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UNDERSTANDING WORK
TEAMS
9-2
WHY ARE TEAMS SO POPULAR?
• Increased competition forced restructuring for efficiency and effectiveness• Teams:
– Better utilize employee talents– Are more flexible and responsive to change– Democratize and motivate
WHY HAVE TEAMS BECOME SO POPULAR?• Great way to use employee talents• Teams are more flexible and responsive to changes in the environment• Can quickly assemble, deploy, refocus, and disband• Facilitate employee involvement• Increase employee participation in decision making• Democratize an organization and increase motivation• Note: teams are not ALWAYS effective
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10-3
Chapter 9 4©Prentice Hall, 2001
THE POPULARITY OF TEAMS
Performance Efficiency
JobSatisfaction
DIFFERENCES BETWEEN GROUPS AND TEAMS
• 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
– No joint effort required
• Work Team– Generates positive synergy through coordinated effort. The
individual efforts result in a performance that is greater than the sum of the individual inputs
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10-5
Chapter 9 6©Prentice Hall, 2001
Share information
Neutral (may be negative)
Individual
Random and varied
Goal
Synergy
Accountability
Skills
Collective performance
Positive
Individual and mutual
Complementary
Work Groups Work Teams
Comparing Work Groups and Work Teams
Chapter 9 7©Prentice Hall, 2001
STAGES OF TEAM DEVELOPMENT
Prestage I Stage IForming
Stage IIStorming
Stage IIINorming
Stage IVPerforming
Stage VAdjourning
9-8
FOUR TYPES OF TEAMS
9-9
PROBLEM-SOLVING TEAMS• Members often from the same department• Share ideas or suggest improvements• Rarely given authority to unilaterally
implement any of their suggested actions• 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
9-10
SELF-MANAGED WORK TEAMS• 10-15 employees in highly-related jobs
• Team takes on supervisory responsibilities:
– Work planning and scheduling– Assigning tasks– Operating decisions/actions– Working with customers
• May select and evaluate members• Effectiveness is situationally dependent
9-11
CROSS-FUNCTIONAL TEAMS• Members from same level, but 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
9-12
VIRTUAL TEAMS• Computer technology ties
dispersed team together
• Special challenges:– Less social rapport– More task-oriented– Members less satisfied
© 2007 Prentice Hall Inc. All rights reserved.
A TEAM-EFFECTIVENESS
MODEL
E X H I B I T 10–3
© 2007 Prentice Hall Inc. All rights reserved.
KEY ROLES OF TEAMS
E X H I B I T 10–4
9-15
TURNING INDIVIDUALS INTO TEAM PLAYERS
• Selection – Need employees who have the interpersonal as well as technical skills
• Training – Workshops on problem-solving, communications, negotiation, conflict-management and coaching skills
• Rewards – Encourage cooperative efforts rather than individual onesRework the reward system to encourage cooperative efforts rather than competitive (individual) onesContinue to recognize individual contributions while still emphasizing the importance of teamwork
BEWARE! TEAMS AREN’T ALWAYS THE ANSWER
Teams take more time and resources than does individual work.• Three tests to see if a team fits the situation:
1. Is the work complex and is there a need for different perspectives: will it be better with the insights of more than one person?
2. 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?
3. Are members of the group involved in interdependent tasks?
© 2009 Prentice-Hall Inc. All rights reserved. 10-16
Chapter 9 17©Prentice Hall, 2001
Challenges ofCreating Team Players
IndividualPreferences
WorkEnvironments
NationalCulture
Chapter 9 18©Prentice Hall, 2001
REINVIGORATINGMATURE TEAMS
Preparation RefresherTraining
AdvancedTraining
ConstantLearning
Chapter 9 19©Prentice Hall, 2001
ContinuousImprovement
WorkforceDiversity
Contemporary Team Issues
GLOBAL IMPLICATIONS
• Extent of Teamwork– Other countries use teams more often than does the U.S.
• Self-Managed Teams– Do not work well in countries with low tolerances for ambiguity and uncertainty
and a high power distance
• Team Cultural Diversity and Team Performance– Diversity caused by national differences interferes with team efficiency, at least in
the short run– After about three months the differences between diverse and non-diverse team
performance disappear
© 2009 Prentice-Hall Inc. All rights reserved. 10-20
9-21
IMPLICATIONS FOR MANAGERS
Common characteristics of effective teams:– Have adequate resources, effective leadership, a climate of
trust, and suitable reward system
– Composed of individuals with technical and interpersonal skills
– Work provides freedom, autonomy, and opportunity to use skills
– Members are committed to a common purpose
© 2007 Prentice Hall Inc. All rights reserved.
TEAMS AND QUALITY MANAGEMENT• Team Effectiveness and Quality Management Requires that Teams:
1. Are small enough to be efficient and effective.2. Are properly trained in required skills.3. Are allocated enough time to work on problems.4. Are given authority to resolve problems and take corrective action.5. Have a designated “champion” to call on when needed.
SUMMARY AND MANAGERIAL IMPLICATIONS• Effective teams have common characteristics:
– Adequate resources– Effective leadership– A climate of trust– Appropriate reward and evaluation systems– Composed of members with correct skills and roles– Are smaller– Do work that provides freedom, autonomy, and the
chance to contribute– The tasks are whole and significant– Have members who believe in the team’s capabilities
• Managers should modify the environment and select team-oriented individuals to increase the chance of developing effective teams
© 2009 Prentice-Hall Inc. All rights reserved. 10-23
THANKYOU