1. CJ 421 Organizational Behavior Wednesday August 10, 2011 9:00 PM ET Professor Tom Piotrowski

2. Seminar Topic TEAMS TEAMS Why have teams become so popular? Why have teams become so popular? Identify and discuss the four most common forms of work teams. Identify and discuss the four most common forms of work teams. What conditions make it most difficult to create team players? What conditions make it most difficult to create team players? List and explain five of the barriers to effective communication. List and explain five of the barriers to effective communication.

3. Popularity of Teams teams typically outperform individuals when the tasks being done require multiple skills, judgment, and experience. teams typically outperform individuals when the tasks being done require multiple skills, judgment, and experience. External pressure on the organization to restructure to become more effective and efficient External pressure on the organization to restructure to become more effective and efficient Increase management flexibility Increase management flexibility Adds to democracy and increases morale Adds to democracy and increases morale

4. 4 Common Types of Teams What is a work team? What is a work team? The use of work teams creates the potential for organizations to generate greater outputs with no increase in inputs. The use of work teams creates the potential for organizations to generate greater outputs with no increase in inputs. work teams create positive synergy through coordinated effort. work teams create positive synergy through coordinated effort.

5. 4 Common Types of Teams Problem-Solving Teams. These are teams in which members share ideas or offer suggestions on how work processes and methods can be improved; although they rarely have the authority to unilaterally implement any of their suggested actions. Problem-Solving Teams. These are teams in which members share ideas or offer suggestions on how work processes and methods can be improved; although they rarely have the authority to unilaterally implement any of their suggested actions.

6. Work Teams Self-Managed Work Teams. These are autonomous teams that were created to overcome some of the shortcomings of problem-solving teams. Typically made up of 10 to 15 employees who perform highly-related or interdependent jobs, this team takes on many of the responsibilities of their former supervisors such as planning and scheduling of work, assigning tasks to members, collective control over the pace of work, making operating decisions, taking actions on problems, and working with suppliers and customers Typically made up of 10 to 15 employees who perform highly-related or interdependent jobs, this team takes on many of the responsibilities of their former supervisors such as planning and scheduling of work, assigning tasks to members, collective control over the pace of work, making operating decisions, taking actions on problems, and working with suppliers and customers

7. Self managed teams Fully self-managed work teams may even select their own members and have members evaluate each other's performance. In these situations, supervisors become less important and supervisory positions may be eliminated. Research has indicated that the effectiveness of self- manage teams is situationally dependent. While most individuals on these teams do tend to report higher levels of job satisfaction, variables such as culture, team makeup, and reward structures can make self-managed work teams less attractive Research has indicated that the effectiveness of self- manage teams is situationally dependent. While most individuals on these teams do tend to report higher levels of job satisfaction, variables such as culture, team makeup, and reward structures can make self-managed work teams less attractive

8. More teams Cross-Functional Teams. These are teams made up of employees from about the same hierarchical level, but from different work areas, who come together to accomplish a specific task. This type of team is an effective means of allowing people from diverse areas within the organization to exchange information, develop new ideas and solve problems, and coordinate complex projects. Cross-functional teams are somewhat difficult to manage and may take significant time before they can become effective Cross-Functional Teams. These are teams made up of employees from about the same hierarchical level, but from different work areas, who come together to accomplish a specific task. This type of team is an effective means of allowing people from diverse areas within the organization to exchange information, develop new ideas and solve problems, and coordinate complex projects. Cross-functional teams are somewhat difficult to manage and may take significant time before they can become effective

9. Cross-Functional Teams Task Force: a temporary cross- functional team Task Force: a temporary cross- functional team Committees: when composed of members from different departments, these may also be considered cross- functional teams.

10. Teams continued Virtual Teams. Unlike the first three types of teams, virtual teams do not meet face-to face. Virtual teams use computer technology to tie together physically dispersed members in order to achieve a common goal. Virtual Teams. Unlike the first three types of teams, virtual teams do not meet face-to face. Virtual teams use computer technology to tie together physically dispersed members in order to achieve a common goal.

11. Virtual Teams Primary Factors. The three primary factors to differentiate virtual teams from face-to-face teams are: absence of para-verbal (tone of voice, inflection, voice volume) and nonverbal (movement, facial expression, hand gestures, and other body language) cues; limited social context; and the ability to overcome time and space constraints

12. Virtual Teams Orientations. Virtual teams often suffer from less social rapport and less direct interaction among the members. They tend to be more task-oriented and exchange less social-emotional information.

13. Team Player difficulty In many cultures and companies, employees have been trained to be fiercely individualistic. Teamwork is not a natural state for them. Management's challenge, therefore, is to overcome the individual resistance toward team participation. In many cultures and companies, employees have been trained to be fiercely individualistic. Teamwork is not a natural state for them. Management's challenge, therefore, is to overcome the individual resistance toward team participation.

14. Team Player difficulty individuals must be able to communicate openly and honestly, to confront differences and resolve conflicts, and sublimate personal goals for the good of the team. individuals must be able to communicate openly and honestly, to confront differences and resolve conflicts, and sublimate personal goals for the good of the team. When hiring team members, managers should take care to ensure that candidates can fulfill their team roles as well as technical requirements. When hiring team members, managers should take care to ensure that candidates can fulfill their team roles as well as technical requirements.

15. Team Player difficulty Training. New team hires can undergo team training Training. New team hires can undergo team training Transfer. If training does not work, or is not possible, transfer the individual to another unit within the organization that does not utilize teams. Pass. Do not hire (or dismiss) this candidate Pass. Do not hire (or dismiss) this candidate

16. Team Player difficulty Many individualistic people can be trained to become team players. This may require the use of outside consultants. Many individualistic people can be trained to become team players. This may require the use of outside consultants. The organization's reward system needs to be reworked to encourage cooperative efforts rather than competitive ones. The organization's reward system needs to be reworked to encourage cooperative efforts rather than competitive ones.

17. Reward Types Extrinsic Rewards. Promotions, pay raises, and other forms of recognition should be given to individuals based on a balance of how effective they are as collaborative team members and their individual contributions to the organization. Intrinsic Rewards. Managers should communicate the intrinsic rewards of teamwork: increased camaraderie, satisfaction, and personal development. Intrinsic Rewards. Managers should communicate the intrinsic rewards of teamwork: increased camaraderie, satisfaction, and personal development.

18. Communication process Sender: the person who initiates a message by encoding a thought. Encoding: converting the thought into symbols and language. Message: the encoded thought which is to be transferred.

19. More communication Channel: the medium through which the message travels. There are two basic channels for communication in organizations: Formal Channels. The path through which messages travel, as established by the hierarchy of the organization. The messages sent by these channels are normally related to the professional activities of the members of that organization. Informal Channels. Spontaneous channels that emerge as a response to individual choices. Messages sent through these channels are often personal or social.

20. More communication Decoding: converting a message from symbols and language back into thought. Receiver: the person to whom the message is directed. Noise: communication barriers that distort the clarity of the message, such as, perceptual problems, information overload, semantic difficulties, or cultural differences. Feedback: information sent from the receiver back to the sender to indicate how successful the transference was. Feedback: information sent from the receiver back to the sender to indicate how successful the transference was.

21. BARRIERS TO EFFECTIVE COMMUNICATION Filtering. Refers to senders purposely manipulating information so it will be seen more favorably by the receiver. Upward communication, especially of bad news, is often filtered and distorted to avoid the possibility of upper management “killing the messenger.”

22. More Barriers Selective Perception. As mentioned in Chapter 4, receivers in the communication process selectively see and hear based on their own needs, motivations, experience, background, and other personal characteristics. Human beings don't see reality; they interpret what they see and call it reality.

23. Barriers Information Overload. Individuals have a finite capacity for processing data, and when that capacity is exceeded, the result is information overload. When individuals are in this condition, they tend to pass over, ignore, select out, or forget information, resulting in lost information and less effective communication.

24. More Barriers Emotions. How a person feels when a message is received will influence how he or she interprets it. When emotions are running high, most people tend to disregard rational and objective thinking processes.

25. Barriers continued Language. Despite sharing a common language, words do not always hold the same meaning among members of the organization. This is becoming much more prevalent as the workplace becomes more diversified. Communication Apprehension. Approximately 5 to 20% of the population is anxious when put in a situation where they have to communicate to others. This apprehension may affect all forms of communication, not just speaking in front of groups. Communication Apprehension. Approximately 5 to 20% of the population is anxious when put in a situation where they have to communicate to others. This apprehension may affect all forms of communication, not just speaking in front of groups.

26. Concluding remarks Questions about the seminar? Questions about the seminar? Questions about the course? Questions about the course? Please make sure to submit any missing writing assignments for the course. Please make sure to submit any missing writing assignments for the course. All assignments are due on Tuesday August 16, 2011 at 11:59 PM ET. All assignments are due on Tuesday August 16, 2011 at 11:59 PM ET. Have a great week. Have a great week.