Types of Teams:

CHAPTER 8: QUALITY TEAMWORK A. Leadership teams

 steering committees called “Quality
councils”
Team - a group of people who work together
- advocated by Juran
and cooperate to share work and responsibility.
- responsible for establishing overall quality
-promote equality among individuals,
policy and for guiding the implementation and
encouraging a positive attitude and trust.
evaluation of quality.
- Principle of Total Quality recognize the
- lead quality initiatives and provide direction
interdependence of various parts of the
and focus
organization and uses teams as a way to
- usually only meets monthly or quarterly
coordinate work.
- has overall responsibility for the progress and
success of the entire performance performance
Teamwork - enables various parts of the
excellence effort.
organization to work together in meeting
- roles have been assimilated into executive
customer needs that can seldom be fulfilled by
leadership teams because quality planning is
employees limited to one specialty.
part of overall business planning not a separate
promote equality among individuals,
job.
encouraging a positive attitude and trust.
Custom Research Inc. - a four person steering
Deming- urged leaders to abandon competition
committee sets company directions, integrates
and seek cooperation
performance excellence goals. They have
- concept of “pride and joy in work”
frequent interaction with associates, review
company performance and meet formally each
Importance of Teams:
month to identify areas of improvement.
-High-performing organizations recognize that
the potential contribution of employees are
Quality Circles in Japan: Still Unbroken
much greater than in the traditional
- US adapted QC into their companies but its
organizations.
bloom was soon removed because it required
Apple - top managers were with Steve Jobs for
them a lot of time but little returns. But in Japan,
over a decade.
a lot of companies takes this as a critical part of
their TQ. It appears that, the mistake made in
Corning Telecommunications Product Division -
the US introduction was not in introducing
former baldrige recipient
them, but in not taking them seriously.
- has employee designed work teams,
customer account teams,market teams , new
 Quality improvement teams
product development teams and manufacturing
- suggested by Crosby
teams.
- provide the leadership for quality at mid and
lower levels of organization
Boeing Airlift and Tanker Division
- Executive leadership teams
- has more than 100 integrated product teams
-typically work on routine business activities -
(IPTs)
managing organization, building product
-integral part of how work is organized and
The City of Irving, Texas
designed
- used 50 cross functional teams (avoided
B. Problem-Solving Teams ”corrective
workforce reduction during recent economic
action teams or quality circles”
downturn)
- most common type of team
-improve quality by identifying and solving
Graniterock
specific quality-related problems
- has about 100 functioning teams; 10
-first implemented by Daniel Willard
corporate quality teams to project teams,
- 2 types: departmental and cross functional
purchasing teams, task forces and function
(typically meet two hours a week to discuss and
teams
solve problems)
- address workplace problems
- ad-hoc teams
-Typically composed of workers at lower levels
of the organization
- works on ad-hoc basis to address specific
task or issues,often relating to quality
improvement.
C. Natural work Teams
-Organized to perform a complete unit of work
(doesn’t need to be the final product, bust some
intermediate component)
-Extensive cross-training and sharing of
responsibilities
--typically work on routine business activities -
managing organization, building product
-integral part of how work is organized and
designed
- knowledge must be broad rather than narrow,
their skills interpersonal as well as technical
- leads to self managed teams
D. Self-Managed Teams
“self-directed teams or autonomous work
groups”
-Have broad responsibilities, including the
responsibility to manage themselves
- empowered to take corrective action and
resolve day-to-day problems; with direct access
to info and control
-developed in 1950 and adopted by Volvo,
Swedish manufacturer
- in the absence of supervisor, they handle
budgeting, setting goals and ordering supplies
-Generally more productive than conventional
teams
--typically work on routine business activities -
managing organization, building product
-integral part of how work is organized and
designed
GE aircraft-engine plant in Durham, North
Carolina
- workers manage everything from process-
improvement and work schedules to overtime
budgets
- members are more like managers than
employees in the traditional sense, hence the
term self-managed teams
E. Virtual Teams
-Groups of people who work closely together
despite being geographically separated
-Use technology to share information
-Importance because of globalization,
knowledge work, and need for diverse skills
Virtual Teaming at MySQL
- teaming goes beyond the simple use of tech,
employeees learn behavioral skills that build
effective teams
F. Six Sigma Project Teams
- teams with specific mission
- perform one - time tasks such as technology
implementation
-- works on ad-hoc basis to address specific
task or issues,often relating to quality
improvement.
Champions – senior managers who promote
Six Sigma
- understand the philosophy and tools of six
sigma, select projects, set objectives allocate
resources and mentor teams (responsible for
six sigma projects completion and reults)
-works toward removing barriers that might
inhibit the successful implementation of a
project
Master Black Belts - Full-time six sigma
experts
– highly trained experts responsible for
strategy, training, mentoring, deployment, and
results.
- provide advanced technical expertise
- typically not members of six sigma project
teams
Black Belts -- Full-time six sigma experts
– Experts who perform technical analyses
- have advanced knowledge of tools and
DMAIC methods, and can apply them either
individual or as team leaders
- need good leadership and communication
skills in addition to technical skills and process
knowledge.
- targeted by the organization as future
business leaders
Green Belts – functional employees
-trained in introductory Six Sigma tools
- one of the requirements is to successfully
complete a six sigma project
- often promoted to black belts
Team Members - individuals from various
functional areas
– Employees who support specific projects
Cross-Functional Teamwork -Common in
leadership teams, virtual teams, and project
teams
-Useful for process improvement and for
implementing large-scale organizational
changes
- natural, self managed and problem solving
teams typically are intraorganizational
(members come from the same department or
function)
- leadership, virtual and project teams are
usually cross-functional (work on specific tasks
or processes that cut across boundaries of
several departments.)
- not unique to quality --commonly used in new
product development and for solving specific
problems
- comes from several departments and dissolve
after the problem is solved
- make a great deal of sense in an organization
devoted to process improvement
- natural vehicles for implementing large-scale
organizational changes
Other examples:
North American wholesale and retail grocery
Automotive vehicle development introduced by
Chrysler
Gravedigging in New York: New York Life
Insurance Company (page 338)
- problem is “undeliverable” letters
- holders don’t notify when they move
- long addresses did not fit the window on
mailing envelope
- created unit in company to keep records up to
date
- results found that the returned mail was
reduced by more than 20 percent , and 61k
correct addresses in a nine month period
Team Effectiveness Criteria:
 Teams must achieve their goals
 Teams should make progress quickly
 Teams must maintain or increase their
strength as units
 Teams must preserve or strengthen their
relationships with the rest of the
organization
Ingredients for Successful Teams
 Clarity in team goals
 Improvement plan
 Clearly defined roles
 Clear communication
 Beneficial team behaviors
 Well-defined decision procedures
 Balanced participation
 Established ground rules
 Awareness of group process
 Use of scientific approach
Requirements for Team Members
Examples are 1992 U.S Basketball team and
Worthington Industries (page340)
 Representative of the departments or
functions related to the problem
 Task orientation
- Technical knowledge (data collection, problem
solving, quality tools)
 Relationship orientation
- Soft skills (communicating, coaching, attitude)
Example companies:
- Kraft Foods(page 342)
Team Processes
- not fundamentally different from other
processes
 Problem Selection
- can be particularly difficult for newly
empowered employees
- not skilled enough to solve massive problems
- makes more sense to intially select a problem
of modernate importance
- selection of “trivial” problems may indicate that
management has not done an effective job of
sharing information
 Problem Diagnosis
- team investigates potential causes of
problems to identify potential solutions
- “diagnostic journey” consists of 3 parts (Juran)
- “type 3 errors” --solving the wrong problem
- teams spending more time diagnosing
problems have been more productive
 Work Allocation
- many approaches this haphazardly, assigning
the task to the next in line or volunteerism
 Communication
- key process
- can be improved by carefully assigning people
to key communication tasks
 Coordination
- teams cannot work in isolation, they need to
depend on other parts of the organization
- one of the reasons for the success of
Lockheed’s Skunk Work Operations
- teams often play a “boundary spanner” role
- reduce the potential of unnecessary conflict
with groups outside the team
 Organizational Support
- foundation for effective teamwork
- first, management must issue a clear charge
to the group
- second, HRM systems often must be
adjusted(it might be a barrier)
Examples:
(page 346)
Xerox
Procter and gamble
(page 347)
Ritz-Carlton Hotel Company
Team Charters - explicit, written document that
offers guidelines, rules, and policies for team
members. It often includes a mission
statement; values that guide behavior;
structural issues such as logistics,methods for
group decision making; and methods for
resolving problems with team members.
Direct teams, coaches team, supports
team,delegates authority (page 347)
Teams and Organizational Behavior
Theories
 Sociotechnical systems approach
- devoted to the effective blending of both
technical and social aspects
-Eric trist (founder, 1950s) and Kurt
Lewin(researcher)
 Organizational development (OD)
 Homogeneous and heterogeneous groups
Homogeneous - similar in age,race,gender,
experience
- better suited to well-defined, familiar tasks,
emphasis is on efficient production
heterogeneous - better at tasks that require
creative thinking
 Cultural values and support/resistance
 Diversity
- value diversity decreased satisfaction
CHAPTER 9: ENGAGEMENT,
EMPOWERMENT AND MOTIVATION
Workforce Engagement
 Strong emotional bond to their
organization
actively involved in and committed to their
work
 Feel that their jobs are important, know that
their opinions and ideas have value
 Often go beyond their immediate job
responsibilities for the good of the
organization
Advantages of Workforce Engagement
 Replaces the adversarial mentality with
trust and cooperation
 Develops the skills and leadership
capability of individuals, creating a sense of
mission and fostering trust
 Increases employee morale and
commitment to the organization
 Fosters creativity and innovation, the
source of competitive advantage
 Helps people understand quality principles
and instills these principles into the
corporate culture
 Allows employees to solve problems at the
source immediately
 Improves quality and productivity
Employee Involvement- Any activity by which
employees participate in work-related decisions
and improvement activities
 simple sharing of information
 making suggestions
Empowerment – giving people authority to do
whatever is necessary to satisfy customers,
and trusting employees to make the right
choices without waiting for management
approval.
Examples of Empowerment
 Managing work as individuals or teams
 Making traditional “managerial” business
decisions
 Going outside of job descriptions to help
customers
 Taking risks for the good of the
organization even at a short-term cost
Management Action Needed for
Empowerment
 Identify and change organizational
conditions that make people powerless,
 increase people’s confidence that their
efforts to accomplish something important
will be successful.
Theoretical Basis for Empowerment
 Customer satisfaction is correlated to
employee satisfaction
 Employee attitudes correlate strongly to
higher profits
 Empowerment leads to improved
motivation and morale, as well as better
quality, productivity, and speed of decision
making
Principles of Empowerment
 Empower sincerely and completely
 Establish mutual trust
 Provide employees with business
information
 Ensure that employees are capable
 Don’t ignore middle management
 Change the reward system
Reasons for Failure of Empowerment Engagement and Theories of Motivation
 Job Characteristics Theory
 Management support and commitment is  Acquired Needs Theory
nonexistent or not sustained.  Goal-Setting Theory
 Empowerment is used as a manipulative
tool CHAPTER 10: LEADERSHIP FOR
 .Managers use empowerment to abdicate PERFORMANCE EXCELLENCE
responsibility or task accountability,
accepting accolades for successes and Leadership - “driver of performance excellence”
assigning fault to others for failure. - “sine qua non” (if you don’t have it, you have
 Empowerment is deployed selectively, nothing)
 .Empowerment is used as an excuse to not - effective leaders empower employees to
invest in training or employee assume ownership of problems or opportunities
development.
 Managers fail to provide feedback and do Perspectives on Leadership
not recognize achievements.  Vision that stimulates hope
 Radical servanthood
Motivation - an individual’s response to a felt  Stewardship
need Views  Integration
- “What’s in it for me?”  Courage to sacrifice personal or team
goals for greater community good
Views  Communication
-Extrinsic  Consensus that drives unity
-Intrinsic  Empowerment that grants permission to
make mistakes; encourage honesty
Compensation
 Effect on motivation Servant Leadership - must assume
 Merit versus capability/performance based responsibility and be accountable for their
plans actions and their results, have perseverance to
 Gainsharing lead in uncertain times.
- best example is Lord, and Steve Jobs
Recognition and Rewards
 Monetary or non-monetary Executive Leadership
 Formal or informal  Defining and communicating business
 Individual or group directions
 Ensuring that goals and expectations are
Effective Recognition and Reward met
Strategies  Reviewing business performance and
 Give both individual and team awards taking appropriate action
 Involve everyone  Creating an enjoyable work environment
 Allow peers and customers to nominate  Soliciting input and feedback from
and recognize superior performance customers
 Publicize extensively  Ensuring employees are effective
Work Environment contributors
 Quality of working life and employer-  Motivating, inspiring and energizing
provided service employees
--personal and career counseling,  Recognizing employee contributions
-career development and employability  Providing honest feedback
services,
-recreational or cultural activities, Key Leadership Activities and
-daycare, special leave for family Competencies
responsibilities or for community services,  Leaders create shared values, establish a
-flexible work hours, outplacement vision and mission and accept risk
-services, and extended health care for retirees
 Leaders listen carefully and promote
honest, two-way communication
 Leaders act as mentors, role models
 Leaders improve their own skills and
knowledge
 Leaders build strong leadership systems
and provide resources to achieve mission
and visions
 Leaders motivate their subordinates to
ensure they perform to expectations
Roles of A Quality Leader
1. Establish a vision
- manage for the future, not the past
- vivid concept of what an organization could be
- can draw on talents and imaginations of all
members
2. Live the Values
- when change is ongoing, members are
sensitive to hypocrisy
3. Lead continuous improvement
-world class quality and competitiveness can
only be achieved if organization keeps finding
ways to do things better and faster
LEADERSHIP FOR PERFORMANCE
EXCELLENCE IN ACTION
Branch-Smith Printing Division
- specializes in creating multi-page, bound
materials
Establish a vision
- Corporate Values Statement
- focuses on the importance of quality and a
division-wide focus on meeting customer and
stakeholder needs
- leaders review values and expectations
- update directions through Action Plans(AP),
and QIP activities
Live the Values
- senior leaders introduce the directions for the
year, followed by meetings between
departments facilitated by dept leaders
- all employees receive training
Lead continuous improvement
- Management Review (core meeting of senior
leaders; designed to ensure they have full
current situation and future outlook knowledge
as it affects the company’s direction)
- Quality Improvement Database(outlines
measures and actions reviewed)
SSM HEALTH CARE
- private, non-profit health care system
Establish a vision
- sets mission and vision
Live The Values
-Strategic, Financial and HR Planning Process
or SFPP (develop goals that support the Vision
and Mission statements)
-Passport(a card that contains SSHMC mission
and values; creates “line of sight” from personal
goals to organizational goals.
Lead continuous improvement
- Continuous Quality Improvement (first to
implement in the nation)
- leaders uses a system-wide Performance
Management Process to review and assess
organizational performance
LEADERSHIP SYSTEMS
- refers to how leadership is exercised, formally
and informally; includes how key decisions are
made
- builds loyalties and teamwork based upon
shared values, encourages initiative and risk
taking, respects capabilities and requirements
for employees
- also includes mechanisms for leaders’ self-
examination and self-improvement
PERFORMANCE EXCELLENCE AND
LEADERSHIP THEORY
The Roles Of Managers
- by Henry Mintzberg
- categorizes the work of managers into 10
roles
Interpersonal Roles
- figurehead role
- manager presiding at a recognition ceremony
for a team’s quality accomplishment
- liaison role (deaaling with customers,supplier,
and other will still be played but shall also be
played by employees.
Information Roles
- nonmanagerial personnel would be more
involved in these activities
- monitor, disseminator, spokesperson
Decisional Roles
- entrepreneurial role(managers try to improve
their org by identifying problems and solving
them)
-disturbance handler role (leaders resolve
conflicts among subunits)
- resource-allocator role
- negotiator role
Consideration And Initiating Structure
TRANSFORMATIONAL LEADERSHIP THEORY
TRANSACTIONAL LEADERSHIP THEORY
SITUATIONAL LEADERSHIP
- Ken Blanchard and Paul Hersey
Leadership styles and their levels of readiness
1. Directing - unable and willing
- communication is generally one way---top down
- lack of skills and confidence
2. Coaching - unable but willing
- set overall approach but still allow them to manage
details
- have drive and motivation but no skill
3. Supporting - able but unwilling
- leaders allocate task but subordinate have full control
over the performance of work
- has the skill but might need motivation and confidence
4. Delegating - able and willing
- do their works with little supervision or support
- keri na nila yan
Management and Leadership
Leadership, Governance and Societal Responsibilities
Organizational Governance
Societal Responsibilities
CHAPTER 11: PERFROMANCE EXCELLENCE AND
ORGANIZATIONAL CHANGES

Stages of Learning
Unconscious Incompetence - you don’t know what you
don’t know
Conscious incompetence - you realize that you don’t Perspective on Cultural Change
know
Conscious Competence - you learn what to do , but with
Conscious effort
Unconscious Incompetence - performance come
effortlessly

Importance Of Change
- needed to initiate performance excellence initiatives American Express Change Process
- customer expectations and external environment
continuously evolve

Strategic vs. Process Change

People Roles in Organizational Change

Senior Management:
- remove barriers to implementation
- improve process
- identify critical processes

Middle Management:
- feeding territorial competition(sabi ng marami)
- improve operational processes
- principal means by which the workforce prepares for
change
Cultural Change
The Workforce
- develop ownership of the quality process

Transforming Middle Managers to Change Agents

Culture of Performance Excellence

- one in which every employee embraces the
organization’s quality vision, values and goals as a way of
life

Common Implementation Mistakes

Requirements for Building and Sustaining Performance

Excellence
 Importance:

Life Cycle of Quality Initiatives Knowledge Management

Types of Knowledge
Baldrige Roadmap To Performance Excellence

Organizational Learning

Key Activities of Learning Organizations

Self-Assessment: Basic Elements
Internal Benchmarking Organizational Change and Total Quality

Principles for Managing Change

Organizational Change IN Action

Boeing
Process:

Motorola
Six Sigma is based on 4 steps:

Organizational Changes Theory

Teological Perspective