Quality Management, 6 th ed. Goetsch and Davis © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. 1 Quality Management for Organizational Excellence Lecture/Presentation Notes By: Dr. David L. Goetsch and Stanley Davis Based on the book Quality Management for Organizational Excellence (Sixth Edition)

2 Quality Management, 6 th ed. Goetsch and Davis © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Ten: Team Building and Teamwork MAJOR TOPICS Overview of Team Building and Teamwork Building Teams and Making Them Work Four-Step Approach to Team Building Character Traits and Teamwork Teams Are Not Bossed—They are Coached Handling Conflict in Teams Structural Inhibitors of Teamwork Rewarding Team and Individual Performance Recognizing Teamwork and Team Players Leading Multicultural Teams

3 Quality Management, 6 th ed. Goetsch and Davis © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Ten: Team Building and Teamwork (Continued) A team is a group of people with a common, collective goal. The rationale for the team approach to work is that “two heads are better than one.” A group of people becomes a team when the following conditions exist:  There is agreement as to the mission  Members adhere to ground rules  There is a fair distribution of responsibility and authority  People adapt to change.

4 Quality Management, 6 th ed. Goetsch and Davis © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Ten: Team Building and Teamwork (Continued) Teams can be classified as department, process improvement, and task force teams. Factors that can promote the success of a team are:  Personal identity of team members  Relationships among team members  The team’s identity within the organization.

5 Quality Management, 6 th ed. Goetsch and Davis © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Ten: Team Building and Teamwork (Continued) To be an effective team leader, one should apply the following strategies:  Be clear on the team’s mission.  Identify success criteria.  Be action centered.  Establish ground rules.  Share information  Cultivate team unity.

6 Quality Management, 6 th ed. Goetsch and Davis © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Ten: Team Building and Teamwork (Continued) One can be a good team member by applying the following strategies:  Gain entry.  Be clear on the team’s mission.  Be well prepared and participate.  Stay in touch.

7 Quality Management, 6 th ed. Goetsch and Davis © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Ten: Team Building and Teamwork (Continued) ● The Ten Team Commandments are:  Interdependence  Stretching tasks  Alignment  Common language  Trust/respect  Shared leadership/followership  Problem-solving skills  Confrontation/Conflict handling skills  Assessment/action  Celebration

8 Quality Management, 6 th ed. Goetsch and Davis © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Ten: Team Building and Teamwork (Continued) After a team has been formed, a mission statement should be drafted. A good mission statement summarizes the team’s reason for being. It should be broad enough to allow for the measure of progress. Character traits that promote successful teamwork are:  Honesty  Selflessness  Dependability  Enthusiasm  Responsibility  Cooperativeness  Initiative  Patience  Resourcefulness  Punctuality  Tolerance/Sensitivity  Perseverance

9 Quality Management, 6 th ed. Goetsch and Davis © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Ten: Team Building and Teamwork (Continued) Teams are not bossed. They are coached. Coaches are facilitators and mentors. They promote mutual respect among team members and foster cultural diversity. Employees will not always work well together as a team just because it’s the right thing to do. Employees might not be willing to trust their performance, in part, to other employees.

10 Quality Management, 6 th ed. Goetsch and Davis © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Ten: Team Building and Teamwork (Continued) Common structural inhibitors in organizations are:  Unit structure  Accountability  Unit goals  Responsibility  Compensation  Recognition  Planning  Control

11 Quality Management, 6 th ed. Goetsch and Davis © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Ten: Team Building and Teamwork (Continued) Team and individual compensation systems can be developed in four steps: 1. Decide what performance to measure. 2. Determine how to measure the performance. 3. Identify the rewards to be offered. 4. Integrate related processes. Challenges faced when leading multicultural teams include differing: 1) approaches to decision making, 2) attitudes toward authority, 3) attitudes toward work, and 4) approaches to communicating.