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Robbins eob9 inst_ppt_09
 

Robbins eob9 inst_ppt_09

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    Robbins eob9 inst_ppt_09 Robbins eob9 inst_ppt_09 Presentation Transcript

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