CH09 - Understanding Work TeamsnullnullEssentials of
Organizational Behavior, 10/e
Stephen P. Robbins & Timothy A. JudgeChapter 9
Understanding Work TeamsAfter studying this chapter, you should be able to:After studying this chapter, you should be able to:Contrast groups and teams, and...
nullnullEssentials of
Organizational Behavior, 10/e
Stephen P. Robbins & Timothy A. JudgeChapter 9
Understanding Work TeamsAfter studying this chapter, you should be able to:After studying this chapter, you should be able to:Contrast groups and teams, and analyze the growing popularity of using teams in organizations.
Compare and contrast four types of teams.
Identify the characteristics of effective teams.
Show how organizations can create team players.
Decide when to use individuals instead of teams.
Show how the understanding of teams differs in a global context.Why Are Teams So Popular?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 motivateGroups and TeamsGroups and TeamsWork 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 inputsComparing Work Groups and Work TeamsComparing Work Groups and Work TeamsFour Types of TeamsFour Types of TeamsProblem-Solving TeamsProblem-Solving TeamsMembers often from the same department
Share ideas or suggest improvements
Rarely given authority to unilaterally implement any of their suggested actionsSelf-Managed Work TeamsSelf-Managed Work Teams10-15 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 dependentCross-Functional TeamsCross-Functional TeamsMembers 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 diversityVirtual TeamsVirtual TeamsComputer technology ties dispersed team together
Special challenges:
Less social rapport
More task-oriented
Members less satisfiedKey Components of
Effective TeamsKey Components of
Effective TeamsContext
Composition
Work Design
ProcessContextual ComponentsContextual ComponentsPresence of adequate resources
Effective leadership and structure
Climate of trust in the team
Performance evaluation and reward system that reflects team contributions Team Composition ComponentsTeam Composition ComponentsAbilities of members
Technical expertise
Problem-solving
Interpersonal
Personality
Conscientious and open-minded
Diversity
Size of teams
Member preferencesWork Design ComponentsWork Design ComponentsFreedom
Autonomy
Skill variety
Task identity
Task significance
Enhances motivation
and team effectivenessProcess ComponentsProcess ComponentsCommon plan and purpose
Specific goals
Team efficacy
Common mental models
Low levels of conflict
Minimized social loafing Turning Individuals Into Team PlayersTurning Individuals Into Team PlayersSelection –
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 onesTeams Aren’t Always the Answer: Three TestsTeams Aren’t Always the Answer: Three TestsComplexity of Work:
Can the work be done better by more than one person?
Common Purpose:
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?
Interdependence:
Are the members of the group interdependent?Global ImplicationsGlobal ImplicationsTeamwork is less pervasive in the United States.
Self-managed teams may be difficult to introduce globally – power distance problems.
Team cultural diversity creates difficulties in the short run.
Implications for ManagersImplications for ManagersCommon 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 purposeKeep in Mind…Keep in Mind…Proper selection of members increases likelihood of effective teams
Team should be constructed based on ability, skill, and applicable member traits given the situation
Non-personal conflicts can lead to better team decisionsSummarySummaryContrasted groups and teams, and analyzed the growing popularity of using teams in organizations.
Compared and contrasted four types of teams.
Identified the characteristics of effective teams.
Showed how organizations could create team players.
Decided when to use individuals instead of teams.
Showed how the understanding of teams differed in a global context.
本文档为【CH09 - Understanding Work Teams】,请使用软件OFFICE或WPS软件打开。作品中的文字与图均可以修改和编辑,
图片更改请在作品中右键图片并更换,文字修改请直接点击文字进行修改,也可以新增和删除文档中的内容。
该文档来自用户分享,如有侵权行为请发邮件ishare@vip.sina.com联系网站客服,我们会及时删除。
[版权声明] 本站所有资料为用户分享产生,若发现您的权利被侵害,请联系客服邮件isharekefu@iask.cn,我们尽快处理。
本作品所展示的图片、画像、字体、音乐的版权可能需版权方额外授权,请谨慎使用。
网站提供的党政主题相关内容(国旗、国徽、党徽..)目的在于配合国家政策宣传,仅限个人学习分享使用,禁止用于任何广告和商用目的。