10UnderstandingWorkTeams

Robbins&JudgeOrganizationalBehavior13thEditionUnderstandingWorkTeams10-0Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallIsitateam?Isitateam?Isitateam?(Source:AdaptedfromTyson,T2003,Workingwithgroups,2ndedition,MacmillanPublishers,SouthYarra.)Afterstudyingthischapter,youshouldbeableto:1.Explainthegrowingpopularityofteamsinorganisations2.Contrastteamswithgroups3.Identifyfourtypesofteams4.Specifythecharacteristicsofeffectiveteams5.Explainhoworganisationscancreateteamplayers6.Describeconditionswhenindividualsarepreferredoverteams.ChapterLearningObjectivesWhyHaveTeamsBecomeSoPopular?OnthegrasslandofAfrica,ifyouseeantelopesarerunning,itmustbealioniscoming.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10-7WhyHaveTeamsBecomeSoPopular?Ifyouseelionsareescaping,itmustbeaelephantisgettingangry;Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10-8WhyHaveTeamsBecomeSoPopular?Ifyouseehundredsoflionsandelephantsareescaping,whatiscoming?Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10-9Thatisarmyants!WhyHaveTeamsBecomeSoPopular?Teamshavebecomepopularbecause:Teamstypicallyoutperformindividuals.Teamsuseemployeetalentsbetter.Teamsaremoreflexibleandresponsivetochangesintheenvironment.Teamsfacilitateemployeeinvolvement.Teamsareaneffectivewaytodemocratiseanorganizationandincreasemotivation.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10-10DifferencesbetweenGroupsandTeamsWorkGroup–Agroupthatinteractsprimarilytoshareinformationandtomakedecisionstohelpeachgroupmemberperformwithinhisorherareaofresponsibility–HavenoneedoropportunitytoengageincollectiveworkthatrequiresjointeffortWorkTeam–Generatespositivesynergythroughcoordinatedeffort.TheindividualeffortsresultinaperformancethatisgreaterthanthesumoftheindividualinputsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10-11ComparingWorkGroupsandWorkTeamsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10-12EXHIBIT10-1TypesofTeamsProblem-SolvingTeams–Groupsof5to12employeesfromthesamedepartmentwhomeetforafewhourseachweektodiscusswaysofimprovingquality,efficiency,andtheworkenvironmentSelf-ManagedWorkTeams–Groupsof10to15peoplewhotakeontheresponsibilitiesoftheirformersupervisorsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10-13SeeEXHIBIT10-2MoreTypesofTeamsCross-FunctionalTeams–Employeesfromaboutthesamehierarchicallevel,butfromdifferentworkareas,whocometogethertoaccomplishatask–eg.•Taskforces•CommitteesCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10-14AFinalTypeofTeamVirtualTeams–TeamsthatusecomputertechnologytotietogetherphysicallydispersedmembersinordertoachieveacommongoalCharacteristics–Limitedsocializing–TheabilitytoovercometimeandspaceconstraintsTobeeffective,needs:–Trustamongmembers–Closemonitoring–TobepublicizedCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10-15VirtualTeamsvirtualteams=teams+electroniclinks+groupwareBenefitsofvirtualteams–Peoplecanworkfromanywhereatanytime.–Peoplecanberecruitedfortheircompetencies,notjustphysicallocation.–Manyphysicalhandicapsarenotaproblem.–Expensesassociatedwithtravel,lodging,parking,andleasingorowningabuildingmaybereducedandsometimeseliminated.–ThereisnocommutetimeCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10-16AexampleofvirtualteamPriceWaterhouseCoopers(PWC)–Theworld'slargestprofessionalaccountingservicesfirmformedin1998fromamergerbetweenPriceWaterhouseandCoopers&Lybrand,hasahistoryinclientservicessince1800’s.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10-17KeyComponentsofEffectiveTeamsContextCompositionWorkDesignProcessVariablesCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10-18ATeam-EffectivenessModelCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10-19©2007PrenticeHallInc.Allrightsreserved.Caveat1:Thisisageneralguideonly.Caveat2:Themodelassumesthatteamworkispreferabletoindividualwork.Figure10.3CreatingEffectiveTeams:ContextAdequateResources–Timelyinformation;properequipment;adequatestaffing;encouragementandadministrativeassistanceEffectiveLeadershipandStructure–Agreeingtothespecificsofworkandhowtheteamfitstogethertointegrateindividualskills–Even“self-managed”teamsneedleaders–Leadershipespeciallyimportantinmulti-teamsystemsClimateofTrust–Morelikelytotakeriskandexposevulnerabilitieswhenteammemberstrustothersintheirteam–EssentialforgoodleadershipCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall10-20Context(cont’d):Performanceevaluationandrewards–Individualperformanceevaluations,fixedhourlywages,individualincentivesARENOTconsistentwiththedevelopmentofhighperformanceteams.–Soinadditionaltoevaluatingandrewardingindividualcontributions,managementshouldconsidergroupbasedappraisals,profitsharing,gainsharingandsmallgroupincentives.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall10-21CreatingEffectiveTeams:CompositionAbilitiesofMembers–Needtechnicalexpertise,problem-solving,decision-making,andgoodinterpersonalskillsCopyright©2011Pears