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    Chapter 6

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    lengocbaohung
    Organizational Behavior chapter 6

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    Chapter 6

    Uploaded by

    lengocbaohung
    8 views17 pages
    Organizational Behavior chapter 6

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    © © All Rights Reserved

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    PDF, TXT or read online from Scribd

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    Organizational Behavior chapter 6

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    8 views17 pages

    Chapter 6

    Uploaded by

    lengocbaohung
    Organizational Behavior chapter 6

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 17

    Chapter 6

    Why have teams become so popular?


     Great way to use employee talents
     Teams are more flexible and responsive to changes in
    the environment
     Can quickly assemble, deploy, refocus, and disband
     Facilitate employee involvement
     Increase employee participation in decision making
     Democratize an organization and increase motivation
     Note: teams are not ALWAYS effective
    Groups vs Teams
    Workgroup Work team

    • Share information and • Generates positive synergy


    make decisions to help each through coordination
    member perform within his • Individual efforts result in a
    or her area of responsibility level of performance
    • No need or opportunity to greater than the sum of
    engage in collective work individual inputs
    with join effort
    • The summation of each
    member’s individual
    contribution
    Groups vs Teams
    Workgroups Work Teams

    Share information Goal Collective performance

    Neutral (sometimes negative) Synergy Positive

    Individual Accountability Individual and mutual

    Random and varied Skills Complementary


    Types of Teams

    Problem-Solving
    Teams Self-Managed Work Cross-Functional
    Teams Teams
    - 5 to 12 employees
    from the same - 10 to 15 people - Employees from
    department - Take on the about the same
    responsibilities of hierarchical level
    - A few hours each
    week their former - From different
    supervisors work areas
    - Discuss ways of
    improving quality, - Come together to
    efficiency, and the accomplish a task
    work environment
    Types of Teams
     Virtual Teams
     Teams that use computer technology to tie together
    physically dispersed members in order to achieve a common
    goal
     Characteristics
     Limited socializing
     The ability to overcome time and space constraints
     To be effective, needs:
     Trust among members
     Close monitoring
     To be publicized
    A Team-Effective Model
    Context
    • Adequate resources
    • Leadership and
    structure
    • Climate of trust
    • Performance evaluation
    Caveat 1: This is a general guide
    and reward systems only.

    Composition
    • Abilities of members
    • Personality
    • Allocating roles
    Team
    • Diversity
    • Size of teams
    effectiveness
    • Member flexibility
    • Member preferences

    Process
    Caveat 2: The model assumes that
    • Common purpose teamwork is preferable to
    • Specific goals individual work.
    • Team efficacy
    • Conflict levels
    • Social loafing
    Creating Effective Teams: Context
    Adequate Resources
    • Need the tools to complete the job

    Effective Leadership and Structure


    • Agreeing to the specifics of work and how the team fits together to integrate
    individual skills
    • Even “self-managed” teams need leaders
    • Leadership especially important in multi-team systems
    Climate of Trust
    • Members must trust each other and the leader

    Performance and Rewards Systems that Reflect Team Contributions


    • Cannot just be based on individual effort
    Creating Effective Teams:
    Composition
    Abilities of Need technical expertise, problem-solving, decision-making,
    Members and good interpersonal skills

    Personality of Conscientiousness, openness to experience, and


    Members agreeableness all relate to team performance

    Allocating Many necessary roles must be filled


    Roles and
    Diversity Diversity can often lead to lower performance
    Size of team The smaller the better: 5 to 9 is optimal

    Member’s Do the members want to be on teams?


    Preference
    for Teamwork
    Key Roles on Team
    Creating Effective Team: Work design
     Freedom and Autonomy
     Ability to work independently
     Skill Variety
     Ability to use different skills and talents
     Task Identity
     Ability to complete a whole and identifiable task
    or product
     Task Significance
     Working on a task or project that has a
    substantial impact on others
    Creating Effective Team: Process
    Commitment to Create a common purpose that provides direction
    a Common
    Have reflexivity: willing to adjust plan if necessary
    Purpose
    Establishment Must be specific, measurable, realistic, and challenging
    of Specific
    Team Goals
    Team Efficacy Team believes in its ability to succeed

    Mental Models Have an accurate and common mental map of how the work gets
    done

    A Managed Task conflicts are helpful; interpersonal conflicts are not


    Level of Conflict

    Minimized Team holds itself accountable both individually and as a team


    Social Loafing
    Turning Individuals into Team Players
    Selection
    • Make team skills one of the interpersonal skills in the hiring
    process.
    Training
    • Individualistic people can learn
    Rewards
    • Rework the reward system to encourage cooperative efforts
    rather than competitive (individual) ones
    • Continue to recognize individual contributions while still
    emphasizing the importance of teamwork
    Be aware! Teams aren’t always the
    Answer
    Teams take more time and resources than
    does individual work.
    Three tests to see if a team fits the situation:
    Is the work complex and is there a need for different
    perspectives: will it be better with the insights of more
    than one person?
    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?
    Be aware! Teams aren’t always the
    Answer
    Global Implications
     Extent of Teamwork
     Other countries use teams more often than does the U.S.
     Self-Managed Teams
     Do not work well in countries with low tolerance for
    ambiguity and uncertainty and a high power distance
     Team Cultural Diversity and Team Performance
     Diversity caused by national differences interferes with team
    efficiency, at least in the short run
     After about three months the differences between diverse
    and non-diverse team performance disappear
    Summary and Managerial Implications
     Effective teams have common characteristics:
     Adequate resources
     Effective leadership
     A climate of trust
     Appropriate reward and evaluation systems
     Composed of members with correct skills and roles
     Are smaller
     Do work that provides freedom, autonomy, and the chance to
    contribute
     The tasks are whole and significant
     Has members who believe in the team’s capabilities
     Managers should modify the environment and select team-
    oriented individuals to increase the chance of developing effective
    teams.

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