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Work Teams Organizational Behavior by A.K.M Musa 1 Why Have Teams Become So Popular? Management has found that teams are more flexible and responsive to changing events than are traditional departments or other forms of permanent groupings. Teams have the capability to quickly assemble, deploy, refocus and disband. Following are the reasons of team becoming popular: Performance on complex tasks Utilization of employee talents Flexibility and responsiveness Motivational properties Organizational Behavior by A.K.M Musa 2 Work Groups and Work Teams Groups and Teams are not the same thing. Group: A work group is a group that interacts primarily to share information and to make decisions to help each member perform within his or her area of responsibility. Work group has no need or opportunity to engage in collective work that requires joint effort. So, their performance is merely the summation of each group member’s individual contribution. There is no positive synergy. Organizational Behavior by A.K.M Musa 3 Work Groups and Work Teams (Contd.) Team: A work generates positive synergy through coordinated effort. Their individual efforts result in a level of performance that is greater than the sum of those individual’s inputs. The extensive use of teams creates the potential for an organization to generate greater outputs with no increase in inputs. Merely calling a group a team does not automatically increase its performance. Effective teams have certain common characteristics. If management hopes to gain increases in organizational performance through the use of teams, it will need to ensure that its teams possesses these characteristics. Organizational Behavior by A.K.M Musa 4 Comparing Work Groups and Work Teams Work Groups Share information Neutral (may be negative) Individual Random and varied Work Teams Goal Synergy Accountability Skills Organizational Behavior by A.K.M Musa Collective performance Positive Individual and mutual Complementary 5 Types of Teams ProblemSolving SelfManaged Types of Teams CrossFunctional Virtual Organizational Behavior by A.K.M Musa 6 Types of Teams Team can do a variety of things. They can make products, provide services, negotiate deals, coordinate projects, offer advice and make decisions. We shall describe four most common types of teams likely to find in an organization. They are: 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. Here members share ideas or offer suggestions on how work processes and methods can be improved; although they rarely have authority to unilaterally implement any of their suggested actions. Organizational Behavior by A.K.M Musa 7 Types of Teams (Contd.) Self-Managed Work Teams: Are groups of employees (typically 10 t0 15 in number) who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors. Typically, this includes planning and scheduling of work, assigning task to members, collective control over the pace of work, making operating decision, taking action on problems and working with suppliers and customers. Fully self-managed work team even select their members, evaluate each others performance. A truly autonomous self-managed work team could not only solve problems but byimplement solutions and 8 Organizational Behavior A.K.M Musa take full responsibility for outcomes. Types of Teams (Contd.) Cross-Functional Teams: Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task. A task force is nothing but a temporary crossfunctional team. Committees composed of members from across departmental lines are another example. These teams are an effective means for allowing people from diverse areas within an organization (or even between organizations) to exchange information, develop new ideas and solve problems and coordinate complex projects. It takes time to build trust and team work, especially among people from different backgrounds with different experiences and perspectives. Organizational Behavior by A.K.M Musa 9 Types of Teams (Contd.) Virtual Teams: All other teams do their works face- to-face. Virtual team use computer technology to tie together physically dispersed members in order to achieve a goal. They allow people to collaborate online-using communication links like wide area network, video conferencing, or e-mail, whether they are only a room away or continents apart. It allows people to work together who might otherwise never be able to collaborate. Three primary factors that differentiate virtual teams from face-to-face teams are:1. the absence of para verbal and nonverbal cues; 2. limited social context; 3. the ability to overcome time and space constraints. Organizational Behavior by A.K.M Musa 10 Team Effectiveness There is no shortage of efforts at trying to identify factors related to team effectiveness. The following discussion is based on what we currently know about what makes team effective. Keep in mind two caveats before we proceed. Firstly, teams differ in form and structure. Since we generalize across all varieties of teams we need to be careful not to rigidly apply the predictions to all teams. Secondly, it is predetermined that teamwork is preferable over individual work. The key components making up effective teams can be subsumed into four general categories as follows: Organizational Behavior by A.K.M Musa 11 Work Design Composition Context The Team Effectiveness Model Process Organizational Behavior by A.K.M Musa 12 Team Effectiveness (Contd.) Context: The four contextual factors that appear to be most significantly related to team performance that reflects team contributions are: Adequate resources Leadership and structure Climate of trust Performance evaluation and reward system. Organizational Behavior by A.K.M Musa 13 Team Effectiveness (Contd.) Composition: The category includes variables that relate to how team should be stuffed. They are: Abilities of members Allocating roles Diversity Group demography Size of teams Member flexibility Member preferences Organizational Behavior by A.K.M Musa 14 Ability Roles and Diversity Personality Composition Size Preference for Teams Flexibility Group Demography: The degree to which members of a group share a common demographic attributes, such as age, sex, race, educational level, or length of service in an organization and the impact of this attribute on turnover. Organizational Behavior by A.K.M Musa 15 Team Effectiveness (Contd.) Key Roles on Teams Adviser Linker Creator Promoter Assessor Organizer Producer Controller Maintainer Organizational Behavior by A.K.M Musa 16 Team Effectiveness (Contd.) Work Design: Effective teams need to work together and take collective responsibility to complete significant tasks. They must be more than a “team in name only”. The work design category includes: Autonomy Skill variety Task variety Task significance. Organizational Behavior by A.K.M Musa 17 Team Effectiveness (Contd.) Process: The process variables category of team effectiveness include: Common purpose Specific goals Team efficacy Conflict levels Social loafing. Organizational Behavior by A.K.M Musa 18 Teamwork Processes Common Purpose Specific Goals Efficacy Social Loafing Conflict Organizational Behavior by A.K.M Musa 19 Turning Individuals Into Team Players Selection Training Organizational Behavior by A.K.M Musa Rewards 20 Turning Individuals Into Team Players (Contd.) Turning Individuals Into Team Players: Many people are not inherently team players. There are also organizations that have historically nurtured individual accomplishments. They have created competitive work environments in which only the strong survive. If these organizations adopt teams what do they do? Moreover, Countries differ in terms of how they rate on individualism and collectivism. If an organization wants to introduce teams into a work population that is made up largely of individuals born and raised in an individualistic society they had to turn individuals into a team players by facing the challenge and shaping the team players. Organizational Behavior by A.K.M Musa 21 Turning Individuals Into Team Players (Contd.) The challenge: One substantial barrier to using work teams is individual resistance. To perform well as a team members, individuals must be able to sublimate personal goals for the good of the team. The challenge of creating team players will be greatest when: 1. 2. The national culture is highly individualistic. The teams are being introduced into an established organization that has historically valued individual achievement. The challenge for management is less demanding, when teams are introduced where employees have strong collectivist values. The ability to be a good team player is a basic hiring qualification thatOrganizational had toBehavior bebymet by all new A.K.M Musa 22 employees. Turning Individuals Into Team Players (Contd.) Shaping team players: The following summarizes the primary options managers have for trying to tern individuals into team players. Selection: When hiring team members, in addition to the technical skills required to fill the jobs, care should be taken to ensure that candidates can fulfill their team roles as well as technical requirements. Training: Individuals can be trained to become team players. Training specialists conduct exercises that allow employees to experience the satisfaction that team work can provide. Reward: The reward system needs to be reworked to encourage cooperative efforts rather than competitive ones. Promotions, pay raises and other forms of recognition should be given to individuals for how effective they are as a collaborative team member. Do not forget that intrinsic rewards that employees can receive from team work. Organizational Behavior by A.K.M Musa 23 Teams and Quality Management The essence of quality management is process improvement, and employee involvement is the linchpin of process improvement. Quality Management requires management to give employees the encouragement to share ideas and act on what they suggest. Teams provide that the natural vehicle for employees to share ideas and to implement improvements. Not everyone needs to know how to do all kinds of fancy control charts for performance tracking, but everybody does need to know where their process stands so that they can judge if it is improving. Organizational Behavior by A.K.M Musa 24 Contemporary Issues in Managing Teams Total Quality Management Workforce Diversity Mature Teams Organizational Behavior by A.K.M Musa 25 Teams aren’t always the answer Teamwork takes more time and often more resources than individual work. Teams, for instance, have increased communication demands, conflicts to be managed and meetings to be run. So the benefits of using teams have to exceed the costs. And that’s not always the case. How do you know if the work of your group would be better done in teams? Three tests are suggested. Can the work be done better by more than one person. Does the work create a common purpose or set of goals for the people in the group that is is more than te aggregate of individual goals? Are the members of the group interdependent? Organizational Behavior by A.K.M Musa 26 Organizational Behavior by A.K.M Musa 27 Organizational Behavior by A.K.M Musa 28