Team
Content
eleventh edition
organizational behavior
stephen p. robbins
Chapter 9
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 PowerPoint Presentation by Charlie Cook WWW.PRENHALL.COM/ROBBINS
OBJECTIVES LEARNING
After studying this chapter, you should be able to:
1. Explain the growing popularity of teams in organizations.
2. Contrast teams with groups. 3. Identify four types of teams. 4. Specify the characteristics of effective teams. 5. Explain how organizations can create team players.
6. Describe conditions under which teams are preferred over individuals.
© 2005 Prentice Hall Inc. All rights reserved. 9–2
Why Have 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 and organization and increase motivation.
© 2005 Prentice Hall Inc. All rights reserved.
9–3
Team 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.
© 2005 Prentice Hall Inc. All rights reserved. 9–4
Comparing Work Groups and Work Teams
E X H I B I T 9–1 © 2005 Prentice Hall Inc. All rights reserved. 9–5
Types 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.
© 2005 Prentice Hall Inc. All rights reserved. 9–6
Types of Teams (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.
9–7
Types of Teams (cont’d)
Virtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.
Team Characteristics 1. The absence of paraverbal and nonverbal cues 2. A limited social context 3. The ability to overcome time and space constraints
9–8
© 2005 Prentice Hall Inc. All rights reserved.
A TeamEffectiveness Model
E X H I B I T 9–3 © 2005 Prentice Hall Inc. All rights reserved. 9–9
Creating Effective Teams
© 2005 Prentice Hall Inc. All rights reserved.
9–10
Creating Effective Teams (cont’d)
© 2005 Prentice Hall Inc. All rights reserved.
9–11
Key Roles of Teams
E X H I B I T 9–4 © 2005 Prentice Hall Inc. All rights reserved. 9–12
Creating Effective Teams (cont’d)
© 2005 Prentice Hall Inc. All rights reserved.
9–13
Creating Effective Teams (cont’d)
© 2005 Prentice Hall Inc. All rights reserved.
9–14
Effects of Group Processes
+ – =
E X H I B I T 9–4 © 2005 Prentice Hall Inc. All rights reserved. 9–15
Creating Effective Teams: 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. 9–16
Turning 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.
© 2005 Prentice Hall Inc. All rights reserved. 9–17
Teams 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.
© 2005 Prentice Hall Inc. All rights reserved.
9–18
Beware: 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?
© 2005 Prentice Hall Inc. All rights reserved.
9–19
organizational behavior
stephen p. robbins
Chapter 9
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 PowerPoint Presentation by Charlie Cook WWW.PRENHALL.COM/ROBBINS
OBJECTIVES LEARNING
After studying this chapter, you should be able to:
1. Explain the growing popularity of teams in organizations.
2. Contrast teams with groups. 3. Identify four types of teams. 4. Specify the characteristics of effective teams. 5. Explain how organizations can create team players.
6. Describe conditions under which teams are preferred over individuals.
© 2005 Prentice Hall Inc. All rights reserved. 9–2
Why Have 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 and organization and increase motivation.
© 2005 Prentice Hall Inc. All rights reserved.
9–3
Team 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.
© 2005 Prentice Hall Inc. All rights reserved. 9–4
Comparing Work Groups and Work Teams
E X H I B I T 9–1 © 2005 Prentice Hall Inc. All rights reserved. 9–5
Types 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.
© 2005 Prentice Hall Inc. All rights reserved. 9–6
Types of Teams (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.
9–7
Types of Teams (cont’d)
Virtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.
Team Characteristics 1. The absence of paraverbal and nonverbal cues 2. A limited social context 3. The ability to overcome time and space constraints
9–8
© 2005 Prentice Hall Inc. All rights reserved.
A TeamEffectiveness Model
E X H I B I T 9–3 © 2005 Prentice Hall Inc. All rights reserved. 9–9
Creating Effective Teams
© 2005 Prentice Hall Inc. All rights reserved.
9–10
Creating Effective Teams (cont’d)
© 2005 Prentice Hall Inc. All rights reserved.
9–11
Key Roles of Teams
E X H I B I T 9–4 © 2005 Prentice Hall Inc. All rights reserved. 9–12
Creating Effective Teams (cont’d)
© 2005 Prentice Hall Inc. All rights reserved.
9–13
Creating Effective Teams (cont’d)
© 2005 Prentice Hall Inc. All rights reserved.
9–14
Effects of Group Processes
+ – =
E X H I B I T 9–4 © 2005 Prentice Hall Inc. All rights reserved. 9–15
Creating Effective Teams: 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. 9–16
Turning 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.
© 2005 Prentice Hall Inc. All rights reserved. 9–17
Teams 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.
© 2005 Prentice Hall Inc. All rights reserved.
9–18
Beware: 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?
© 2005 Prentice Hall Inc. All rights reserved.
9–19
