Professional Documents
Culture Documents
Organizational Behavior,
10/e
Stephen P. Robbins & Timothy A.
Judge
Chapter 9
Understanding Work
Teams
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Work Team
Generates positive synergy through
coordinated effort; individual efforts
result in a level of performance that is
greater than the sum of those individual
inputs
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Problem-Solving Teams
Members often from
the same department
Share ideas or suggest
improvements
Rarely given authority
to unilaterally
implement any of their
suggested actions
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Cross-Functional Teams
Members from same level, but diverse
areas within and between
organizations
Exchange information
Develop new ideas and solve
problems
Coordinate complex projects
Development may be time-consuming
due to complexity and diversity
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Virtual Teams
Computer technology
ties dispersed team
together
Special challenges:
Less social rapport
More task-oriented
Members less
satisfied
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Key Components of
Effective Teams
Context
Composition
Work Design
Process
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Contextual Components
Presence of adequate resources
Effective leadership and structure
Climate of trust in the team
Performance evaluation and reward
system that reflects team
contributions
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Team
Composition
Components
Abilities of members
Technical expertise
Problem-solving
Interpersonal
Personality
Conscientious and open-minded
Diversity
Size of teams
Member preferences
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Process Components
Common plan and
purpose
Specific goals
Team efficacy
Common mental
models
Low levels of conflict
Minimized social
loafing
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Training
Workshops on problem-solving,
communications, negotiation, conflictmanagement and coaching skills
Rewards
Encourage cooperative efforts rather than
individual ones
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Common Purpose:
Does the work create a common purpose or set
of goals for the people in the group that is more
than the aggregate of individual goals?
Interdependence:
Are the members of the group interdependent?
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Global Implications
Teamwork is less pervasive in the
United States.
Self-managed teams may be difficult to
introduce globally power distance
problems.
Team cultural diversity creates
difficulties in the short run.
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Keep in Mind
Proper selection of members
increases likelihood of effective teams
Team should be constructed based on
ability, skill, and applicable member
traits given the situation
Non-personal conflicts can lead to
better team decisions
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Summary
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