Skill Development at its Best Organizational Behavior BBA
Skill Development at it’s Best Organizational Behavior BBA & MBA Lecture 222324 Work Groups and Teams Course Lecturer: Farhan Mir Copyright 2018@MIRS
Skill Development at it’s Best After studying this chapter, you should be able to: 1. Contrast groups and teams, and analyze the growing popularity of using teams in organizations. 2. Compare and contrast four types of teams. 3. Identify the characteristics of effective teams. 4. Show organizations can create team players. 5. Decide when to use individuals instead of teams. 6. Show the understanding of teams differs in a global context. 9 -2 Copyright 2018@MIRS
Skill Development at it’s Best Why Are Teams So Popular? Increased competition forced restructuring for efficiency and effectiveness Teams: �Better utilize employee talents �Are more flexible and responsive to change �Democratize and motivate 9 -3 Copyright 2018@MIRS
Skill Development at it’s Best Groups and Teams Work Group – A group who interacts primarily to share information and to make decisions to help one another perform within each member’s area of responsibility 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 9 -4 Copyright 2018@MIRS
Skill Development at it’s Best Copyright 2018@MIRS
Skill Development at it’s Best Copyright 2018@MIRS
Skill Development at it’s Best Group Dynamics • • • Roles Norms Status Size and Capacity Cohesiveness Diversity Copyright 2018@MIRS
Skill Development at it’s Best Comparing Work Groups and Work Teams 9 -8 Copyright 2018@MIRS
Skill Development at it’s Best Four Types of Teams 9 -9 Copyright 2018@MIRS
Skill Development at it’s Best 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 9 -10 Copyright 2018@MIRS
Skill Development at it’s Best Self-Managed Work Teams 10 -15 employees in highly-related jobs Team takes on supervisory responsibilities: �Work planning and scheduling �Assigning tasks �Operating decisions/actions �Working with customers May select and evaluate members Effectiveness is situationally dependent 9 -11 Copyright 2018@MIRS
Skill Development at it’s Best 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 9 -12 Copyright 2018@MIRS
Skill Development at it’s Best Copyright 2018@MIRS
Skill Development at it’s Best Virtual Teams Computer technology ties dispersed team together Special challenges: �Less social rapport �More task-oriented �Members less satisfied 9 -14 Copyright 2018@MIRS
Skill Development at it’s Best Key Components of Effective Teams Context Composition Process 9 -15 Copyright 2018@MIRS
Skill Development at it’s Best 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 9 -16 Copyright 2018@MIRS
Skill Development at it’s Best Team Composition Components Abilities of members �Technical expertise �Problem-solving �Interpersonal Personality �Conscientious and open-minded Allocation of Roles Diversity Size of teams Member preferences 9 -17 Copyright 2018@MIRS
Skill Development at it’s Best Copyright 2018@MIRS
Skill Development at it’s Best Copyright 2018@MIRS
Skill Development at it’s Best Process Components Common plan and purpose Specific goals Team efficacy Common mental models Low levels of conflict Minimized social loafing 9 -20 Copyright 2018@MIRS
Skill Development at it’s Best Turning Individuals Into Team Players Selection – Need employees who have the interpersonal as well as technical skills Training – Workshops on problem-solving, communications, negotiation, conflict-management and coaching skills Rewards – Encourage cooperative efforts rather than individual ones 9 -21 Copyright 2018@MIRS
Skill Development at it’s Best Teams Aren’t Always the Answer: Three Tests Complexity of Work: Can the work be done better by more than one person? 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? 9 -22 Copyright 2018@MIRS
Skill Development at it’s Best Managing Group Conflict (cont’d) • Types of Conflict – Task conflict: content and goals of the work – Relationship conflict: interpersonal relationships – Process conflict: how the work gets done Copyright 2018@MIRS
Skill Development at it’s Best Managing Group Conflict (cont’d) • Techniques to Reduce Conflict: – Avoidance – Accommodation – Forcing – Compromise – Collaboration Copyright 2018@MIRS
Skill Development at it’s Best Exhibit 10. 6 Conflict Resolution Techniques Forcing Collaborating Resolving conflicts by satisfying one’s own needs at the expense of another’s. Resolving conflicts by seeking an advantageous solution for all parties. Resolving conflicts by each party's giving up something of value. Compromising Resolving conflicts by withdrawing from or suppressing them. Source: Adapted from K. W. Thomas, “Conflict and Negotiation Processes in Organizations, ” in M. D. Dunnette and L. M. Hough (eds. ) Handbook of Industrial and Organizational Psychology, vol. 3, 2 nd ed. (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission. Resolving conflicts by placing another’s needs and concerns above your own. Accommodating Avoiding Uncooperative Cooperativeness Copyright 2018@MIRS
Skill Development at it’s Best Reinvigorating Mature Teams • Problems of Mature Teams – Becoming stagnant and complacent as cohesiveness increases. – Developing groupthink. – Confronting more difficult issues. • Reinvigorating Teams 1. Prepare members to deal with problems of maturity. 2. Offer refresher training. 3. Offer advanced training. 4. Encourage teams to treat their development as a constant learning experience. Copyright 2018@MIRS
Skill Development at it’s Best 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. 9 -27 Copyright 2018@MIRS
Skill Development at it’s Best Implications for Managers Common characteristics of effective teams: �Have adequate resources, effective leadership, a climate of trust, and suitable reward system �Composed of individuals with technical and interpersonal skills �Work provides freedom, autonomy and opportunity to use skills �Members are committed to a common purpose 9 -28 Copyright 2018@MIRS
Skill Development at it’s Best 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 9 -29 Copyright 2018@MIRS
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