Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 1 Chapter 17 Managing Work Teams

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 2 Learning Objectives Explain the importance of work teams. Identify four types of work teams. State the meaning and determinants of team effectiveness. Describe the internal team processes that can affect team performance. Explain how to diagnose and remove barriers to poor team performance.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 3 Work Teams and Other Groups A group is two or more individuals who come into personal and meaningful contact on a continuing basis. A work team consists of a small numbers of employees with complementary skills who collaborate on a project, are committed to a common purpose, and are jointly accountable for performing tasks that contribute to achieving an organization’s goals.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 4 Terms for Work Teams (adapted from Figure 17.1) Empowered teams Autonomous work groups Crews Self-managing teams Cross-functional teams Quality circles Project teams Task forces High-performance teams Emergency response teams Committees Councils

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 5 Work Teams and Other Groups (cont.) An informal group consists of a small number of individuals who frequently participate in activities and share feelings for the purpose of meeting their mutual needs.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 6 Why Organizations Use Work Teams Each team may have its own specific goals but the reasons mainly given include serving customers better through –innovation, –speed, –cost reductions, and –quality improvement.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 7 Types of Work Teams A problem-solving work team consists of employees from different areas of an organization whose goal is to consider how something can be done better. –Quality Circles –Task Forces

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 8 Types of Work Teams (cont.) A functional work team includes members from a single department who have the common goal of considering issues and solving problems within their area of responsibility and expertise. A multidisciplinary work team consists of employees from various functional areas and sometimes several organizational levels who collectively work on specific tasks. A self-managing work team consists of employees who work together daily to make an entire product or deliver an entire service.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 9 Members of a Self-Managing Work Team (adapted from Figure 17.2) Self-managing team -Participate in selection of new members -Train new members -Order supplies and obtain other needed resources -Communicate with suppliers and customers -Set goals -Schedule work -Design work processes Other team leaders and managers Communications team Software team Budget team Recognition and compensation team Training team

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 10 Effectiveness Criteria Effectiveness criteria measure the outcomes achieved by individual members and the team as a whole.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 11 Effectiveness Criteria for Work Teams (adapted from Figure 17.3) Team Effectiveness Task completionTeam developmentStakeholder satisfaction AccuracyTeam cohesivenessCustomer satisfaction with team’s procedures and outputs SpeedTeam flexibilityTeam satisfaction with team’s outputs and outputs CreativityTeam preparedness for Satisfaction of other team’s with new tasksthe team’s procedures and outputs Cost Individual Effectiveness Task PerformanceRelationships with othersPersonal development SpeedIncreased understanding of Develop competencies (teamwork, other perspectivescommunication, strategic action, global awareness, planning, and administration, and self-awareness) AccuracyBuild other’s trust in youDevelop network of colleagues within and outside the organization CreativityNew friendshipsGain technical knowledge and skills Efficiency

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 12 Effectiveness Determinates Effectiveness is determined by three main sets of influences; –the external context in which the team operates, –team design, and –internal team processes.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 13 A Model of Work Team Functioning (adapted from Figure 17.4) Team Design - Team Size - Team Location Effectiveness Criteria - Team - Individual Internal Processes - Development stages - Feelings - Behavioral Norms External Context CultureReward System Team Training Member Selection

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 14 The Development of Work Teams (adapted from Figure 17.5) Degree of Maturity Time Together High Low StartEnd End or recycle End or recycle End or recycle End or recycle Forming Adjourning Performing Norming Storming

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 15 Behavioral Norms Behavioral norms are the rules of behavior that are widely shared and enforced by members of the work team. Performance norms exists when there is a standard of appropriate behavior for team members, members generally agree on the standard, and members are aware the team supports the standard through a system of rewards and punishment. –Free rider –Groupthink –Productive controversy

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 16 Causes of Poor Team Performance Team Design –Team Size –Team Location Virtual Work Team –Information Technology Culture Team Member Selection Team Training Reward Systems

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 17 Examples of Tasks Performed in Self-Managing Work Teams (adapted from Figure 17.6) Level of Team Self-Management Degree of Managerial Competencies Required Moderate High Monitor spending Arrange work and vacation schedules Monitor team performance Cross-train team members Dismiss members Discipline members Allocate monetary rewards Select suppliers Appraise member performance Share leadership tasks Select new members Select effectiveness criteria to measure Determine team budget Determine production/service schedules Purchase equipment and supplies