1. ©Prentice Hall, 2001Chapter 91 Understanding Work Teams

2. ©Prentice Hall, 2001Chapter 92 Why Have Teams Become So Popular? Performance on complex tasks Utilization of employee talents Flexibility and responsiveness Motivational properties

3. ©Prentice Hall, 2001Chapter 93 Share information Neutral (may be negative) Individual Random and varied Goal Synergy Accountability Skills Collective performance Positive Individual and mutual Complementary Work Groups Work Teams Comparing Work Groups and Work Teams

4. ©Prentice Hall, 2001Chapter 94 Cross-Functional Self-ManagedProblem-Solving Virtual Types of Teams

5. ©Prentice Hall, 2001Chapter 95 When Will Teams Outperform Individuals? Interdependence TaskComplexityPurpose and Goals

6. ©Prentice Hall, 2001Chapter 96 The Team EffectivenessModel Process WorkDesign Composition Context

7. ©Prentice Hall, 2001Chapter 97 Work Design Autonomy Skill variety Task identity Task significance

8. ©Prentice Hall, 2001Chapter 98 Size Personality Preference for Teams Ability Roles and Diversity Flexibility Composition

9. ©Prentice Hall, 2001Chapter 99 Context Reward systems Adequate resources Performance evaluation Leadership and structure

10. ©Prentice Hall, 2001Chapter 910 CommonPurpose Teamwork Processes Conflict EfficacySpecificGoalsSocialLoafing

11. ©Prentice Hall, 2001Chapter 911 Turning Individuals Into Team Players SelectionSelectionRewardsRewardsTrainingTraining

12. ©Prentice Hall, 2001Chapter 912 Suggestions for Handling Difficult Team Members Type Hostile Behavior “it’ll never work.” “That’s a typical engineering viewpoint.” Response : “ How do others feel about this?” or “ It seems that we have a different perspective on the details, but we agree on the principles.” Know-It-All “I have a Ph.D. in Engineering, and.. Response: “Let’s review the facts.” “Another noted authority on this subject has said...” Loudmouth Tries to dominate meetings by blurting out ideas / questions. Response: Interrupt: “Can you summarize your main point?” or “ I appreciate your comments but we should also hear from others.”

13. ©Prentice Hall, 2001Chapter 913 Suggestions for Handling Difficult Team Members Type Interrupter Behavior Starts talking before others are finished. Response : “ Wait a minute, Jim, let’s let Jane finish what she was saying.” Non- Participant Reads other material, fidgets, shakes their head, but never makes a contribution. Hints: Latecomer Early Leaver Ducks in and out of meeting; comes late, announces with regret that they must leave for another important activity. Ask them questions to determine their interest level. Try to draw them into discussion. Discuss your concerns alone. Hints: Schedule meetings at non-busy times & away from distractions; Establish a “latecomer’s kitty.” Hold to start and end times and check with common offenders before meeting for conflicts.

14. ©Prentice Hall, 2001Chapter 914 Evaluation Dimensions for Team Members Dimension Work Output meets Standard Needs Improvement Excellent 1 2 3 4 5 Fragmented-outline only, illegible,incomplete, inaccurate, misspelled, untimely output - Thoughts expressed clearly, concisely,on time,legible, complete and accurate. - Helps others with their work when done. Cooperation with others 1 2 3 4 5 Must have own way; unwilling to consider other ideas; inflexible Actively encourages compromise; open-minded; listens to others; supports group goals; respects other’s views