10UnderstandingWorkTeams.ppt

1、Understanding Work Teams,10,Is it a team?,Is it a team?,Is it a team?,(Source: Adapted from Tyson, T 2003, Working with groups, 2nd edition, Macmillan Publishers, South Yarra.),After studying this chapter, you should be able to: Explain the growing popularity of teams in organisations Contrast teams

2、 with groups Identify four types of teams Specify the characteristics of effective teams Explain how organisations can create team players Describe conditions when individuals are preferred over teams.,Chapter Learning Objectives,Why Have Teams Become So Popular?,On the grassland of Africa , if you

3、see antelopes are running , it must be a lion is coming.,Why Have Teams Become So Popular?,If you see lions are escaping, it must be a elephant is getting angry;,Why Have Teams Become So Popular?,If you see hundreds of lions and elephants are escaping, what is coming?,That is army ants!,Why Have Tea

4、ms Become So Popular?,Teams have become popular because: 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 democratise an organization a

5、nd increase motivation.,Differences between Groups and Teams,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 Have no need or opportunity to engage in collective work that requires joint

6、effort Work Team Generates positive synergy through coordinated effort. The individual efforts result in a performance that is greater than the sum of the individual inputs,Comparing Work Groups and Work Teams,E X H I B I T 10-1,Types of Teams,Problem-Solving Teams Groups of 5 to 12 employees from t

7、he 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,See E X H I B I T 10-2,More Types of Teams,Cross-Functional

8、Teams Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task eg. Task forces Committees,A Final Type of Team,Virtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goa

9、l Characteristics Limited socializing The ability to overcome time and space constraints To be effective, needs: Trust among members Close monitoring To be publicized,Virtual Teams,virtual teams = teams + electronic links + groupware Benefits of virtual teams People can work from anywhere at anytime

10、. People can be recruited for their competencies, not just physical location. Many physical handicaps are not a problem. Expenses associated with travel, lodging, parking, and leasing or owning a building may be reduced and sometimes eliminated. There is no commute time,A example of virtual team,Pri

11、ce Waterhouse Coopers(PWC) The worlds largest professional accounting services firm formed in 1998 from a merger between Price Waterhouse and Coopers proper equipment; adequate staffing; encouragement and administrative assistance Effective Leadership and Structure Agreeing to the specifics of work

12、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 More likely to take risk and expose vulnerabilities when team members trust others in their team Essential for good leadership,C

13、ontext (contd):,Performance evaluation and rewards Individual performance evaluations, fixed hourly wages, individual incentives ARE NOT consistent with the development of high performance teams. So in additional to evaluating and rewarding individual contributions, management should consider group

14、based appraisals, profit sharing, gain sharing and small group incentives.,Creating Effective Teams: Composition,Abilities of Members Need technical expertise, problem-solving, decision-making, and good interpersonal skills,Composition(contd),Personality of Members Teamwork best suits traits of Extr

15、aversion openness to experience Agreeableness conscientiousness emotional stability Theses all relate to team performance,Composition(contd),Allocating roles People should be selected for a team to ensure that all the various roles are filled Matching individual preferences with team role demands in

16、creases the likelihood that team members will work well together (see next two slides on various types of roles),Key Roles On Teams,Figure 10.4,Composition(contd),Diversity promotes conflict, stimulates creativity and leads to improved decision making Group Demography The degree to which members of

17、a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organisation, and the impact of this attribute on turnover Cohorts Individuals who, as part of a group, hold a common attribute,Composition(contd),Size of Team The smaller the better:

18、 5 to 9 is optimal; minimum of 4 or 5 to develop diversity of views Flexibility Being able to perform other members tasks or cross training leads to higher performance over time Members Preference for Teamwork Do the members want to be on teams? Not everyone wants to be a team player.,Creating Effec

19、tive Teams: 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,Creat

20、ing Effective Teams: Process,Commitment to a Common Purpose Create a common purpose that provides direction Effective teams have a common and meaningful purpose Have reflexivity: willing to adjust plan if necessary Establishment of Specific Team Goals Effective teams translate their common purpose i

21、nto measurable and realistic performance goals Must be specific, measurable, realistic, and challenging Team Efficacy Team believes in its ability to succeed. Effective teams have confidence in themselves,Process(contd),Mental Models Have an accurate and common mental map of how the work gets done A

22、 Managed Level of Conflict Relationship/interpersonal conflict is dysfunctional Disagreement about tasks (task conflict) are not detrimental lessens the likelihood of groupthink So effective teams have an appropriate level of conflict Minimized Social Loafing Effective teams avoid this by making mem

23、bers individually and jointly accountable for what they are responsible for.,Effects of Group Processes,+,=,Goal: Maximise process gains while minimising process losses!,Potential group effectiveness,Process gains,Process losses,Actual group effectiveness,Turning Individuals into Team Players,The Ch

24、allenges 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 Select employees who can fulfil their team roles Train employees to become t

25、eam players Rework the reward system to encourage cooperative efforts while continuing to recognise individual contributions,Beware! Teams Arent 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

26、 there a need for different perspectives will it be better with the insights of more than one person? Teams outperform individuals when the task is complex (simple tasks dont need a team) Does the work create a common purpose or set of goals for the group that is larger than the aggregate of the goa

27、ls for individuals?,Teams Arent Always the Answer(contd),3.Are members of the group involved in interdependent tasks? That is: is there interdependence between members Teams make sense when the success of the whole team depends on the success of each and every member the success of each member depen

28、ds on the success of the others,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 Dive

29、rsity 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 Eff

30、ective 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 teams capabilities Man

31、agers should modify the environment and select team-oriented individuals to increase the chance of developing effective teams.,If you were asked to choose people from your class right now to make up a team for a class project, list five individuals you would choose.,Now that you have your list, cons

32、ider what the composition of your team would look like. How much diversity would there be? Given what we learned in this chapter, what would the pros and cons of your composition be?,Chapter Reflection: Teams,What kinds of things have you experienced in a team setting that could be considered as process loss? Choose two and write them down.,Possibilities include: Too much socializing, coordinating work flow, lag time in responses to em