1. Chapter 9 Understanding Work Teams
Essentials of
Organizational Behavior, 10/e
Stephen P. Robbins & Timothy A. Judge
Chapter 9
Understanding Work Teams

2. After studying this chapter, you should be able to:
Contrast groups and teams, and analyze the growing popularity of using teams in organizations.
Compare and contrast four types of teams.
Identify the characteristics of effective teams.
Show how organizations can create team players.
Decide when to use individuals instead of teams.
Show how the understanding of teams differs in a global context.

3. Why Are Teams So Popular?
Increased competition 竞争 (Jìngzhēng)
forces restructuring重组 (Chóngzǔ)
for efficiency and effectiveness
Teams:
Better use employee talents
Are more flexible and ability to change
Get everyone involved and motivate

4. Groups and Teams Work Group – Work Team – (1+1=3 or more)
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 – (1+1=3 or more)
Generates positive synergy (working together) through coordinated effort; individual efforts result in a level of performance that is greater than the sum of the individual person

5. Comparing Work Groups and Work Teams

6. Four Types of Teams
Let’s take a closer look at each of these types of teams!

7. Problem-Solving Teams
Members often from the same department
Share ideas or suggest improvements
Have limited authority on their own to make any changes but their suggestions are very important.

8. Self-Managed Work Teams
10-15 employees
Team takes on supervisory responsibilities
Work planning and scheduling
Assigning tasks
Operating decisions/actions
Working with customers
May select and evaluate members
Effectiveness depends on the situation

9. Cross-Functional 跨职能 (Kuà zhínéng) Teams
Members from same level,
but diverse areas within &
between organizations
Exchange information
Develop new ideas and solve problems
Coordinate complex projects
Development may be time-consuming due to complexity and diversity

10. Virtual Teams Computer technology ties dispersed team together
Special challenges:
Less social time together
More task-oriented
Members less satisfied

11. Key Components of Effective Teams
Context
Composition
Work Design
Process
What do each of these mean?

12. Contextual 语境 (Yǔ jìng) Parts
Presence of good resources
Effective leadership and structure
Level of trust in the team. Necessary for group cohesiveness (oneness)
Performance evaluation and reward system that reflects team contributions

13. Team Composition Components
Abilities of members
Technical expertise
Problem-solving
Interpersonal
Personality
Conscientious and open-minded
Diversity & cultural awareness
Size of teams
Member preferences

14. Work Design Components
Freedom
Autonomy自治 (Zìzhì)
Skill variety
Task identity
Task significance
Enhances motivation
and team effectiveness

15. Process Components Common plan and purpose Specific goals
Producing the intended result the team expects
Common mental models
Low levels of conflict
Minimized social loafing

16. 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

17. 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 total of individual goals?
Interdependence: 相互依存 Xiānghù yīcún
Are the members of the group interdependent?

18. Global Implications
Teamwork does not come easy in the US as Americans are very individualistic, but this is changing among the current generation Self-managed teams may be difficult to introduce globally – power distance problems. Team cultural diversity creates difficulties in the short run.

19. 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

20. 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

21. Summary
Contrasted groups and teams, and analyzed the growing popularity of using teams in organizations.
Compared and contrasted four types of teams.
Identified the characteristics of effective teams.
Showed how organizations could create team players.
Decided when to use individuals instead of teams.
Showed how the understanding of teams differed in a global context.

22. GROUP DISCUSSION QUESTIONS (1 member take down team notes)
What are the major differences between groups and teams? Why are teams popular – why do people like teams? Can draw pictures if that helps.
What are the 4 types of teams? Describe them? Use a picture if that helps.
What makes teams effective?
How can we turn individuals into team players?
What are 3 questions to ask if teams are right?
As a manager what are things we need to think about when using teams?

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