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Work Team Development

An Experiential Approach to Organization Development8 th edition

Copyright ©2011 Pearson Edcation! "nc# P$lishing as

Chapter 13Slide 1

Chapter 13



Learning Objectives (part 1 of !



Chapter 13Slide

Describe major OD quality andproductivity interventions"

Diagnose job design problems as part ofOD program"



Learning Objectives (part of !



Chapter 13Slide 3

#dentif$ similarities and di%erences in& 'ob design"

Total )alit$ management"

Self*managed +ork teams"

,-perience ho+ OD practitioner can help tomake prod)ctivit$ changes"



Contin)o)s #mprovement.rocesses (part 1 of ! improving work

processes for individuals and work teams.



Chapter 13Slide /

The organi0ation of the t+ent$*rst cent)r$ strongl$

emphasi0es )alit$ and prod)ctivit$" ,-ec)tives striving toincrease )alit$2 enhance prod)ctivit$2 and red)ce costsare ree-amining the +a$ companies are managed"

an$ organi0ations are changing the +a$ the$ operate ins)ch areas as organi0ational c)lt)re2 technolog$2 str)ct)re2and ho+ the$ relate to c)stomers and emplo$ees"

The message is clear& change or face elimination" 4 ke$iss)e facing organi0ations is the +a$ the$ respond to achanging environment of 5+orld*class competition"6

OD interventions leading to improved prod)ctivit$2e7cienc$2 and )alit$ have evolved to help organi0ationsmeet these challenges"

Trends in organi0ations are&Decrease in sta positions"Decentralization.

Decision*making a)thorit$ being p)shed do+n to lo+estlevels"



Contin)o)s #mprovement .rocesses(part of !



Chapter 13Slide 8

Thro)gh high*involvement2 line +orkers are&.lanning"

Organi0ing"Controlling"

Directing"

#n a real sense2 the$ are all managers

OD practitioners )se str)ct)ral changes like +ork designconcepts to help organi0ations make prod)ctivit$ changes+hile sim)ltaneo)sl$ improving the +ork life of emplo$ees"

Design of jobs changing to meet demands of organi0ations"

(9or ever$ :8 of goods or services a co)ntr$ prod)ces2 it sellsabo)t :1 abroad" The marketplace is tr)l$ a globalmarket2 and +ith this comes ever greater competition"!



'ob Design (part 1 of !



Chapter 13Slide ;

#nvolves changing jobs to improve +orkers<

satisfaction and prod)ctivit$"oving a+a$ from scientic management and

time*and*motion st)dies (1=>>s!

Looks at prod)ction line +ork and +ork in

general"an$ variables involved&

–Worker.

–Nature of work.

–Organizational climate.

–Manager’s style.



'ob Design (part of !



Chapter 13Slide ?

T+o closel$ related theories of job design& 'ob characteristics theor$"

'ob enrichment theor$"



'ob Characteristics Theor$



Chapter 13Slide @

Conceived b$ '" A" Backman2 " A" Oldham2A" 'anson2 and " .)rd$

Theor$ attempts to develop objectivemeas)res of job characteristics"

.)rpose is to directl$ a%ect emplo$eeattit)des and +ork behaviors"



8 Core 'ob Dimensions (part 1 of

!



Chapter 13Slide =

1" Skill variet$" – T$pes of skills involved"

" Task identit$" – 'ob is identiable piece of +ork"

3" Task signicance" – 'ob impacts lives of others either in or o)t

of organi0ation"



8 Core 'ob Dimensions (part of !



Chapter 13Slide 1>

/" 4)tonom$" – 'ob provides independence in sched)ling +ork"

8" 'ob feedback" – 'ob obtains direct feedback"

'obs that meas)re high on preceding 8 dimensions prod)ceincreased personal and +ork o)tcomes"

When the core job dimensions are present in a job2 the job

characteristics model predicts certain positive eects in anemplo$ee<s psychological state" Bigh scores in skill variet$2task identit$2 and task signicance res)lt in the emplo$ee<se-periencing meaningfulness in the job2 s)ch as believing the+ork to be important2 val)able2 and +orth+hile"

4 high score in the a)tonom$ dimension leads to the emplo$ee<s

feeling personally responsible and accountable for theres)lts of the +ork" 4 high score in the job feedback dimension is an indication that

the emplo$ee has an )nderstanding of ho+ he or she isperforming the job"



otivational .otentialEased on 9orm)la



Chapter 13Slide 11

Based on the formula, a score of near zero on either the autonomy or job

feedback dimension will produce an MPS of near zero, whereas a number near

zero on skill variety, task identity, or task significance will reduce the total MPS, but will not completely undermine the motivational potential of a job.



ethods for #mproving 'obs(part 1 of !



Chapter 13Slide 1

Take fractionali0ed tasks and p)t together"9orm nat)ral +ork )nits"

4llo+ emplo$ee to have direct contact +ith

people )sing prod)ct or service"



ethods for #mproving 'obs(part of !



Chapter 13Slide 13

4llo+ an emplo$ee to decide on&Work methods"

E)dgets"

anaging crises"

,stablish feedback channels so emplo$eescan learn ho+ the$ are performing"



'ob ,nrichment Theor$



Chapter 13Slide 1/

9rederick Ber0berg fo)nd2 thro)gh intervie+s2 that emplo$eesat ever$ level of an organi0ation are interested in two facets of their +orkFthe quality of the +ork itself and the benets

or rewards the job o%ers (mone$2 stat)s2 and so forth!"Of thet+o2 the )alit$ of the +ork leads to job satisfaction"

'ob satisfaction occ)rs +hen emplo$ees e-perience +orksit)ations that entail increases in achievement2 recognition2challenging +ork2 responsibilit$2 and advancement"

Therefore jobs sho)ld be redesigned to improve motivators"

.ermit emplo$ees to attain more responsibility andachievement"

#ncrease&

– Achievement.

–Recognition.

–Responsiility.

– A!vancement.

–"hallenge.



Techni)es to #mprove

otivation 9actors (part 1 of !



Chapter 13Slide 18

4rrange job into nat)ral and complete)nits"

4dd more di7c)lt assignments"rant additional a)thorit$"

,mplo$ees become e-perts in areas"

ake information directl$ available (openbook management!"



Techni)es to #mprove

otivation 9actors (part of !



Chapter 13Slide 1;

Aemove controls +hile still holdingemplo$ee acco)ntable"

,-trinsic re+ards (s)ch as mone$! areimportant b)t in themselves notmotivators"

#mprove both )alit$ of jobs and re+ards"



Aes)lts of 'ob Design

.rograms



Chapter 13Slide 1?

Aesearch on job design generall$ favorableand bear o)t validit$ of theories"

4dditional research is +arranted"



Total G)alit$ anagement(TG!



Chapter 13Slide 1@

TG * improving )alit$ of organi0ation<sprod)ct or service"

Organi0ational strateg$ committed toimproving c)stomer satisfaction"

Develops techni)es to caref)ll$ manageo)tp)t )alit$"



Characteristics of TG (part 1 of

!



Chapter 13Slide 1=

Organi0ation +ide" Top s)pport"

TG part of the c)lt)re"

.artnership +ith c)stomers and s)ppliers",ver$one in organi0ation is a c)stomer"



Characteristics of TG (part of !



Chapter 13Slide >

Aed)ced c$cle time"

Techni)es range in scope"Statistical )alit$ control

'ob design

,mpo+erment

Self*managed +ork teamsDo it right the rst time"

Organi0ation val)es and respects ever$one"

Designed to t organi0ation"

Dimensions of )alit$ incl)de performance2feat)res2 reliabilit$2 d)rabilit$2 and aesthetics"



alcolm Ealdrige Hational

G)alit$ 4+ard (part 1 of !



Chapter 13Slide 1

4+arded b$ I"S" government"

,nco)rages organi0ations to improve

)alit$"4+ard given ann)all$ to recogni0e

e-emplar$ organi0ations"



alcolm Ealdrige Hational

G)alit$ 4+ard (part of !



Chapter 13Slide

Criteria for a+ard incl)des&Leadership"

Strategic planning"C)stomer foc)s"B)man reso)rce foc)s"E)siness res)lts"



TG and OD Bave Similar

Jal)es



Chapter 13Slide 3

TG ma$ not be part of OD program"

TG as stand*alone program ass)mes

problems and sol)tions relate to )alit$"OD practitioner g)ards against being

5)alit$ e-pert"6

OD program ma$ incl)de TG as one of

techni)es"



Self*anaged Work Teams



Chapter 13Slide /

What they are4)tonomo)s gro)p +hose members decide

ho+ to handle their task"

Composed of people from di%erent parts oforgani0ation +ith di%erent skills"

Teams ma$ be permanent or temporar$"



Characteristics of Self*anaged

Work Teams (part 1 of !



Chapter 13Slide 8

Str)ct)re has fe+ management levels"

Lack of stat)s s$mbols"

9)nctional bo)ndaries that member canidentif$"

H)mber of team members )s)all$ 8 to 18"

Team orders material and e)ipment"

The$ set their goals and re+ards"



Characteristics of Self*anaged

Work Teams (part of !



Chapter 13Slide ;

Team has sense of vision for their team andorgani0ation"

Strong partnership among members and

management"

Diversit$ in members< vie+points"

#nformation openl$ shared"

embers are skilled and kno+ledgeable in their areas"

Training and cross training are important"embers are kno+ledgeable of c)stomers2

competitors2 and s)ppliers"



Design of 'obs



Chapter 13Slide ?

8 core job dimensions (skill variet$2 taskidentit$2 task signicance2 a)tonom$2 and

job feedback! help in eval)ating the e-tentteam is self*managed"

Organi0ation str)ct)re modied toaccommodate teams"

Team provides their o+n management"

9e+er s)pport sta% beca)se team performsthese jobs"



Three Levels of anagement in

Team (part 1 of !



Chapter 13Slide @

1" #nternal leader" – akes s)re e)ipment and s)pplies are

available"" Coordinator or e-ternal leader"

– ,nco)rager

– Teacher and facilitator"

– Belps team obtain reso)rces"



Three Levels of anagement in

Team (part of !



Chapter 13Slide =

3" Ipper management or s)pport team" – Does general planning"

– akes broad goals" – Deals +ith o)tside parties"

Co)ncils" Ised in some organi0ations to deal +ith

organi0ation +ide concerns" Composed of representatives"



Ae+ard S$stems



Chapter 13Slide 3>

Eased on team performance"Ae+ards ma$ be given to team and team

decides ho+ to distrib)te re+ards"

Teams small eno)gh for individ)al<sperformance& To be reKected in hisher pa$check and

.a$check of ever$one else on team"



Ca)tions in IsingSelf*anaged Teams

An Experiential Approach to Organization Development

8 th edition


Chapter 13Slide 31

a$ not be appropriate to task2 people2 andconte-t"

anagers and leaders ma$ be vag)e abo)ttheir roles"

Lack of training can ca)se self*managedteams to fail"

Bo+ever evidence points to thee%ectiveness of self*managed teams"



OD 4pplication

When Teams are 1/ TimeMones 4part


8 th edition


Chapter 13Slide 3

JaliCert is soft+are engineering rm"

Confronted +ith rising costs andcompetition from overseas"

4ns+er to problem +as to move m)ch ofprogramming to #ndia"




8 th edition


Chapter 13Slide 33

JaliCert did not f)ll$ anal$0e their sol)tion"

.roblems incl)ded& I"S" programmers did not provide specicinstr)ctions"

Distance and time"

#ne-perienced #ndian programmers"Ho local manager"




8 th edition


Chapter 13Slide 3/

Aes)lt of problems&Dela$ed soft+are projects"

Lo+ered rep)tation +ith c)stomers"

JaliCert confronted +ith bankr)ptc$"

#ndian programmers resigned (@>N! in

fr)stration"




8 th edition


Chapter 13Slide 38

JaliCert changed operations&#ndian programmers given entire projects"

Times of phone calls rotated bet+een o7ces"

#ndian emplo$ees incl)ded in e*mails"

.osition created to coordinate I"S" and #ndian

teams"



OD 4pplication

Ch)gach School District andEaldridge 4+ard


8 th edition


Chapter 13Slide 3;

Ch)gach School District (CSD! receiveda+ard for 5+hole child ed)cation"6

CSD emphasi0es real*life learningsit)ations"




8 th edition


Chapter 13Slide 3?

Collaboration bet+een&Sta%2 parents2 school board2 b)siness and

comm)nit$ leaders"

#nterested gro)ps prod)ced&Core vision2 shared val)es2 and common

performance goals"

4pproach is individ)ali0ed and st)dent*centered"

Ten content areas and minim)m grad)ation

levels of master$"




8 th edition


Chapter 13Slide 3@

Bighlights of 1> $ears of res)lts incl)de&

St)dent performance e-ceeds state andnational norms"

ore st)dents are going on to college"

9ac)lt$ t)rnover rate +ent from 88 to 1N"



e$ Words and Concepts


8 th edition


Chapter 13Slide 3=

4)tonom$"Degree to +hich job provides independence

to individ)als"

Ealdridge 4+ard"iven to I"S" organi0ations that haveachievements in )alit$"

Coordinator"

,nergi0er and serves as teacher andfacilitator for team"




8 th edition


Chapter 13Slide />

ain sharing"#ncentive s$stem sometimes )sed in self*

managed +ork teams"

#nternal team leader"Leader of team )s)all$ selected b$ members"

'ob characteristics model"Objective meas)res of job characteristicsthat can a%ect emplo$ee attit)des and +orkbehaviors"




8 th edition


Chapter 13Slide /1

'ob design" The +a$ a job is str)ct)red"

'ob enrichment theor$"ethod that b)ilds in satisfaction to a job"

'ob feedback"

#ndivid)al obtaining direct and clearinformation abo)t performance"

otivating potential score"eas)rement of job<s abilit$ to prod)ce

increased personal and +ork o)tcomes"




8 th edition


Chapter 13Slide /

Self*managed +ork teams"4)tonomo)s gro)p +hose members decide

ho+ to handle their task"

Skill variet$"Degree job re)ires variet$ of activities that

involve di%erent skills and talents"

S)pport team"Aesponsible for general planning2 making

broad goals2 and dealing +ith o)tside parties"




8 th edition


Chapter 13Slide /3

Task identit$"Ae)ires completion of +hole and identiable

piece of +ork"

Task signicance"Degree to +hich job has impact on lives of

other people

Total )alit$ management"Organi0ation strateg$ to improve c)stomer

satisfaction b$ managing o)tp)t )alit$"



OD Skills Sim)lation 13"1

.aper Bo)se .rod)ction


8 th edition


Chapter 13Slide //

.)rpose"

To give $o) an opport)nit$ to participate incomple- sit)ation"

To compare di%erent methods ofmanagement"

To e-perience self*managed +ork teams andredesign of jobs"



OD Skills Sim)lation 13"

TG in the Iniversit$ Setting


8 th edition


Chapter 13Slide /8

.)rpose"

To compare decisions made b$ individ)alsand gro)ps"

To practice e%ective consens)s*seekingtechni)es"

To gain insights into concept of TG val)es"



.reparations for He-t Chapter


8 th edition


Chapter 13Slide /;

Aead Chapter 1/".repare for OD Skills Sim)lation 1/"1"9orm into teams of seven to eight members

and select roles"

Complete Step 1"

Aead and anal$0e Case& T)cker no-Corporation"



An Experiential Approach to Organization DevelopmentChapter 13

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