MGT 3303 Introduction to Organizations
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Transcript MGT 3303 Introduction to Organizations
Dr. Robert Konopaske
Management Department
February 12, 2011
1
Teams can make magic!
http://www.youtube.com/watch?v=TzNACAG74QA
U.S. organizations use teams for a variety of reasons
80% of companies with more than 100 employees
use teams
90% of all U.S. employees work part of their day in
a team
Chances are…you’ll be a member of one (or more)
teams at your work!
2
Improved customer satisfaction
Improved product & service quality
Increased speed & efficiency
Higher job satisfaction
Better decision making
More creative problem solving
3
Initially high employee turnover
Social loafing
Lowered quality of group decision making
Groupthink
Inefficient meetings
Domination by a few members
Lack of accountability
4
1.
2.
3.
4.
5.
6.
The presence of someone with expertise
The presentation of a compelling argument
Lacking confidence in one’s ability to
contribute
An unimportant or meaningless decision
A dysfunctional decision-making climate
Again, social loafing can be an issue
5
6
Employee
Involvement
Groups
Traditional
Work
Groups
Selfmanaging
SemiTeams
autonomous
Work
Groups
Selfdesigning
Teams
Autonomy
7
Same as self-managing teams except:
Control and change design of team
Control resources for task accomplishment
Impose discipline on team members:
Hire and fire
Divide rewards
Decide on penalties (ex: tardiness)
Can change task of team
8
Geographically and/or organizationally dispersed
coworker who use telecommunication & IT to
accomplish an organizational task
Tips for creating successful virtual teams:
Select self-starters and strong communicators
Keep the team focused on clear, specific goals
Provide frequent feedback
Periodically bring team members together & use
team building
Improve communications & ask team members for
feedback on how well team is working
9
Team
Norms
Team
Size
Team
Cohesiveness
Team
Conflict
Team
Development
10
Informally agreed-on standards that regulate team
behavior
Powerful influence on work behavior
Regulate the everyday behaviors of teams
e.g., soldiering
11
The extent to which members are attracted to the team and
motivated to remain in it
Cohesive teams:
retain their members
promote cooperation
have high levels of
performance
Promote team cohesiveness by:
1.
2.
3.
4.
Make sure all team members are present at team
meetings
Create additional opportunities for teammates to work
together
Engage in nonwork activities as a team
Make employees feel that they are part of a “special”
organization
12
Performance
Team Size
(6-9
members)
13
C-type Conflict
cognitive conflict
focuses on problems and issues
associated with improvements in team
performance
A-type Conflict
affective conflict
emotional, personal disagreements
associated with decreases in team performance
Both types often occur simultaneously
14
Forming – 1st stage of team development; get to
know other members; set ground rules
Storming – 2nd stage; conflict over what should be
done & how to do it; team leader nudges group
toward team goals
Team will be ineffective if it gets stuck here
Norming – 3rd stage; informal rules; members get
used to roles; group cohesion grows
Performing – 4th stage; performance high b/c team
has matured; it’s fully functioning now
15
Interpersonal Skills
Decision Making
and Problem Solving
Conflict
Technical Training
Training for Team Leaders
16
Power struggles
Individual behavior
Unequal Workload
Lack of top management support
Poor leadership
Lack of focus
Capability issues
Groupthink
http://www.youtube.com/watch?v=qYpbStMyz_I
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