LL and Collective Bargaining.pptLL and Collective Bargaining.ppt

LL and Collective Bargaining.ppt

1. Understanding
Work Teams

2. After studying this chapter, you
should be able to:
1.Explain the growing popularity of teams in
organizations
2.Contrast teams with groups
3.Identify four types of teams
4.Specify the characteristics of effective teams
5.Explain how organizations can create team
players
6.Describe conditions when teams are preferred
over individuals

3. Why have teams become so
popular?

4. Why have teams become so
popular?
•Outperform individuals on tasks requiring
multiple skills, judgment, and experience.
•Better utilization of employee talents
•More flexible and responsive to changing
events
•Effective way for management to
democratize the organization and increase
employee motivation

5. Work Group vs. Work Team
•Work Group - 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 - Generates positive synergy
through coordinated effort; Individual
efforts result in a level of performance that
is greater than the sum of those individual
inputs

7. Work Group vs. Work Team
Why Form Groups?
Two heads are better than one. With group work, members have a shared
knowledge of the group’s objectives, but specific tasks or responsibilities are
assigned to different individuals. By separating work into groups – such as one
devoted to marketing, one devoted to accounting, etc. – individuals within those
groups are able to maximize their expertise on a long-term basis.
Why Form Teams?
Businesses form teams usually to tackle a specific – and usually temporary –
goal or project with the intent of leveraging the collective expertise of a variety of
people. Because experts from various departments are involved, teams can avoid
potential problems early on in a project. For instance, a team of only engineers
may create a new product but may not understand whether it’s affordable until
someone with a finance background completes a “return on investment” or ROI
analysis on its feasibility. Having a finance member involved in the team from the
beginning will help the engineers to create an affordable product in the first place,
saving time and resources. Teams can be very productive because involving
people with different talents provides teams with increased opportunities to work
more efficiently.

8. Comparing Work Groups and
Work Teams

9. Four Types of Teams

10. Problem-Solving Teams
•Groups of 5 to 12 employees
from the same department
who meet for a few hours
each week to discuss ways of
improving quality, efficiency,
and the work environment.
•Share ideas or offer
suggestions on how work
processes and methods can
be improved
•Rarely given authority

11. Self-Managed Work Teams
•Typically 10-15 employees
•Team takes on supervisory responsibilities
in addition to job tasks
•Select and evaluate members
•Effectiveness is situational
dependent

12. Cross-Functional Teams
•Members from diverse areas within and between
organizations
•Exchange information
•Develop new ideas and solve problems
•Coordinate complex projects
•Development may be time-consuming due to
complexity and diversity
•Task forces
•Committees

13. Virtual Teams
•Computer technology ties
physically dispersed
members together to
achieve a common goal
•Differentiating factors from
other teams
Absence of para-verbal and
non-verbal cues
Limited social context
Ability to overcome time
and space constraints

14. Key Components of
Effective Teams

15. Context
•Presence of adequate resources
•Effective leadership
•Climate of trust
•Performance evaluation and reward
system that reflects team contributions

16. Composition
•Abilities of members
•Personality
•Allocating roles
•Diversity
•Size of teams
•Member flexibility
•Member preferences

17. Process
•Member commitment to a common
purpose
•Establishment of specific team goals
•Team efficacy
•Managed level of conflict
•Minimizing social loafing

18. Shaping Team Players
•Selection – in addition to technical skills,
managers must select employees who have the
interpersonal skills to be team players
•Training – workshops on problem-solving,
communications, negotiation, conflict-
management and coaching skills help build team
members
•Rewards – rework to encourage cooperative
efforts rather than competitive ones

19. Is a Team the Answer?
•Questions to consider when determining if
work is better done by a team:
Can the work be done better by more than one
person?
Does the work create a common purpose or
set of goals for the people in the group that is
more than the aggregate of individual goals?
Are the members of the group interdependent?

20. Implications for Managers
•Common characteristics of effective teams:
Individuals with technical and interpersonal
skills
Have 10 or fewer members with diverse
backgrounds
Members fill roles but are flexible and prefer to
be part of a group
Members are committed to a common purpose

21. Summary
1.Explained the growing popularity of teams in
organizations
2.Contrasted teams with groups
3.Identified four types of teams
4.Specified the characteristics of effective teams
5.Explained how organizations can create team
players