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eleventh edition

organizational behavior

stephen p. robbins

Chapter 9

Understanding Work Teams


ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H 2005 Prentice Hall Inc. All rights reserved. E D I T I O N PowerPoint Presentation by Charlie Cook WWW.PRENHALL.COM/ROBBINS

OBJECTIVES LEARNING

After studying this chapter, you should be able to:


1. Explain the growing popularity of teams in organizations.
2. Contrast teams with groups. 3. Identify four types of teams. 4. Specify the characteristics of effective teams. 5. Explain how organizations can create team players.

6. Describe conditions under which teams are preferred over individuals.


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Why Have Teams Become So Popular


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 democratize and organization and increase motivation.

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Team Versus Group: Whats the Difference


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. Work Team

A group whose individual efforts result in a performance that is greater than the sum of the individual inputs.
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Comparing Work Groups and Work Teams

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Types of Teams
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. Self-Managed Work Teams

Groups of 10 to 15 people who take on the responsibilities of their former supervisors.


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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.

Task forces Committees

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Types of Teams (contd)


Virtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.
Team Characteristics 1. The absence of paraverbal and nonverbal cues 2. A limited social context 3. The ability to overcome time and space constraints
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A TeamEffectiveness Model

E X H I B I T 93 2005 Prentice Hall Inc. All rights reserved. 99

Creating Effective Teams

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Creating Effective Teams (contd)

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Key Roles of Teams

E X H I B I T 94 2005 Prentice Hall Inc. All rights reserved. 912

Creating Effective Teams (contd)

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Creating Effective Teams (contd)

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Effects of Group Processes

+ =
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Creating Effective Teams: Diversity


Group Demography
The degree to which members of a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organization, and the impact of this attribute on turnover. Cohorts Individuals who, as part of a group, hold a common attribute.
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Turning Individuals Into Team Players


The Challenges
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


Selecting employees who can fulfill their team roles. Training employees to become team players.

Reworking the reward system to encourage cooperative efforts while continuing to recognize individual contributions.
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Teams and Quality Management


Team Effectiveness and Quality Management Requires That Teams:
1. Are small enough to be efficient and effective.
2. Are properly trained in required skills. 3. Allocated enough time to work on problems.

4. Are given authority to resolve problems and take corrective action.


5. Have a designated champion to call on when needed.

2005 Prentice Hall Inc. All rights reserved.

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Beware: Teams Arent Always the Answer


Three tests to see if a team fits the situation:
Is the work complex and is there a need for different perspectives? Does the work create a common purpose or set of goals for the group that is larger than the aggregate of the goals for individuals? Are members of the group involved in interdependent tasks?

2005 Prentice Hall Inc. All rights reserved.

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