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Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D. Chapter 9 Understanding Work Teams. Essentials of Organizational Behavior , 11/e Stephen P. Robbins & Timothy A. Judge. After studying this chapter, you should be able to:. - PowerPoint PPT Presentation

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Page 1: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Organizational BehaviorMBA-542

Instructor: Erlan Bakiev, Ph.D.

1-1

Page 2: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Chapter 9

Understanding Work Teams

9-2

Essentials of Organizational Behavior, 11/e

Stephen P. Robbins & Timothy A. Judge

Page 3: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

After studying this chapter, you should be able to:9-3

1. Contrast groups and teams, and analyze the growing popularity of using teams in organizations.

2. Compare and contrast four types of teams.3. Identify the characteristics of effective teams.4. Show how organizations can create team players.5. Decide when to use individuals instead of teams.6. Show how the understanding of teams differs in a

global context.

Page 4: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Why Are Teams So Popular?9-4

Increased competition forced restructuring for efficiency and effectiveness

Teams: Better utilize employee talents Are more flexible and responsive to change Democratize and motivate

Page 5: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Groups and Teams9-5

Work Group – A group who interacts primarily to share information and to make decisions to help one another perform within each member’s area of responsibility

Work 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

Page 6: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Comparing Work Groups and Work Teams9-6

Page 7: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Four Types of Teams9-7

Page 8: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Problem-Solving Teams9-8

Members often from the same department

Share ideas or suggest improvements

Rarely given authority to unilaterally implement any of their suggested actions

Page 9: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Self-Managed Work Teams9-9

10-15 employees in highly-related jobs Team takes on supervisory

responsibilities: Work planning and scheduling Assigning tasks Operating decisions/actions Working with customers

May select and evaluate members Effectiveness is situationally dependent

Page 10: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Cross-Functional Teams9-10

Members from same level, but diverse areas within and between organizations

Exchange information Develop new ideas and solve

problems Coordinate complex projects Development may be time-consuming

due to complexity and diversity

Page 11: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Virtual Teams9-11

Computer technology ties dispersed team together

Special challenges: Less social rapport More task-oriented Members less satisfied

Page 12: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Key Components of Effective Teams

9-12

Context Composition Process

Page 13: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Contextual Components9-13

Presence of adequate resources Effective leadership and structure Climate of trust in the team Performance evaluation and reward

system that reflects team contributions

Page 14: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Team Composition Components9-14

Abilities of members Technical expertise Problem-solving Interpersonal

Personality Conscientious and open-minded

Allocation of Roles Diversity Size of teams Member preferences

Page 15: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Process Components9-15

Common plan and purpose

Specific goals Team efficacy Common mental

models Low levels of conflict Minimized social

loafing

Page 16: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Turning Individuals Into Team Players9-16

Selection – Need employees who have the interpersonal as well as technical skills

Training – Workshops on problem-solving, communications, negotiation, conflict-management and coaching skills

Rewards – Encourage cooperative efforts rather than individual ones

Page 17: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Teams Aren’t Always the Answer: Three Tests

9-17

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?

Page 18: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Global Implications9-18

Teamwork 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.

Page 19: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Implications for Managers9-19

Common characteristics of effective teams: Have adequate resources, effective leadership,

a climate of trust, and suitable reward system Composed of individuals with technical and

interpersonal skills Work provides freedom, autonomy and

opportunity to use skills Members are committed to a common purpose

Page 20: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Keep in Mind…9-20

Proper selection of members increases likelihood of effective teams

Team should be constructed based on ability, skill, and applicable member traits given the situation

Non-personal conflicts can lead to better team decisions

Page 21: Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D

Summary9-21

1. Contrasted groups and teams and analyzed the growing popularity of using teams in organizations.

2. Compared and contrasted four types of teams.3. Identified the characteristics of effective teams.4. Showed how organizations could create team

players.5. Decided when to use individuals instead of teams.6. Showed how the understanding of teams differed

in a global context.