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Understanding work teams (Types of teams (Self managed work teams (10-15):…
Understanding work teams
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Types of teams
Problem solving teams (5-12): same department, meet for few hours each week to discuss ways of improving quality, efficiency and the work environment
Cross functional team: same hierarchical level but from different work areas come together to accomplish a task
Virtual teams: use computer technology to tie together physically dispered members to achieve a common goal
Self managed work teams (10-15): take on responsibilities of their former supervisors (Plan, schedule work, assign tasks, make operating decisions, taking action on problem, work with suppliers and customers)
Can select their own members, evaluate each other’s performance => supervisor position’s decrease in importance/ eliminated.
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- stop cooperate - lower performance
- can speak up, feel safe – conflict is beneficial, boots performance
When team members perceived economic rewards such as pay - dependent on input from their teammates => performance improve
Higher job satisfaction, but also higher absenteeism and turnover rates.
Multiteam system: collection of many interdependent teams that share a superodinate goal, a team of teams
Why teams are so popular
Teams are more flexible
- Less knowledge loss due to turnover
- More efficient workload distribution
Increase employee participation in decision making
- Motivation/ satisfaction
- Fairness perceptions
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Creating effective teams
Context
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Climate of trust: allow a team to be willing to accept and commit to its leader's goals and decision
- how trust dispersed among team members
Performance evaluation and reward systems
- focus on hybrid systems that recognize individual members for their exceptional contributions
- reward the entire group for positive outcomes
- group-based appraisal, profit sharing, gain sharing, small group incentive...
Team composition
Abilities of members
task entails considerable thought: high-ability teams composed of most intelligent member and adaptable to changing situations, workload distributed evenly
ability of team leader:
- smart team leader: help less-intelligent team member
- less intelligent leader: neutralize effect of a high-ability team
Personality:
- conscientiousness (group high conscientious people together): normalization dynamic will complicate interaction and force the higly conscientious member to lower expectation and lower group performance
- openness: communicate better with one another and throw out more ideas
- agreeableness: many as possible
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Diversity:
Organizational demography: the degree to which members of a work unit share a common demographic attribute (age, sex, gender, education, tenure) and the impact of this attribute on turn over.
Size of teams (5): small improve effectiveness because big (chesivenss, mutual accountability decline, social loafing increase and communicate less)
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Team process:
potential group effectiveness + prcess gains - process losses = actual group effectveness
Common plan & purpose: analyze mission, developing goals to achieve that mission and create strategies for achieving goals
- Reflexivity: reflect on and adjust master plan when necessary.
Specific goals: specific, measurable, realistic performance goals, facilitate communication and high difficulty
Team efficacy: effective teams have confidence in themselves: believe they can succeed.
- Ways to increase team efficacy: help team achieve small success to build trust + provide training: technical + interpersonal skills.
Mental models: organized mental representations of the key elements within a team’s environment that team member share (perception about how to do things)
Conflicts levels: not all bad bc (apathetic and stagnant)
- relationship conflict (based on interpersonal incompatibilities): most dysfunctional
- task conflict: stimulate discussion, prmote critical assessment and lead to better decision
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