eleventh organizational ior editi on behav stephen p robbins Chapter Understanding Work Teams ORGANIZATIONAL BEHAVIOR S T E P H E N P R O B B I N S E L E V E N T H © 2005 Prentice Hall Inc All rights reserved E D I T I O N WWW PRE N HALL C OM / ROB BI N S PowerPoint Presentation by Charlie Cook OBJECTIVES LEARNING After studying this chapter, you should be able to: Explain the growing popularity of teams in organizations Contrast teams with groups Identify four types of teams Specify the characteristics of effective teams Explain how organizations can create team players Describe conditions under which teams are preferred over individuals © 2005 Prentice Hall Inc All rights reserved 9–3 Why Why Have Have Teams Teams Become Become So So Popular Popular Teams typically outperform individuals Teams use employee talents better Teams are more flexible and responsive to changes in the environment Teams facilitate employee involvement Teams are an effective way to democratize and organization and increase motivation © 2005 Prentice Hall Inc All rights reserved 9–4 Team Team Versus Versus Group: Group: What’s What’s the the Difference Difference 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 Work Team A group whose individual efforts result in a performance that is greater than the sum of the individual inputs © 2005 Prentice Hall Inc All rights reserved 9–5 Comparing Comparing Work Work Groups Groups and and Work Work Teams Teams © 2005 Prentice Hall Inc All rights reserved E X H I B I T 9–1 E X H I B I T 9–1 9–6 Types Types of of Teams Teams Problem-Solving Teams Groups of 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 Self-Managed Work Teams Groups of 10 to 15 people who take on the responsibilities of their former supervisors © 2005 Prentice Hall Inc All rights reserved 9–7 Types Types of of Teams Teams (cont’d) (cont’d) Cross-Functional Teams Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task • Task forces • Committees © 2005 Prentice Hall Inc All rights reserved 9–8 Types Types of of Teams Teams (cont’d) (cont’d) Virtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal Team TeamCharacteristics Characteristics 1.1 The Theabsence absenceof ofparaverbal paraverbaland andnonverbal nonverbalcues cues 2.2 AAlimited limitedsocial socialcontext context 3.3 The Theability abilityto toovercome overcometime timeand andspace spaceconstraints constraints © 2005 Prentice Hall Inc All rights reserved 9–9 AATeamTeamEffectiveness Effectiveness Model Model © 2005 Prentice Hall Inc All rights reserved E X H I B I T 9–3 E X H I B I T 9–3 9–10 Creating Creating Effective Effective Teams Teams © 2005 Prentice Hall Inc All rights reserved 9–11 Creating Creating Effective Effective Teams Teams (cont’d) (cont’d) © 2005 Prentice Hall Inc All rights reserved 9–12 Key KeyRoles Roles of ofTeams Teams © 2005 Prentice Hall Inc All rights reserved E X H I B I T 9–4 E X H I B I T 9–4 9–13 Creating Creating Effective Effective Teams Teams (cont’d) (cont’d) © 2005 Prentice Hall Inc All rights reserved 9–14 Creating Creating Effective Effective Teams Teams (cont’d) (cont’d) © 2005 Prentice Hall Inc All rights reserved 9–15 Effects Effects of of Group Group Processes Processes + – © E X H2005 I B I T 9–4Prentice Hall Inc E X H I B I T 9–4 All rights reserved = 9–16 Creating Creating Effective Effective Teams: Teams: Diversity Diversity Group Demography The degree to which members of a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organization, and the impact of this attribute on turnover Cohorts Individuals who, as part of a group, hold a common attribute © 2005 Prentice Hall Inc All rights reserved 9–17 Turning Turning Individuals Individuals Into Into Team Team Players Players The Challenges – Overcoming individual resistance to team membership – Countering the influence of individualistic cultures – Introducing teams in an organization that has historically valued individual achievement Shaping Team Players – Selecting employees who can fulfill their team roles – Training employees to become team players – Reworking the reward system to encourage cooperative efforts while continuing to recognize individual contributions © 2005 Prentice Hall Inc All rights reserved 9–18 Teams Teams and and Quality Quality Management Management Team Effectiveness and Quality Management Requires That Teams: Are small enough to be efficient and effective Are properly trained in required skills Allocated enough time to work on problems Are given authority to resolve problems and take corrective action Have a designated “champion” to call on when needed © 2005 Prentice Hall Inc All rights reserved 9–19 Beware: Beware: Teams Teams Aren’t Aren’t Always Always the the Answer Answer Three tests to see if a team fits the situation: – Is the work complex and is there a need for different perspectives? – 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? – Are members of the group involved in interdependent tasks? © 2005 Prentice Hall Inc All rights reserved 9–20 [...]... Creating Effective Effective Teams Teams © 2005 Prentice Hall Inc All rights reserved 9–11 Creating Creating Effective Effective Teams Teams (cont’d) (cont’d) © 2005 Prentice Hall Inc All rights reserved 9–12 Key KeyRoles Roles of ofTeams Teams © 2005 Prentice Hall Inc All rights reserved E X H I B I T 9–4 E X H I B I T 9–4 9–13 Creating Creating Effective Effective Teams Teams (cont’d) (cont’d) © 2005... Inc All rights reserved 9–14 Creating Creating Effective Effective Teams Teams (cont’d) (cont’d) © 2005 Prentice Hall Inc All rights reserved 9–15 Effects Effects of of Group Group Processes Processes + – © E X H2005 I B I T 9–4Prentice Hall Inc E X H I B I T 9–4 All rights reserved = 9–16 Creating Creating Effective Effective Teams: Teams: Diversity Diversity Group Demography The degree to which members... – Introducing teams in an organization that has historically valued individual achievement Shaping Team Players – Selecting employees who can fulfill their team roles – Training employees to become team players – Reworking the reward system to encourage cooperative efforts while continuing to recognize individual contributions © 2005 Prentice Hall Inc All rights reserved 9–18 Teams Teams and and... Quality Management Requires That Teams: 1 Are small enough to be efficient and effective 2 Are properly trained in required skills 3 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 © 2005 Prentice Hall Inc All rights reserved 9–19 Beware: Beware: Teams Teams Aren’t Aren’t Always Always