Organizational Behavior 9e.

Organizations and TeamsOrganizational Behavior: ManagingPeople and Organizations,Ninth EditionGregory Moorhead, Ricky W. GriffinChapter 10LOGOYOUR SITE HEREChapter Learning ObjectivesDifferentiate teams from groups.Identify and discuss the benefits and costs of teams in organizations.Identify and describe various types of teams.Describe how organizations implement the use of teams.Discuss other essential team issues.

2After studying this chapter you should be able to:LOGOYOUR SITE HEREDifferentiating Teams from GroupsTeam DefinedA small number of people with complementary skills who are committed to:a common purposecommon performance goalsan approach for which they hold themselves mutually accountableRequired skills:Technical and functional job skillsProblem solving and decision-making skillsInterpersonal skills3LOGOYOUR SITE HERE4Table 10.1Differences Between Teams and Traditional Work GroupsReference: Adapted from Jack D. Osburn, Linda Moran, and Ed Musselwhite, with Craig Perrin, Self-Directed Work Teams: The New American Challenge (Homewood, IL: Business One Irwin, 1990), p. 11.

LOGOYOUR SITE HEREDifferentiating Teams from Groups (contd)5Self-DirectingSelf-ManagingAutonomousTrue TeamLOGOYOUR SITE HEREDifferentiating Teams from Groups (contd)6Job categoriesAuthorityReward systemsGroup versus Team Differences LOGOYOUR SITE HEREDifferentiating Teams from Groups (contd)7Skill-based payGain-sharing systemsTeam-bonus plansReward Systems for TeamsLOGOYOUR SITE HEREBenefits of Teams in Organizations8Enhanced performanceOrganizational enhancementsEmployee benefitsReduced costsTeam-Based Environment BenefitsLOGOYOUR SITE HERE9Table 10.2Benefits of Teams in OrganizationsReferences: Adapted from Richard S. Wellins, William C. Byham, and George R. Dixon, Inside Teams (San Francisco: Jossey-Bass, 1994); Charles C. Manz and Henry P. Sims Jr., Business Without Bosses (New York: Wiley, 1993).Type of Benefit Specific Benefit Organizational Examples ENHANCED PERFORMANCE Increased productivity Ampex: On-time customer delivery rose 98%. Improved quality K Shoes: Rejects per million dropped from 5,000 to 250. Improved customer service Eastman: Productivity rose 70%. EMPLOYEE BENEFITS Quality of work life Milwaukee Mutual: Employee assistance program usage dropped to 40% below industry average. Lower stress REDUCED COSTS Lower turnover, absenteeism Kodak: Reduced turnover to one-half the industry average.Fewer injuries Texas Instruments: Reduced costs more than 50%Westinghouse: Costs down 60%. ORGANIZATIONAL ENHANCEMENTS Increased innovation, flexibility IDS Mutual Fund Operations: Improved flexibility to handle fluctuations in market activity. Hewlett-Packard: Innovative order-processing system. LOGOYOUR SITE HERECosts of Teams in Organizations10Difficulties in changing to a team-based organizationCumbersome and lengthy team development processEmployee resistance to role changesManagerial sense of loss of usefulnessManagerial role confusion/frustrationLosses due to premature abandonment of the processLOGOYOUR SITE HERETypes of Teams11Management TeamsProduct Development TeamsVirtual TeamsTeam TypesQuality CirclesWork TeamsProblem-Solving TeamsLOGOYOUR SITE HERE

Implementing Teams in OrganizationsChanging to a Team-Based SituationPlanning the ChangeMaking the decisionPreparing for implementationImplementation PhasesStart-upReality and UnrestLeader-centered teamsTightly formed teamsSelf-managing teams12Digital Vision at Getty Images LOGOYOUR SITE HEREImplementing Teams (contd)Changing to a Team-Based Situation (contd)Planning the ChangeMaking the decisionChange leaders competencesHave a strong belief that employees want to be responsible for their own workBe able to demonstrate the team philosophyArticulate a coherent vision of the team environmentHave the creativity/authority to overcome obstacles as they surface 13LOGOYOUR SITE HEREImplementing Teams (contd)Changing to a Team-Based Situation (contd)Planning the ChangeMaking the decisionChange ProcessLeader establishes steering committee to explore the organizations readiness for the team environment and lead it through the planning and preparation for the changeEstablish a feasibility studyMake a go or no-go decision14LOGOYOUR SITE HEREImplementing Teams (contd)Changing to a Team-Based Situation (contd)Planning the ChangeMaking the decisionSteps involved in preparing for implementation: Clarify the missionSelect the site for the first work teamsPrepare the design teamPlan the transfer of authorityDraft the preliminary plan15LOGOYOUR SITE HEREImplementing Teams (contd)Changing to a Team-Based Situation (contd)Planning the ChangeImplementation PhasesStart-upSelect and train team membersIdentify team boundariesAdjust preliminary plan to fit the particular team situations16

Digital Vision at Getty Images LOGOYOUR SITE HEREImplementing Teams (contd)Changing to a Team-Based Situation (contd)Planning the ChangeImplementation PhasesStart-upReality and unrest: Managers rolesProvide encouragementMonitor team performanceAct as intermediaries between teamsHelp teams acquire needed resourcesFoster the right type of communicationProtect teams from those who want to see them fail 17LOGOYOUR SITE HEREImplementing Teams (contd)Changing to a Team-Based Situation (contd)Planning the ChangeImplementation PhasesStart-upReality and unrestLeader-centered teamsEncourage strong internal team leadersAssist each team in development of its own sense of identity

18LOGOYOUR SITE HEREImplementing Teams (contd)Changing to a Team-Based Situation (contd)Planning the ChangeImplementation PhasesStart-upReality and UnrestLeader-centered teamsTightly formed teamsKeep communication channels with other teams openProvide performance feedbackTransfer authority/responsibility to all team members19LOGOYOUR SITE HEREImplementing Teams (contd)Changing to a Team-Based Situation (contd)Planning the ChangeImplementation PhasesStart-upReality and UnrestLeader-centered teamsTightly formed teamsSelf-managing teams: keeping teams on trackContinue job-team-interpersonal skill trainingImprove support systems for facilitation of team development and productivityImprove internal customer/supplier relationships20LOGOYOUR SITE HERE

21Figure 10.1Phases of Team ImplementationLOGOYOUR SITE HEREEssential Team Issues22Performance-based reasons for teamsProper planning of strategiesProper implementation of strategiesNecessities for Team-Based Organizational SuccessLOGOYOUR SITE HERETeam Implementation23Implementation PhasesTeam Performance Phase 1:Start-up Performance is normalPhase 2:Reality/UnrestPerformance declines due to confusion and frustration with training and lack of top management directionPhase 3:Leader-centered teamsPerformance increases due to increasing familiarity with the team process and restoration of internal leadership Phase 4:Tightly-formed teamsPerformance continues to increasePhase 5:Self-managing teamsPerformance peaks as teams mature and become more flexibleLOGOYOUR SITE HEREImportance of Top Management in Team ImplementationMakes go or no-go decision for organizational change to team-based structureBased on sound business performance reasonsIs instrumental in communicating the reasons for change to the rest of the organizationSupports the change effort during the difficult periods 24LOGOYOUR SITE HERE25Figure 10.2Performance and Implementation of Teams

Reference: Reprinted by permission of Harvard Business School Press. From The Wisdom of Teams: Creating the High Performance Organization by Jon R. Katzenbach and Douglas K. Smith, Boston, MA, 1993, p. 84. Copyright 1993 by the Harvard Business School Publishing Corporation; all rights reserved.LOGOYOUR SITE HERE