1. Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon

2. CONTINUOUS IMPROVEMENT PROCESSES A key issue facing organizations is the way they respond to the changing environment of “world-class” competition. OD interventions leading to improved productivity, efficiency, and quality have evolved to help organizations meet these challenges. Two quality and high-involvement OD interventions: Total quality management (TQM) Self-managed work teams.

3. JOB DESIGN The objective is to find and implement innovative ways of doing work. The current trend is to redesign jobs to improve worker satisfaction and productivity. Two closely related theories of job design: Job Enrichment Theory Job Characteristics Theory

4. Total Quality Management (TQM) Also known as “continuous quality improvement” (CQI) and “leadership through quality “(LTQ). An organization-wide approach to continuously improving the overall quality of its processes, products, and services. It is an organizational strategy of commitment geared at improving customer satisfaction by developing procedures that carefully manage output quality.

5. Principles/Components in TQM  TQM is organization-wide.  The CEO and other top managers visibly support it.  TQM is an ingrained value in the corporate culture.  Partnerships with customers and suppliers.  Everyone in the organization has a customer.  Reduced cycle time.  Techniques of TQM range in scope.  Do it right the first time.  Corporate citizenship  No single formula work for everyone.

6. Quality In order for TQM to be successful, there are some dimensions of quality that contributes to this success. These include: 1. Performance -a product or service primary operating characteristics. 2. Features -adds-on or supplements. 3. Reliability -the probability of not malfunctioning or breaking down over a specific period of time.

7. 4. Conformance -the degree to which product design or operating characteristics meet standards established. 5. Durability -a measure of product life. 6. Serviceability -speed and ease of repair. 7. Aesthetics -the look, feel, taste and smell of a product. 8. Perceived Quality -how a customer/client view quality

8. Benefits of Quality High customer satisfaction Reliable products/services Better efficiency of operations More productivity and profits Better morale of workforce Less wastage costs Less inspection costs Improved process More market share

9. Effects of Poor Quality Low customer satisfaction Low productivity, sales and profit Low morale of workforce More re-work, material and labour costs High inspection costs Delay in shipping High repair costs Higher inventory costs Greater waste of material

10. Compatibility of TQM and OD TQM and OD are compatible in that:  They are both system-wide.  They believe in empowerment and involvement.  They depend on planned change.  They are self-renewing and continuous.  They base decision-making on data based activities  They view people as having an inherent desire to contribute in meaningful ways. *OD practitioners are often involved in setting up TQM programs where they act as experts.

11. *Keynote When TQM is implemented properly, it can be advantageous to the organization as it improves quality, increase productivity and enhance employee development.

12. Self Managed Teams Presenter: Latoya Vernon 12

13. Self Managed Teams Chatfield--- “a self managed team is a group of people working together in their own ways toward a common goal which is defined outside the team” Harvey and Brown (2006) “a self managed team is an autonomous group whose members decide how to handle their identifiable task i.e. a product or service.” 13

14. Characteristics (1of 3) The structure of the organization or work is based on team concepts There is an egalitarian culture and a noticeable lack of status symbols The number of people in a team is kept as small as possible 14

15. Characteristics (2 of 3) A work team has a physical site Work teams order material and equipment Team members have a sense of vision for their team and organization. There is strong partnership between team and management. 15

16. Characteristics (3 of 3) Information of all types is openly shared. Training, and especially cross training is a major requirement of self managed work teams Team members are knowledgeable of customers, competitors and suppliers. 16

17. Design of Jobs Skill variety Task identity Task significance Autonomy Job feedback 17

18. New organizational structures Flattened structure with few levels of managers Involves all levels of the hierarchy Carry out functions usually carried out by top management Fewer support for staff from functional departments 18

19. Management and leadership Behaviors Distinct levels: Internal team leader Coordinator Support team 19

20. Reward system Gain sharing – at least 80% of rewards are shared among team members. Knowledge based pay- rewards given based on skills and knowledge 20

21. Role of Labor Unions Highly involved from the planning stages Ensures all sides of any issues are taken into consideration Unions help with the acceptance of self managed teams 21

22. Red Flags (1 of 3) Self managed work teams may not be appropriate to the task, people and context The organization does not perceive a need for change Managers and leaders are vague and confused about their roles 22

23. Red Flags (2 of 3) Organizations that do not reward performance are likely to run into problems Lack of training can cause self managed work teams to fail 23

24. Red Flags ( 3 of 3) Fewer layers in the organization creates few advancement into managerial positions Building self managed teams is not a one- shot activity 24

25. Results of self managed teams 25