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Chapter 11 Building Effective Work Teams and Maintaining Morale Supervision: Concepts and Practices of Management, Second Canadian Edition Hilgert, Leonard,

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Presentation on theme: "Chapter 11 Building Effective Work Teams and Maintaining Morale Supervision: Concepts and Practices of Management, Second Canadian Edition Hilgert, Leonard,"— Presentation transcript:

1 chapter 11 Building Effective Work Teams and Maintaining Morale Supervision: Concepts and Practices of Management, Second Canadian Edition Hilgert, Leonard, Shemko, and Docherty © 2005 by Nelson, a division of Thomson Canada Limited

2 11-2 Learning Objectives 1.Explain why work groups form and function. 2.Classify work groups and their relevance for supervisors. 3.State some important research findings about work groups. 4.Discuss the importance of employee morale and its relationship to teamwork and productivity.

3 11-3 Learning Objectives 5.Understand the factors that influence employee morale and the supervisor’s role in dealing with with both external and internal factors. 6.Discuss techniques to assess employee morale, including observation and employee attitude surveys. 7.Understand why counselling is an important part of the supervisor’s job.

4 11-4 Learning Objectives 8.Identify programs that organizations use to assist employees with personal and work-related problems, including workplace violence.

5 11-5 Why Work Groups? Companionship and identification Behaviour guidelines Problem solving Protection

6 11-6 Cohesive Groups Members perceive they have higher status Generally are small Share similar personal characteristics Are relatively distant from other groups Form due to outside pressures or for self-protection Can communicate relatively easily Have succeeded in some group effort

7 11-7 Classifications of Work Groups Command—based on authority relationships Task—cross-functional team Friendship—Based on similar personalities and social interests Special interest—exist to accomplish something as a group

8 11-8 Hawthorne Studies Relay assembly room experiment—primary reasons for improved performance were attitudes and morale Bank wiring observation room experiment—a work group can negatively impact job performance

9 11-9 Team Research Team members must be committed to the group and to the performance of the group. Teams function better when they are small. Teams should be composed of individuals who have complementary and sufficient skills. Teams should be committed to specific and realistic objectives. (Source: Katzenbach and Smith)

10 11-10 Team Research Supervisors can feel threatened by a transition to teams; they need coaching, support, and encouragement. Team members must be held accountable. New team leadership roles for supervisors include coaching and facilitating. Communication becomes more important. (Source: Jones and Beyerlein)

11 11-11 Team Sports as a Model “Team sports could not exist without, well, teams. Competent, superbly professional role players, the good soldiers who do what’s asked of them and don’t bask in anyone’s attention, are the sine qua non of the organizations that win year after year.” – Kenneth Turan

12 11-12 Collaborative Workplace Throughout the organization, employees and management share authority for decision making. Teamwork processes promote trust, integrity, consensus, and shared ownership. People want and need to be valued for their contributions.

13 11-13 Teams that Work Focus on managing the team as a group and having the team manage its members. Are designed to be effective both in terms of improving productivity and the satisfaction of team members.

14 Keys 1.Group members agree on and commit to team goals. 2.All members participate actively in meetings. 3.All team members follow team rules, guidelines, and procedures. 4.All members are valued. 5.Team members share vital information.

15 Keys 6.Members express their ideas without fear. 7.Use a systematic problem solving approach, but encourages creative thinking. 8.All members are included in problem solving and decision making. 9.Decisions are made by consensus. 10.The team is cohesive.

16 Keys 11.Conflict is viewed as healthy. 12.Groups members give honest feedback. 13.Team training and peer helping. 14.Team continually evaluates its performance. 15.Pride in team accomplishments. 16.Members enjoy their team affiliation.

17 11-17 Morale The attitudes and feelings of individuals and groups toward their work their environment their supervisors their top-level management the organization

18 11-18 Workplace Spirituality Organizational efforts to make the work environment more meaningful and creative by relating work to employees’ personal values and spiritual beliefs.

19 11-19 External Factors Influencing Morale Family relationships Care of children or elderly Finances Friends Vehicle breakdowns Sickness or death in family

20 11-20 Internal Factors Influencing Morale Workplace incivility Downsizing Compensation Job security Nature of work Relations with coworkers Working conditions Recognition

21 11-21 Workplace Incivility Remember your purpose—eliminate the behaviour and preserve the team. Pause and evaluate what was said— content, context, tone. Be assertive—stay in control. Take action—stop the behaviour when it happens.

22 11-22 Assessing Morale Observation and study Exit interviews–interviews with individuals who leave a firm to assess morale and reasons for leaving

23 11-23 Assessing Morale Employee attitude surveys - survey of employee opinions about major aspects of organizational life used to assess morale

24 11-24 Organizational Development Meetings with groups under the guidance of a neutral conference leader to solve problems that are hindering organizational effectiveness

25 11-25 Counselling Efforts by the supervisor to deal with on-the-job performance problems that are the result of an employee’s personal problems May hold counselling interview to encourage employee to discuss problems openly and develop solutions

26 11-26 Assistance Programs Employee assistance programs (EAP)–company programs to assist employees with certain personal or work-related problems that are interfering with job performance Wellness programs–organized efforts by a firm to help employees to get and stay healthy in order to remain productive

27 11-27 Assistance Programs Ombudsman–staff person who serves as a neutral mediator in resolving conflicts on the job


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