AliJangda - 2433 - 12608 - 1 - Brown - Eaod8 - PPT - 13 Upd

Chapter 13
Work Team Development
Chapter 13
Slide 1
An Experiential Approach to Organization Development

8th edition
Copyright 2011 Pearson Education, Inc. Publishing as
Learning Objectives
(part 1 of 2)
Describe major OD quality and
productivity interventions.
Diagnose job design problems as part of
OD program.
Chapter 13
Slide 2

8th edition
Learning Objectives
(part 2 of 2)
Identify similarities and differences in:

Job design.
Total quality management.
Self-managed work teams.
Experience how OD practitioner can help to
make productivity changes.
Chapter 13
Slide 3

8th edition
Continuous Improvement
The
Processes
(part
of 2) improving
work
organization of
the 1
twenty-first
century
strongly
emphasizes
and productivity.
Executives striving to
processes forquality
individuals
and work teams.
increase quality, enhance productivity, and reduce costs
are reexamining the way companies are managed.
Many organizations are changing the way they operate in
such areas as organizational culture, technology, structure,
and how they relate to customers and employees.
The message is clear: change or face elimination. A key
issue facing organizations is the way they respond to a
changing environment of world-class competition.
OD interventions leading to improved productivity,
efficiency, and quality have evolved to help organizations
meet these challenges.
Trends in organizations are:
Decrease in staff positions.
Decentralization.
Decision-making authority being pushed down to lowest
levels.
Chapter 13
Slide 4

8th edition
Continuous Improvement Processes
Through high-involvement, line workers are:

(part 2 of 2)
Planning.
Organizing.
Controlling.
Directing.
In a real sense, they are all managers
OD practitioners use structural changes like work design
concepts to help organizations make productivity changes

while simultaneously improving the work life of employees.
Design of jobs changing to meet demands of organizations.
(For every $5 of goods or services a country produces, it sells
about $1 abroad. The marketplace is truly a global
market, and with this comes ever greater competition.)
Chapter 13
Slide 5

8th edition
Job Design
(part 1 of 2)
Involves changing jobs to improve workers
satisfaction and productivity.

Moving away from scientific management and
time-and-motion studies (1900s)
Looks at production line work and work in
general.
Many variables involved:
Worker.
Nature of work.
Chapter 13
Slide 6
Organizational climate.
Managers style.

8th edition
Job Design
(part 2 of 2)
Two closely related theories of job design:

Job characteristics theory.
Job enrichment theory.
Chapter 13
Slide 7

8th edition
Job Characteristics Theory

Conceived by J. R. Hackman, G. R. Oldham,
R. Janson, and K. Purdy

Theory attempts to develop objective
measures of job characteristics.
Purpose is to directly affect employee
attitudes and work behaviors.
Chapter 13
Slide 8

8th edition
5 Core Job Dimensions
(part 1 of
2)
1. Skill variety.
Types of skills involved.
2. Task identity.
Job is identifiable piece of work.
3. Task significance.
Chapter 13
Slide 9
Job impacts lives of others either in or out

of organization.

8th edition
4.
5 Core Job Dimensions (part 2 of 2)
Autonomy.
5.
Job feedback.
Job provides independence in scheduling work.

Job obtains direct feedback.
Jobs that measure high on preceding 5 dimensions produce

increased personal and work outcomes.
When the core job dimensions are present in a job, the job
characteristics model predicts certain positive effects in an
employees psychological state. High scores in skill variety,
task identity, and task significance result in the employees
experiencing meaningfulness in the job, such as believing the
work to be important, valuable, and worthwhile.
A high score in the autonomy dimension leads to the employees
feeling personally responsible and accountable for the
results of the work.
A high score in the job feedback dimension is an indication that
the employee has an understanding of how he or she is
performing the job.
Chapter 13
Slide 10

8th edition
Motivational Potential
Based on Formula
Based on the formula, a score of near zero on either the autonomy or job
feedback dimension will produce an MPS of near zero, whereas a number near
zero on skill variety, task identity, or task significance will reduce the total MPS,
but will not completely undermine the motivational potential of a job.
Chapter 13
Slide 11

8th edition
Methods for Improving Jobs

(part 1 of 2)
Take fractionalized tasks and put together.
Form natural work units.
Allow employee to have direct contact with
people using product or service.
Chapter 13
Slide 12

8th edition
Methods for Improving Jobs

(part 2 of 2)
Allow an employee to decide on:
Work methods.
Budgets.
Managing crises.
Establish feedback channels so employees
can learn how they are performing.
Chapter 13
Slide 13

8th edition
Job Enrichment Theory

Frederick Herzberg found, through interviews, that employees
at every level of an organization are interested in two facets

of their workthe quality of the work itself and the benefits
or rewards the job offers (money, status, and so forth).Of the
two, the quality of the work leads to job satisfaction.
Job satisfaction occurs when employees experience work
situations that entail increases in achievement, recognition,
challenging work, responsibility, and advancement.
Therefore jobs should be redesigned to improve motivators.
Permit employees to attain more responsibility and
achievement.
Increase:
Achievement.
Recognition.
Responsibility.
Chapter 13
Slide 14
Advancement.
Challenge.

8th edition
Techniques to Improve
Motivation Factors (part 1 of 2)
Arrange job into natural and complete
units.
Add more difficult assignments.
Grant additional authority.
Employees become experts in areas.
Make information directly available (open
book management).
Chapter 13
Slide 15

8th edition
Techniques to Improve
Motivation Factors (part 2 of 2)
Remove controls while still holding
employee accountable.
Extrinsic rewards (such as money) are
important but in themselves not
motivators.
Improve both quality of jobs and rewards.
Chapter 13
Slide 16

8th edition
Results of Job Design

Programs
Research on job design generally favorable
and bear out validity of theories.

Additional research is warranted.
Chapter 13
Slide 17

8th edition
Total Quality Management

(TQM)
TQM - improving quality of organizations
product or service.
Organizational strategy committed to
improving customer satisfaction.
Develops techniques to carefully manage
output quality.
Chapter 13
Slide 18

8th edition
Characteristics of TQM
(part 1 of
2)
Organization wide.
Top support.
TQM part of the culture.
Partnership with customers and suppliers.
Everyone in organization is a customer.
Chapter 13
Slide 19

8th edition
Characteristics of TQM
(part 2 of 2)
Reduced cycle time.

Techniques range in scope.
Statistical quality control
Job design
Empowerment
Self-managed work teams
Do it right the first time.

Organization values and respects everyone.
Designed to fit organization.
Dimensions of quality include performance,
features, reliability, durability, and aesthetics.

Chapter 13
Slide 20

8th edition
Malcolm Baldrige National

Quality Award (part 1 of 2)
Awarded by U.S. government.
Encourages organizations to improve
quality.
Award given annually to recognize
exemplary organizations.
Chapter 13
Slide 21

8th edition
Malcolm Baldrige National

Quality Award (part 2 of 2)
Criteria for award includes:
Leadership.
Strategic planning.
Customer focus.
Human resource focus.
Business results.
Chapter 13
Slide 22

8th edition
TQM and OD Have Similar

Values
TQM may not be part of OD program.
TQM as stand-alone program assumes
problems and solutions relate to quality.

OD practitioner guards against being
quality expert.
OD program may include TQM as one of
techniques.
Chapter 13
Slide 23

8th edition
Self-Managed Work Teams

What they are?
Autonomous group whose members decide
how to handle their task.

Composed of people from different parts of
organization with different skills.
Teams may be permanent or temporary.
Chapter 13
Slide 24

8th edition
Characteristics of Self-Managed
Work Teams (part 1 of 2)
Structure has few management levels.
Lack of status symbols.
Functional boundaries that member can
identify.
Number of team members usually 5 to 15.
Team orders material and equipment.
They set their goals and rewards.
Chapter 13
Slide 25

8th edition
Characteristics of Self-Managed
Work Teams (part 2 of 2)
Team has sense of vision for their team and
organization.
Strong partnership among members and
management.
Diversity in members viewpoints.
Information openly shared.
Members are skilled and knowledgeable in their areas.
Training and cross training are important.
Members are knowledgeable of customers,
competitors, and suppliers.
Chapter 13
Slide 26

8th edition
Design of Jobs
5 core job dimensions (skill variety, task
identity, task significance, autonomy, and

job feedback) help in evaluating the extent
team is self-managed.
Organization structure modified to
accommodate teams.
Team provides their own management.
Fewer support staff because team performs
these jobs.
Chapter 13
Slide 27

8th edition
Three Levels of Management in

Team (part 1 of 2)
1. Internal leader.
Makes sure equipment and supplies are

available.
2. Coordinator or external leader.
Chapter 13
Slide 28
Encourager
Teacher and facilitator.
Helps team obtain resources.

8th edition
Three Levels of Management in

Team (part 2 of 2)
Upper management or support team.
3.
Does general planning.

Makes broad goals.
Deals with outside parties.
Councils.
Used in some organizations to deal with
organization wide concerns.
Composed of representatives.
Chapter 13
Slide 29

8th edition
Reward Systems
Based on team performance.
Rewards may be given to team and team
decides how to distribute rewards.

Teams small enough for individuals
performance:
To be reflected in his/her paycheck and
Paycheck of everyone else on team.
Chapter 13
Slide 30

8th edition
Cautions in Using
Self-Managed Teams
May not be appropriate to task, people, and
context.
Managers and leaders may be vague about
their roles.
Lack of training can cause self-managed
teams to fail.
However evidence points to the
effectiveness of self-managed teams.
Chapter 13
Slide 31

8th edition
OD Application
When Teams are 14 Time
Zones Apart
ValiCert is software engineering firm.
Confronted with rising costs and
competition from overseas.

Answer to problem was to move much of
programming to India.
Chapter 13
Slide 32

8th edition
ValiCert did not fully analyze their solution.

Problems included:
U.S. programmers did not provide specific

instructions.
Distance and time.
Inexperienced Indian programmers.
No local manager.
Chapter 13
Slide 33

8th edition
Result of problems:
Delayed software projects.
Lowered reputation with customers.
ValiCert confronted with bankruptcy.
Indian programmers resigned (80%) in
frustration.
Chapter 13
Slide 34

8th edition
ValiCert changed operations:

Indian programmers given entire projects.
Times of phone calls rotated between 2
offices.
Indian employees included in e-mails.
Position created to coordinate U.S. and Indian
teams.
Chapter 13
Slide 35

8th edition
OD Application
Chugach School District and
Baldridge Award
Chugach School District (CSD) received
award for whole child education.

CSD emphasizes real-life learning
situations.
Chapter 13
Slide 36

8th edition
Collaboration between:
Staff, parents, school board, business and
community leaders.
Interested groups produced:
Core vision, shared values, and common
performance goals.
Approach is individualized and student-
centered.
Ten content areas and minimum graduation
levels of mastery.
Chapter 13
Slide 37

8th edition
Highlights of 10 years of results include:

Student performance exceeds state and
national norms.
More students are going on to college.
Faculty turnover rate went from 55 to 12%.
Chapter 13
Slide 38

8th edition
Key Words and Concepts

Autonomy.
Degree to which job provides independence
to individuals.
Baldridge Award.
Given to U.S. organizations that have
achievements in quality.
Coordinator.
Energizer and serves as teacher and
facilitator for team.
Chapter 13
Slide 39

8th edition
Gain sharing.
Incentive system sometimes used in self-
managed work teams.

Internal team leader.
Leader of team usually selected by members.
Job characteristics model.

Objective measures of job characteristics
that can affect employee attitudes and work

behaviors.
Chapter 13
Slide 40

8th edition
Job design.
The way a job is structured.
Job enrichment theory.

Method that builds in satisfaction to a job.
Job feedback.
Individual obtaining direct and clear
information about performance.

Motivating potential score.
Measurement of jobs ability to produce
increased personal and work outcomes.
Chapter 13
Slide 41

8th edition
Self-managed work teams.

Autonomous group whose members decide
how to handle their task.

Skill variety.
Degree job requires variety of activities that
involve different skills and talents.

Support team.
Responsible for general planning, making
broad goals, and dealing with outside parties.
Chapter 13
Slide 42

8th edition
Task identity.
Requires completion of whole and identifiable
piece of work.
Task significance.
Degree to which job has impact on lives of
other people
Total quality management.
Organization strategy to improve customer
satisfaction by managing output quality.
Chapter 13
Slide 43

8th edition
OD Skills Simulation 13.1

Paper House Production
Purpose.
To give you an opportunity to participate in
complex situation.
To compare 2 different methods of
management.
To experience self-managed work teams and
redesign of jobs.
Chapter 13
Slide 44

8th edition
OD Skills Simulation 13.2

TQM in the University Setting
Purpose.
To compare decisions made by individuals
and groups.
To practice effective consensus-seeking
techniques.
To gain insights into concept of TQM values.
Chapter 13
Slide 45

8th edition
Preparations for Next Chapter

Read Chapter 14.
Prepare for OD Skills Simulation 14.1.
Form into teams of seven to eight members
and select roles.

Complete Step 1.
Read and analyze Case: Tucker Knox
Corporation.
Chapter 13
Slide 46

8th edition
Chapter 13
Slide 47

8th edition

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Chapter 13

Work Team Development

An Experiential Approach to Organization Development

Describe major OD quality and

An Experiential Approach to Organization Development

Identify similarities and differences in:

Experience how OD practitioner can help to

make productivity changes.

An Experiential Approach to Organization Development

Decision-making authority being pushed down to lowest

An Experiential Approach to Organization Development

Continuous Improvement Processes

Through high-involvement, line workers are:

OD practitioners use structural changes like work design

concepts to help organizations make productivity changes

An Experiential Approach to Organization Development

Involves changing jobs to improve workers

satisfaction and productivity.

An Experiential Approach to Organization Development

Two closely related theories of job design:

An Experiential Approach to Organization Development

Job Characteristics Theory

R. Janson, and K. Purdy

An Experiential Approach to Organization Development

5 Core Job Dimensions

Types of skills involved.

Job is identifiable piece of work.

Job impacts lives of others either in or out

An Experiential Approach to Organization Development

5 Core Job Dimensions (part 2 of 2)

Job provides independence in scheduling work.

Jobs that measure high on preceding 5 dimensions produce

An Experiential Approach to Organization Development

An Experiential Approach to Organization Development

Methods for Improving Jobs

people using product or service.

An Experiential Approach to Organization Development

Methods for Improving Jobs

Establish feedback channels so employees

can learn how they are performing.

An Experiential Approach to Organization Development

Job Enrichment Theory

at every level of an organization are interested in two facets

An Experiential Approach to Organization Development

An Experiential Approach to Organization Development

An Experiential Approach to Organization Development

Results of Job Design

and bear out validity of theories.

An Experiential Approach to Organization Development

Total Quality Management

TQM - improving quality of organizations

An Experiential Approach to Organization Development

An Experiential Approach to Organization Development

Reduced cycle time.

Do it right the first time.

features, reliability, durability, and aesthetics.

An Experiential Approach to Organization Development

Malcolm Baldrige National

An Experiential Approach to Organization Development

Malcolm Baldrige National

An Experiential Approach to Organization Development

TQM and OD Have Similar

problems and solutions relate to quality.