组织行为学精要第7版chap084433

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1、Chapter 8 Understanding Work Teams 87 CHAPTER 8-UNDERSTANDING WORK TEAMS CHAPTER OBJECTIVES After reading this chapter,students should be able to:1.Explain the growing popularity of teams in organizations.2.Contrast teams with groups.3.Identify three types of teams.4.Describe the role of work design

2、 in making effective team.5.Explain composition variables that determine team effectiveness.6.Identify resources and other contextual influences that make teams effective.7.Describe process variables that affect team performance.8.Explain how organizations can create team players.LECTURE OUTLINE I.W

3、HY HAVE TEAMS BECOME SO POPULAR?A.Introduction 1.Thirty years ago the introduction of teams into production processes made news because no one was doing it.Now the organization that doesnt use teams has become newsworthy.2.How do we explain the current popularity of teams?a)Teams typically out-perfo

4、rm individuals when the tasks being done require multiple skills,judgment,and experience.b)Restructuring to compete more effectively and efficiently,companies have turned to teams as a way to better utilize employee talents.c)Teams have the capability to quickly assemble,deploy,refocus,and disband.d

5、)Teams facilitate employee participation in operating decisions.e)Teams are an effective means for management to democratize their organizations and increase employee motivation.II.TEAMS VERSUS GROUPS:WHATS THE DIFFERENCE?A.Definitions 1.A work group is a group that interacts primarily to share info

6、rmation and to make decisions to help one another perform within each members area of responsibility.a)Work groups have no need or opportunity to engage in collective work that requires joint effort.b)Their performance is merely the sum of all the group members individual contributions.2.A work team

7、 generates positive synergy through coordinated effort.a)The individual efforts result in a level of performance that is greater than the sum of those individual inputs.3.See Exhibit 8-1.4.Many organizations have recently restructured work processes around teams looking for that positive synergy tha

8、t will increase performance.5.There is potential but nothing inherently magical in the creation of teams that assures the achievement of this positive synergy.III.TYPES OF TEAMS A.Classified According to Their Objective 1.The four most common forms are problem-solving teams,self-managed work teams,c

9、ross-functional teams,and virtual teams.Part III Groups in the Organization 88 2.See Exhibit 8-2.B.Problem-Solving Teams 1.Twenty years ago teams were typically were composed of five to twelve hourly employees from the same department who met for a few hours each week to discuss ways of improving qu

10、ality,efficiency,and the work environment.a)These are problem-solving teams.b)Members share ideas or offer suggestions on how work processes and methods can be improved.c)The teams werent given the authority to unilaterally implement their suggested actions.2.One of the most widely practiced applica

11、tions of problem-solving teams during the 1980s was the quality circle.a)Work teams of eight to ten employees and supervisors who had a shared area of responsibility and met regularly to discuss their quality problems,investigate causes of the problems,and recommend solutions.C.Self-Managed Work Tea

12、ms 1.Problem-solving teams didnt go far enough in getting employees involved in work-related decisions and processes.2.This led to experimentation with truly autonomous teams that could not only solve problems but also could implement solutions and take full responsibility for outcomes:self-managed

13、work teams.a)They are usually composed of ten to fifteen people who take on the responsibilities of their former supervisors.b)Responsibilities include collective control over the pace of work,determination of work assignments,organization of breaks,and collective choice of inspection procedures.c)F

14、ully self-managed work teams select their own members,and the members evaluate each others performance.3.Eaton-Aeroquip plant in Arkansas example.4.Xerox,General Motors,Coors Brewing,PepsiCo,Hewlett-Packard,Honeywell,M&M/Mars,and Aetna Life have implemented self-managed teams.5.About 30 percent of U

15、.S.employers now use this form of team,and the among large firms,the number is closer to 50 percent.6.A caution a)Research on the effectiveness of self-managed teams has not been uniformly positive.(1)Employees on self-managed teams seem to have higher absenteeism and turnover rates than do employee

16、s in traditional work structures.D.Cross-Functional Teams 1.Custom Researchs reorganization illustrates the use of the team conceptcross-functional teams made up of employees at about the same hierarchical level,but from different work areas,who come together to accomplish a task.2.Many organization

17、s have used horizontal,boundary-spanning groups for decades.a)A task force is really nothing other than a temporary cross-functional team.b)Similarly,committees composed of members from across departmental lines are another example of cross-functional teams.3.The popularity of cross-discipline work

18、teams exploded in the late 1980s.a)All the major automobile companies went to using this form of team to coordinate complex projectsToyota,Honda,Nissan,BMW,GM,Ford,and DaimlerChrysler.Chapter 8 Understanding Work Teams 89(1)Example,Harley-Davidson uses specific cross-functional teams to manage each

19、line of its motorcycles.b)These teams include Harley employees from design,manufacturing,and purchasing,as well as representatives from key outside suppliers.4.Cross-functional teams are an effective means of allowing people from diverse areas within an organization(or even between organizations)to

20、exchange information,develop new ideas and solve problems,and coordinate complex projects.5.Cross-functional teams are difficult to manage.a)It takes time to build trust and teamwork,especially among people from different backgrounds,with different experiences and perspectives.E.Virtual Teams 1.Virt

21、ual teams use computer technology to tie together physically dispersed members in order to achieve a common goal.They allow people to collaborate online,whether theyre only a room apart or separated by continents.a)Virtual teams can do all the things that other teams doshare information,make decisio

22、ns,and complete tasks.b)They can include all members from the same organization or link an organizations members with employees from other organizations(i.e.,suppliers and joint partners).2.The three primary factors that differentiate virtual teams from face-to-face teams are:a)the absence of parave

23、rbal and nonverbal cues b)limited social context c)the ability to overcome time and space constraints 3.In face-to-face conversation people use paraverbal(tone of voice,inflection,voice volume)and nonverbal(eye movement,facial expression,hand gestures,and other body language)cues.These help clarify

24、communication,but they arent available in online interactions.4.Virtual teams often suffer from less social rapport and less direct interaction among members.a)They arent able to duplicate the normal give-and-take of face-to-face discussion.b)Virtual team members report less satisfaction with the gr

25、oup interaction process than face-to-face teams.c)But virtual teams allow people who might otherwise never be able to collaborate to work together.5.Companies like Hewlett-Packard,Boeing,Ford,VeriFone,and Royal Dutch-Shell have become heavy users of virtual teams.IV.CREATING EFFECTIVE TEAMS A.Four g

26、eneral categories of key components have been identifiedSee Exhibit 8-3.1.Work design 2.Composition 3.Contextual 4.Process B.Team effectiveness is the objective measures of the teams productivity,managers ratings of the teams performance,and aggregate measure of member satisfaction.C.Work Design 1.F

27、reedom and autonomy,the opportunity to utilize different skills and talents,the ability to complete a whole and identifiable task or product,and working on a task or project that has a substantial impact on others.Part III Groups in the Organization 90 2.Evidence indicates that these characteristics

28、 enhance member motivation and increase team effectiveness because they increase members sense of responsibility and ownership over the work and because they make the work more interesting to perform.D.Composition refers to how teams should be staffed.E.Abilities of Membersto perform effectively,a t

29、eam requires three different types of skills.a)Technical expertise b)Problem-solving and decision-making skills to be able to identify problems,generate alternatives,evaluate those alternatives,and make competent choices c)Good listening,feedback,conflict-resolution,and other interpersonal skills d)

30、The right mix is crucial.(1)Its not uncommon for one or more members to learn the skills in which the group is deficient,thereby allowing the team to reach its full potential.2.Personality a)Many of the dimensions identified in the Big Five personality model have proved to be relevant to team effect

31、ivenessespecially extroversion,agreeableness,conscientiousness,and emotional stability.b)The evidence indicates that the variance in personality characteristics may be more important than the mean.c)Another interesting finding is that“one bad apple can spoil the barrel”in teams of team performance.3

32、.Allocating Roles and Promoting Diversity a)Teams have different needs,and people should be selected for a team to ensure that there is diversity and that all various roles are filled.b)Nine potential team roles can be identified.(1)See Exhibit 8-4.(a)Creator-Innovators initiate creative ideas.(b)Ex

33、plorer-Promoters champion ideas after theyre initiated.(c)Assessor-Developers analyze decision options.(d)Thruster-Organizers provide structure.(e)Concluder-Producers provide direction and follow-through.(f)Controller-Inspectors check for details.(g)Upholders-Maintainers fight external battles.(h)Re

34、porter-Advisers seek full information.(i)Linkers coordinate and integrate.c)On many teams,individuals will play multiple roles.d)By matching individual preferences with team role demands,managers increase the likelihood that the team members will work well together.4.Size of Teams a)Teams should be

35、neither very small(fewer than four or five)or very large(more than twelve).b)Very small teams are likely to lack a diversity of views.c)Large teams become difficult to get much done because member have trouble interacting constructively and agreeing on much,or cant develop the cohesiveness,commitmen

36、t,and mutual accountability necessary.5.Member Flexibility a)Individuals can complete each others tasks,an obvious plus to a team.b)Cross-training should lead to higher team performance over time.6.Member Preferences a)Not every employee is a team player.b)When selecting team members,individual pref

37、erences should be considered as well as abilities,personalities,and skills.Chapter 8 Understanding Work Teams 91 c)High-performing teams are likely to be composed of people who prefer working as part of a group.F.Context 1.Three contextual factors appear to be most significant to team performance ar

38、e the presence of adequate resources,effective leadership,and a performance evaluation and reward system that reflects team contributions.2.Adequate Resources a)A scarcity of resources directly reduces the ability of the team to perform its job effectively.b)Resources include support such as timely

39、information,technology,adequate staffing,encouragement,and administrative assistance.3.Leadership and Structure a)Team members must agree on who is to do what and ensure that all members contribute equally in sharing the workload.b)Agreeing on the specifics of work and how they fit together to integ

40、rate individual skills requires team leadership and structure.c)Evidence does indicate that self-managed work teams often perform better than teams with formally appointed leaders who can obstruct high performance whey they interfere.4.Performance a)Individual performance evaluations,fixed hourly wa

41、ges,and individual incentives are not consistent with the development of high-performance teams.b)Group-based appraisals,profit sharing,gainsharing,small-group incentives,and other system modifications that reinforce team effort and commitment should be considered.G.Process 1.The process variables i

42、nclude member commitment to a common purpose,establishment of specific team goals,team efficacy,a managed level of conflict,and the reduction of social loafing.2.A Common Purpose a)Effective teams have a common and meaningful purpose that provides direction,momentum,and commitment for membersa visio

43、n.b)Members of successful teams put a tremendous amount of time and effort into discussing,shaping,and agreeing upon a purpose that belongs to them both collectively and individually.c)This common purpose,when accepted by the team,becomes the equivalent of what celestial navigation is to a ship capt

44、ainit provides direction and guidance under any and all conditions.3.Specific Goals a)Successful teams translate their common purpose into specific,measurable,and realistic performance goals.b)These specific goals facilitate clear communication.c)They also help teams maintain their focus on results.

45、d)Teams goals should be challenging;difficult goals have been found to raise team performance on those criteria for which they are set.4.Team Efficacythe belief by team members that the team can succeed.a)Success breeds success.b)Management options(1)Help teams achieve small successes that build con

46、fidence.(2)Provide training to improve members technical and interpersonal skills.Part III Groups in the Organization 92 5.Conflict a)Conflict on a team isnt necessarily bad.Teams that are completely void of conflict are likely to become apathetic and stagnant.b)Types of conflict(1)Relationship conf

47、licts are based on interpersonal incompatibilities,tension,and animosity toward othersare almost always dysfunctional.(2)Task conflictsbased on task contentare often beneficial because they lessen the likelihood of groupthink,stimulate discussion,promote critical assessment of problems options,and c

48、an lead to better team decisions.6.Social Loafing a)Coast on the groups effort because their individual contributions cant be identified.b)Effective teams undermine this tendency by holding themselves accountable at both the individual and team level.c)Successful teams members are clear on both thei

49、r individual and joint responsibilities.V.TURNING INDIVIDUALS INTO TEAM PLAYERS A.The Challenge 1.One substantial barrier to using work teams is individual resistance.2.To perform well as team members,individuals must be able to communicate openly and honestly,confront differences and resolve confli

50、cts,and sublimate personal goals for the good of the team.3.The challenge is greatest where:a)the national culture is highly individualistic.b)the teams are being introduced into an established organization that has historically valued individual achievement.c)Examples:AT&T,Ford,Motorola,and other l

51、arge U.S.-based companies.4.On the other hand,the challenge for management is less demanding when teams are introduced:a)Where employees have strong collectivist values such as in Japan or Mexico.b)Or in new organizations that use teams as their initial form for structuring work.B.Shaping Team Playe

52、rs 1.The primary options for turning individuals into team players are selection,training,and teamwork.2.Selection a)Some people already possess the interpersonal skills to be effective team players.b)When faced with candidates lacking team skills/orientation there are three options.(1)Train the can

53、didate.(2)Place the candidate in a unit within the organization that doesnt have teams.(3)Dont hire the candidate.3.Training a)People raised on the importance of individual accomplishment can be trained to become team players.b)Training improves problem-solving,communication,negotiation,conflict-man

54、agement,coaching,and group-development skills.4.Teamwork a)The reward system needs to be reworked to encourage cooperative efforts rather than competitive ones.b)Promotions,pay raises,and other forms of recognition should be given to individuals for how effective they are as a collaborative team mem

55、ber.Chapter 8 Understanding Work Teams 93 c)Behaviors that should be rewarded include training new colleagues,sharing information with teammates,helping resolve team conflicts,and mastering new skills that your team needs.d)Dont forget the intrinsic rewards that employees can receive from teamwork.T

56、eams provide camaraderie.Its exciting and satisfying to be an integral part of a successful team.VI.IMPLICATIONS FOR MANAGERS 1.Few trends have influenced jobs as much as the introduction of teams into the workplace.Teams require employees to cooperate with others,share information,confront differen

57、ces,and sublimate personal interests for the greater good of the team.2.Effective teams have common characteristics.The work should provide freedom and autonomy,the opportunity to utilize different skills and talents,the ability to complete a whole and identifiable task or product,and doing work tha

58、t has a substantial impact on others.The teams require people with different types of skills:technical,problem-solving and decision-making,and interpersonal skills,and high scores on the personality characteristics of extroversion,agreeableness,conscientiousness,and emotional stability.Effective tea

59、ms are neither too large nor too smalltypically five to twelve people.They have members who fill role demands,are flexible,and who prefer to be a part of a group.They have adequate resources,effective leadership,and a performance evaluation and reward system that reflects team contributions.They hav

60、e members committed to a common purpose,specific goals,and members who believe in the teams capabilities,a manageable level of conflict,and a minimal degree of social loafing.3.Because individualistic organizations and societies attract and reward individual accomplishment,it is more difficult to cr

61、eate team players in these environments.To change,management should select individuals with effective interpersonal skills,provide training to develop teamwork skills,and reward individuals for cooperative efforts.SUMMARY 1.Teams are growing in popularity because they typically outperform individual

62、s when the tasks being done require multiple skills,judgment,and experience.When restructuring to compete more effectively and efficiently,companies have turned to teams as a way to better utilize employee talents.Teams also facilitate employee participation in operating decisions and help managers

63、democratize their organizations and increase employee motivation.2.A work group is a group that interacts primarily to share information and to make decisions to help one another perform within each members area of responsibility.Work groups have no need or opportunity to engage in collective work t

64、hat requires joint effort.A work team generates positive synergy through coordinated effort.The individual efforts result in a level of performance that is greater than the sum of those individual inputs.3.The four most common forms are problem-solving teams,self-managed work teams,cross-functional

65、teams,and virtual teams.4.There are a number of group concepts that link directly to high performance in teams.The best work teams tend to be not too small nor too largefive to twelve persons.The key components making up effective teams can be subsumed into four general categories:work design,compos

66、ition,contextual influences,process variables.Composition includes variables that related to how teams should be staffed.To perform effectively,a team requires three different types of skills:technical expertise,problem-solving and decision-making skills,and good interpersonal skills.Teams have different needs,and people should be selected for a team on the basis of their personalities and preferences.Effective teams include people selected to ensure that there is diversity and that all Part III