than competitive ones </li></ul>
  17. 17. Teams and Quality Management <ul><li>Teams provide the natural vehicle for employees to share ideas and to implement improvements </li></ul>
  18. 18. Is a Team the Answer? <ul><li>Questions to consider when determining if work is better done by a team: </li></ul><ul><ul><li>Can the work be done better by more than one person? </li></ul></ul><ul><ul><li>Does the work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals? </li></ul></ul><ul><ul><li>Are the members of the group interdependent? </li></ul></ul>
  19. 19. Implications for Managers <ul><li>Common characteristics of effective teams: </li></ul><ul><ul><li>Individuals with technical and interpersonal skills </li></ul></ul><ul><ul><li>Have 10 or fewer members with diverse backgrounds </li></ul></ul><ul><ul><li>Members fill roles but are flexible and prefer to be part of a group </li></ul></ul><ul><ul><li>Members are committed to a common purpose </li></ul></ul>
  20. 20. Summary <ul><li>Explained the growing popularity of teams in organizations </li></ul><ul><li>Contrasted teams with groups </li></ul><ul><li>Identified four types of teams </li></ul><ul><li>Specified the characteristics of effective teams </li></ul><ul><li>Explained how organizations can create team players </li></ul><ul><li>Described conditions when teams are preferred over individuals </li></ul>

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