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Chapter 10 - Understanding Work Teams

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mariana knobbe

on 11 October 2013

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Transcript of Chapter 10 - Understanding Work Teams

Learning Objectives
Chapter 10

Understanding Work Teams
MGT/311
October 10, 2013
Sam Ayres, Tonia Cameron, Ryan Gardner,
Mariana Knobbe, Joseph Trasvina, Cesar Quintana
Analyze the growing popularity of teams in organizations
Learning Objectives
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
...Organizations Restructuring
helps compete more effectively & efficiently
Why have teams become
so popular...
better way to use employees talents
Advantages of a Team
More flexible and Responsive to
changing events.
can Quickly assemble, deploy, refocus, and disband
motivator, facilitate employee participation
Groups vs. Teams
Comparing and Contrasting
Four Types of Teams
A team can make products, provide services, negotiate deals, coordinate projects, offer advice, and make decisions
Problem Solving Teams
5 to 12 employees from the same department met for a few hours each week to discuss ideals or suggest how work processes and methods can be improved
They rarely have the authority to implement any of their suggestions they were only used for recommendations

Group of 10-15 members that perform highly related or interdependent jobs.
Select their own members and evaluate each other performance
This team can make work assignments, operating decisions, take action on problems, and work with suppliers and customers
Self-Managed Work Team
Self-Managed Work Team Issue
- Do not handle conflicts
When disputes arise
- Members stop cooperating and power struggles ensure.
- Lead to lower group performance, high absenteeism, and high turnover rates

Cross-Functional Teams
made up of employees from the same hierarchical level but different work areas
Allows people from diverse areas within or even between organization to:
exchange information, develop new ideals,
solve problems, and coordinate complex projects

used more in organizations
Virtual Teams
Uses computer technology to unite physically dispersed members and achieve common goals Communication links such as wide-area networks, video conferencing, or e-mails
Effective Management
Trust is established among members
(negative remarks in an e-mail can ruin team trust)
Team progress is monitored closely
(team does not lose sight of the goal)
Efforts and products of the team is publicized throughout the organization
Virtual Teams
Challenges
Less social rappaport
Less face-to-face discussion
Less satisfaction with the group
Beware!
Teams Are not Always
the Answer

OR
Teamwork vs. Individual
Teams take more time and resources
Individuals take less communication
Teams can have more conflict
Individuals have less meetings
Team or Individual
Is it complex or simple work?
What are the goals?
Interdependent or Independent?
(Three Tests)
Global Implications of Teamwork
Extent of Team Work...
Asian = 51%
Canadian = 48%
American = 32%
Self-Managed
Teams
Power Relationship roles
Team Cultural
Diversity/Performance
Interference
European Countries
Context
Leadership and Structure
Climate of Trust
Performance Evaluation and Reward Systems
Composition
Abilities of members
Personality of Members
Allocation of Roles
Diversity of Members
Size of Teams
Member Preferences
Adequate Resources
Team Processes
Common Plan and Purpose
Specific Goals
Team Efficacy
Mental Models
Conflict Levels
Social Loafing
Selecting
Training
Rewarding
How Can Organizations
Create Team Players?
Selecting
Hiring Team Players

Interpersonal skills
Technical requirements

Training
Teaching
Team Building Exercises
Training, e.g., CO2, POSH, and EO
Preparation-Conditioning-Maintenance
How Can Organizations Create
Team Players?
Rewarding
Conventions/Conference
Monetary
Providing Incentives to be Good Team Players
Leave with Pay
Certificates/Awards/Recognition
Rewarding
Full transcript