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ORGANIZATIONAL BEHAVIOR

UNDERSTANDING WORK TEAMS

CHAPTER 4
UNDERSTANDING WORK TEAMS
Team
Definition: A small number of people with complementary skills, who are
committed to a common purpose, common performance goals, and an approach
for which they hold themselves mutually accountable, are called TEAM.
(G. Moorhead and R.W. Griffin)
Reasons for the popularity of teams
 Teams typically outperform individuals.
 Teams use employee talents better.
 Teams are more flexible and responsive to changes in the environment.
 Teams facilitate employee involvement.
 Teams are an effective way to democratize an organization and increase
motivation.
Group
Definition: A collection of individuals, the members accept a
common task, become interdependent in their performance,
and interact with one another to promote its accomplishment.
(Harold H. Kelley and J.W. Thibaut)
Difference between Teams and Groups

Work Team
A group whose individual efforts result in a performance that is
greater than the sum of the individual inputs.
Work Group

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ORGANIZATIONAL BEHAVIOR
UNDERSTANDING WORK TEAMS

A group is that interacts primarily to share information and to


make decisions to help each group member perform within his
or her area of responsibility.

Types of teams
 Problem solving teams
 Self-managed teams
 Cross-functional teams
 Virtual Teams
Problem-solving teams - usually 5-12 members from same
department meeting to improve quality, efficiency and work
environment
Self-managed work teams - usually 10-15 members who
take on responsibilities usually associated with management
Cross-functional teams - members come together from
different work areas or departments to accomplish a task
Virtual teams – use on-line technology to tie together
members in different geographic areas. They are made up of
physically dispersed employees who use computer technology
to achieve a common goal.
Creating Effective Teams

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ORGANIZATIONAL BEHAVIOR
UNDERSTANDING WORK TEAMS

TURNING INDIVIDUALS INTO TEAM PLAYERS


The Challenges
 Overcoming individual resistance to team membership.
 Countering the influence of individualistic cultures.
 Introducing teams in an organization that has historically
valued individual achievement.
Shaping Team Players
 Selecting employees who can fulfill their team roles.
 Training employees to become team players.
 Reworking the reward system to encourage cooperative
efforts while continuing to recognize individual contributions.
Teams and Quality Management
Team Effectiveness and Quality Management Requires That
Teams:
1. Are small enough to be efficient and effective.
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ORGANIZATIONAL BEHAVIOR
UNDERSTANDING WORK TEAMS

2. Are properly trained in required skills.


3. Allocated enough time to work on problems.
4. Are given authority to resolve problems and take corrective
action.
5. Have a designated “champion” to call on when needed.
Team and Workforce Diversity Advantages and Disadvantages of
Diversity

The End