Presentation on theme: "Chapter 9 Understanding Work Teams"— Presentation transcript:
1Chapter 9 Understanding Work Teams Essentials ofOrganizational Behavior, 10/eStephen P. Robbins & Timothy A. JudgeChapter 9Understanding Work Teams
2After 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.
3Why Are Teams So Popular? Increased competition forced restructuring for efficiency and effectivenessTeams:Better utilize employee talentsAre more flexible and responsive to changeDemocratize and motivate
4Groups and Teams Work Group – Work Team – A group who interacts primarily to share information and to make decisions to help one another perform within each member’s area of responsibilityWork 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
7Problem-Solving Teams Members often from the same departmentShare ideas or suggest improvementsRarely given authority to unilaterally implement any of their suggested actions
8Self-Managed Work Teams 10-15 employees in highly-related jobsTeam takes on supervisory responsibilities:Work planning and schedulingAssigning tasksOperating decisions/actionsWorking with customersMay select and evaluate membersEffectiveness is situationally dependent
9Cross-Functional Teams Members from same level, but diverse areas within and between organizationsExchange informationDevelop new ideas and solve problemsCoordinate complex projectsDevelopment may be time-consuming due to complexity and diversity
10Virtual Teams Computer technology ties dispersed team together Special challenges:Less social rapportMore task-orientedMembers less satisfied
11Key Components of Effective Teams ContextCompositionWork DesignProcess
12Contextual Components Presence of adequate resourcesEffective leadership and structureClimate of trust in the teamPerformance evaluation and reward system that reflects team contributions
13Team Composition Components Abilities of membersTechnical expertiseProblem-solvingInterpersonalPersonalityConscientious and open-mindedDiversitySize of teamsMember preferences
14Work Design Components FreedomAutonomySkill varietyTask identityTask significanceEnhances motivationand team effectiveness
15Process Components Common plan and purpose Specific goals Team efficacyCommon mental modelsLow levels of conflictMinimized social loafing
16Turning Individuals Into Team Players Selection –Need employees who have the interpersonal as well as technical skillsTraining –Workshops on problem-solving, communications, negotiation, conflict-management and coaching skillsRewards –Encourage cooperative efforts rather than individual ones
17Teams Aren’t Always the Answer: Three Tests Complexity 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?
18Global 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.
19Implications for Managers Common characteristics of effective teams:Have adequate resources, effective leadership, a climate of trust, and suitable reward systemComposed of individuals with technical and interpersonal skillsWork provides freedom, autonomy, and opportunity to use skillsMembers are committed to a common purpose
20Keep in Mind…Proper selection of members increases likelihood of effective teamsTeam should be constructed based on ability, skill, and applicable member traits given the situationNon-personal conflicts can lead to better team decisions
21SummaryContrasted 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.
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