Robbins Ob13 Ins Ppt10

Robbins & Judge
Organizational Behavior
13th Edition
Understanding Work Teams
Bob Stretch
Southwestern College
© 2009 Prentice-Hall Inc. All rights reserved. 10-0

Chapter Learning Objectives
 After studying this chapter, you should be able to:
– Analyze the growing popularity of teams in organizations.
– Contrast groups and teams.
– 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 our understanding of teams differs in a global
context.

Why Have Teams Become So Popular?
 Great way to use employee talents

 Teams are more flexible and responsive to changes in the
environment
 Can quickly assemble, deploy, refocus, and disband
 Facilitate employee involvement
 Increase employee participation in decision making
 Democratize an organization and increase motivation
 Note: teams are not ALWAYS effective

Differences between Groups and Teams
 Work Group
– A group that interacts primarily to share information and to
make decisions to help each group member perform within
his or her area of responsibility
– No joint effort required
 Work Team
– Generates positive synergy through coordinated effort. The
individual efforts result in a performance that is greater than
the sum of the individual inputs

Comparing Work Groups and Work Teams
E X H I B I T 10-1

Types of Teams
 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
 Self-Managed Work Teams

– Groups of 10 to 15 people who take
on the responsibilities of their former
supervisors
See E X H I B I T 10-2

More Types of Teams
 Cross-Functional Teams
– Employees from about the same hierarchical level, but from
different work areas, who come together to accomplish a
task
– Very common
– Task forces
– Committees

A Final Type of Team
 Virtual Teams
– Teams that use computer technology to tie together
physically dispersed members in order to achieve a common
goal
 Characteristics
– Limited socializing
– The ability to overcome time and space constraints
 To be effective, needs:
– Trust among members
– Close monitoring
– To be publicized

A Team-Effectiveness Model
Caveat 1: This is a
general guide only.
Caveat 2: The model

assumes that teamwork
is preferable to
individual work.
E X H I B I T 10-3

Key Components of Effective Teams
Context
Composition
Work Design
Process Variables

Creating Effective Teams: Context
 Adequate Resources
– Need the tools to complete the job
 Effective Leadership and Structure
– Agreeing to the specifics of work and how the team fits
together to integrate individual skills
– Even “self-managed” teams need leaders
– Leadership especially important in multi-team systems
 Climate of Trust
– Members must trust each other and the leader
 Performance and Rewards Systems that Reflect Team
Contributions
– Cannot just be based on individual effort

Creating Effective Teams: Composition
 Abilities of Members
– Need technical expertise, problem-solving, decision-making,
and good interpersonal skills
 Personality of Members
– Conscientiousness, openness to experience, and
agreeableness all relate to team performance
 Allocating Roles and Diversity
– Many necessary roles must be filled
– Diversity can often lead to lower performance
 Size of Team
– The smaller the better: 5 to 9 is optimal
 Member’s Preference for Teamwork
– Do the members want to be on teams?

Key Roles On Teams
E X H I B I T 10-4

Creating Effective Teams: Work Design
 Freedom and Autonomy

– Ability to work independently
 Skill Variety
– Ability to use different skills and talents
 Task Identity
– Ability to complete a whole and identifiable task or product
 Task Significance
– Working on a task or project that has a substantial impact on
others

Creating Effective Teams: Process
 Commitment to a Common Purpose
– Create a common purpose that provides direction
– Have reflexivity: willing to adjust plan if necessary
 Establishment of Specific Team Goals
– Must be specific, measurable, realistic, and challenging
 Team Efficacy
– Team believes in its ability to succeed
 Mental Models
– Have an accurate and common mental map of how the work gets
done
 A Managed Level of Conflict
– Task conflicts are helpful; interpersonal conflicts are not
 Minimized Social Loafing
– Team holds itself accountable both individually and as a team
E X H I B I T 10-5

Turning Individuals into Team Players
 Selection
– Make team skills one of the interpersonal skills in the hiring
process.
 Training
– Individualistic people can learn
 Rewards
– Rework the reward system to encourage cooperative efforts
rather than competitive (individual) ones
– Continue to recognize individual contributions while still
emphasizing the importance of teamwork

Beware! Teams Aren’t Always the Answer
Teams take more time and resources than does individual
work.
Three tests to see if a team fits the situation:
1. Is the work complex and is there a need for different
perspectives: will it be better with the insights of more than
one person?
2. Does the work create a common purpose or set of goals for
the group that is larger than the aggregate of the goals for
individuals?
3. Are members of the group involved in interdependent
tasks?

Global Implications
 Extent of Teamwork
– Other countries use teams more often than does the U.S.
 Self-Managed Teams
– Do not work well in countries with low tolerance for
ambiguity and uncertainty and a high power distance
 Team Cultural Diversity and Team Performance

– Diversity caused by national differences interferes with team
efficiency, at least in the short run
– After about three months the differences between diverse and
non-diverse team performance disappear

Summary and Managerial Implications
 Effective teams have common characteristics:
– Adequate resources
– Effective leadership
– A climate of trust
– Appropriate reward and evaluation systems
– Composed of members with correct skills and roles
– Are smaller
– Do work that provides freedom, autonomy, and the chance
to contribute
– The tasks are whole and significant
– Has members who believe in the team’s capabilities
 Managers should modify the environment and select team-
oriented individuals to increase the chance of developing
effective teams.
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise,
without the prior written permission of the publisher. Printed in the
United States of America.
Copyright ©2009 Pearson Education,

Inc. Publishing as Prentice Hall

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Robbins & Judge

Understanding Work Teams

© 2009 Prentice-Hall Inc. All rights reserved. 10-0

© 2009 Prentice-Hall Inc. All rights reserved. 10-1

 Great way to use employee talents

© 2009 Prentice-Hall Inc. All rights reserved. 10-2

© 2009 Prentice-Hall Inc. All rights reserved. 10-3

© 2009 Prentice-Hall Inc. All rights reserved. 10-4

 Self-Managed Work Teams

© 2009 Prentice-Hall Inc. All rights reserved. 10-5

© 2009 Prentice-Hall Inc. All rights reserved. 10-6

© 2009 Prentice-Hall Inc. All rights reserved. 10-7

Caveat 2: The model

© 2009 Prentice-Hall Inc. All rights reserved. 10-8

© 2009 Prentice-Hall Inc. All rights reserved. 10-9

© 2009 Prentice-Hall Inc. All rights reserved. 10-10

© 2009 Prentice-Hall Inc. All rights reserved. 10-11

© 2009 Prentice-Hall Inc. All rights reserved. 10-12

 Freedom and Autonomy

© 2009 Prentice-Hall Inc. All rights reserved. 10-13

© 2009 Prentice-Hall Inc. All rights reserved. 10-14

© 2009 Prentice-Hall Inc. All rights reserved. 10-15

© 2009 Prentice-Hall Inc. All rights reserved. 10-16

 Team Cultural Diversity and Team Performance

© 2009 Prentice-Hall Inc. All rights reserved. 10-17

Copyright ©2009 Pearson Education,

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