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Kelli J. SchutteWilliam Jewell College

Robbins & Judge

Organizational Behavior14th Edition

Understanding Work Teams

10-0Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

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Topics we will cover

Chapter 10:

Definitions:

Work group, work team and their differences

Types of teams definitions:

problem solving teams, self managed teams, cross-functionalteams, virtual teams

Creating effective teams

Exhibit 10-3

Explanations on pages 318-319

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Why Have Teams Become So Popular?

Great way to use employee talents

Teams are more flexible and responsive to changes in the

environment

Can quickly assemble, deploy, refocus, and disband

Facilitate employee involvement

Increase employee participation in decision making

Democratize an organization and increase motivation

Note: teams are not ALWAYS effective

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Differences between Groups and Teams

Work Group

A group that interacts primarily to share information and to

make decisions to help each group member perform within

his or her area of responsibility

No joint effort required

Work Team

Generates positive synergy through coordinated effort. The

individual efforts result in a performance that is greater than

the sum of the individual inputs

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Comparing Work Groups and Work Teams

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E X H I B I T 10-1

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Types of Teams

Problem-Solving Teams Groups of 5 to 12 employees from the

same department who meet for a few

hours each week to discuss ways of

improving quality, efficiency, and the

work environment

Self-Managed Work Teams

Groups of 10 to 15 people who take

on the responsibilities of their formersupervisors

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See E X H I B I T 10-2

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More Types of Teams

Cross-Functional Teams Employees from about the same hierarchical level, but from

different work areas, who come together to accomplish a

task

Very common

Task forces

Committees

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A Final Type of Team

Virtual Teams Teams that use computer technology to tie together

physically dispersed members in order to achieve a common

goal

Characteristics Limited socializing

The ability to overcome time and space constraints

To be effective, needs:

Trust among members Close monitoring

To be publicized

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A Team-Effectiveness Model

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Caveat 1: This is a

general guide only.

Caveat 2: The model

assumes that teamwork

is preferable to

individual work.

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Key Components of Effective Teams

Team effectiveness means:1. Productivity measures (objective)

2. Managers ratings

3. Members satisfaction

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