Download Organizational Behavior

13
Chapter




Work Teams: Types,
Effectiveness, and
Stumbling Blocks
Effective Teamwork
through Cooperation,
Trust, and Cohesiveness
Teams in Action: Quality
Circles, Virtual Teams,
and Self-Managed Teams
Team Building
Teams & Teamwork
for the 21st Century
13-2
Teams
 Team Small group with
complementary skills who
hold themselves mutually
accountable for common
purpose, goals, and
approach
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© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
13-3
Table 13-1
Evolution of Teams
A Work Group Becomes a Team When:
1)
2)
3)
4)
5)
Leadership becomes a shared
activity
Accountability shifts from
strictly individual to both
individual and collective
The group develops its own
purpose or mission
Problem solving becomes a
way of life, not a part-time
activity
Effectiveness is measured by
the group’s collective outcomes
and products
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© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
13-10
Research Support for Cooperation
1)
2)
3)
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Cooperation is superior to
competition in promoting
achievement and
productivity
Cooperation is superior to
individualistic efforts in
promoting achievement and
productivity
Cooperation without
intergroup competition
promotes higher
achievement and
productivity than
cooperation with intergroup
competition
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
13-11
Trust
 Trust reciprocal faith in
others’ intentions and
behavior
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© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
13-12
Figure 13-3
Interpersonal Trust Involves a Cognitive Leap
Cognitive leap
Faith in the other person’s
good intentions
Assumption that other person
will behave as desired
Firsthand knowledge
of other person’s
reliability and
integrity
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Distrust
Trust
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13-13
How to Build Trust
 Communication
 Support
 Respect
 Fairness
 Predictability
 Competence
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© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
13-21
Self-Managed Teams

Self-Managed Teams groups of employees granted
administrative oversight for their work

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Cross-functionalism team made up of technical
specialists from different areas
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
The Evolution of Self-Managed
Work Teams
Traditional
Work Groups
Semiautonomous
Work Groups
13-26
Figure 13-4
Self-Managed
Teams
Managerial control of group’s
structure, staffing, and task
procedures
Group control of its own
structure, staffing, and
task procedures
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© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Making the Transition to
Self-Managed Teams
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McGraw-Hill
13-27
Extensive management training and
socialization are required to embed Theory
Y and participative management values into
an organization’s culture
Starts with top management and filters
down
Both technical and organizational redesign
are necessary
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.