Part 3: The GroupPart 3: The Group

Understanding Work Teams and Its Dynamics

Chapter 10Chapter 10

Presented by: Engr. Dindo R. MacatiagProf. Jo B. Bitonio

o r g a n i z a t i o n a l b e h a v i o r

o r g a n i z a t i o n a l b e h a v i o r

13th Edition13th Edition

Stephen P. RobbinsTimothy A. Judge

Why Teams Become So PopularWhy Teams Become So 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 an organization and increase motivation.

Team Versus Group: What’s the DifferenceTeam Versus Group: What’s the 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.

Comparing Work Groups and Work TeamsComparing Work Groups and Work Teams

Types of TeamsTypes of Teams

Problem-Solving Teams

Groups of 5 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.

9–7

Self-Managing Teams

Percentage of Companies Saying Their Self-Managing Teams Perform These Traditional Management Functions by Themselves (Krietner & Kinicki, 2001).

Schedule work assignments 67%Work with outside customers 67Conduct training 59Set production goals/quotas 56Work with suppliers/vendors 44Purchase equipment/services 43Develop budgets 39Do performance appraisals 36Hire co-workers 33Fire co-workers 14

Types of TeamsTypes of Teams

•Task forces

•Committees

Cross-Functional Teams

Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.

Types of TeamsTypes of Teams

Team Characteristics

1. The absence of verbal and nonverbal cues

2. A limited social context

3. The ability to overcome time and space constraints

Team Characteristics

1. The absence of verbal and nonverbal cues

2. A limited social context

3. The ability to overcome time and space constraints

Virtual Teams

Teams that use computer/information technology to tie together physically dispersed members in order to achieve a common goal.

Creating Effective TeamsCreating Effective Teams

Context: Factors that determine whether teams are successful

1. Adequate resources - timely information, proper equipment, adequate staffing, encouragement, and administrative assistance

2. Leadership and structure - empower team by delegating responsibility

3. Climate of trust – members trust each other and their leaders

4. Performance evaluation and rewards system – group-based appraisal, profit sharing, gain sharing, small group incentive, etc. that reinforce team effort and commitment

Creating Effective TeamsCreating Effective Teams

Team Composition

1. Abilities of members

2. Personality of members

3. Allocation of roles

4. Diversity of members

5. Size of teams

6. Member preferences

“Old teams can’t learn new tricks”

Creating Effective TeamsCreating Effective Teams

Work Design

These work design characteristics motivate because they increase member’s sense of responsibility and ownership of the work.

1.Freedom and autonomy

2.Skill variety

3.Task identity

4.Task significance

Creating Effective TeamsCreating Effective Teams

Team Processes

1. Common purpose

2. Specific goals

3. Team efficacy

4. Conflict levels

5. Social loafing

Leadership – a key factor for team success

Group dynamics are partly a product of leader style

Empowerment is a key issue in leadership (eg. self-managed teams)

Leaders need:– “people skills” – versatility, pyramid learning,

feedback– “character skills” – charisma,

integrity, altruism– “action skills” – decision-making,

initiating activities– “thinking skills” – problem-solving,

fostering linkages, assisting in evolution and change

Turning Individuals Into Team PlayersTurning Individuals Into Team 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.

Teams and Quality ManagementTeams and Quality Management

Team Effectiveness 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.

Beware: Teams Aren’t Always the AnswerBeware: Teams Aren’t Always the 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?

Dysfunctional Teams (Parker, 2006)

You cannot easily describe the team’s mission

The meetings are formal, stuffy, or tense

There is much participation but little accomplishment

There is talk but not much communication

Disagreements are aired in private after the meeting

Decisions are made by the formal leader with little meaningful involvement by others

Dysfunctional Teams (Parker, 2006)

Members are not open with each other because trust is low

There is confusion or disagreement about roles or work assignments

People in other parts of the organization who are critical to the team’s success are uncooperative

The team is overloaded with people who have the same team-player style

Conclusions

Sometimes individuals are preferable to teams, but teams are preferable when the combined expertise and skill of a team is greater than that of an individual.

Nonetheless, teams are subject to problems such as social loafing, process losses, and do not work well where systems and culture are not aligned with the team environment.

Together

Employees

Accomplish

More

Organizational Behavior, 13th EditionStephen P. Robbins and Timothy A. Judge

References:

Thank You