Upload
kristine-ann-gocotano-dadole
View
216
Download
0
Embed Size (px)
Citation preview
7/29/2019 Teams and Team Building.doc
1/3
Reporter:Kristine Ann G. Dadole
Subject:Human Behavior in OrganizationInstructor:Dr. Lazara Lucero
Chapter 14Teams and Team Building
ORGANIZATIONS
are the grand strategies created to bring order out of chaos when people work together.
provide the skeletal structure that helps create predictable relationships among people, technology, jobs
and resources.
ORGANIZATIONAL CONTEXT FOR TEAMS
A. Classical Concepts
Classical Organization theory is the process of starting with the total amount of work to be done and
dividing it into divisions, departments, jobs, and assignments of responsibilities to people.It is achieved by means of
1. Division of work creating levels of authority and functional units
2. Delegation assigning duties, authority and responsibility to others.
Advantage:1. It provides much task support, such as specialized assistance, appropriate resources to perform the job,
security, and fairly dependable conditions of work.
Disadvantage:1. It is weak in psychological support
B. Linking Pin Concept- each manager serves as a linking pin connecting that managers group with
the remainder of the organization.
Advantage:
1. If all linking pin connections are effective, the organization can operate as an integrated whole.
Disadvantage:1. If there is a weak connection anywhere in the chain of linking pins, the organization tends to be less
effective.C. Contingency Organizational Design
Contingency Organizational Design recognizes that different organizational structures and processes arerequired for effectiveness in varying situations.
1. Mechanistic Organizations fit the traditional hierarchical way of organizing. People are
specialized into many activities that are directed by layers of supervision. Communication flowsmost formal along the lines of hierarchy. The whole structure is organized like a well-designed
machine and incorporates many of the characteristics of bureaucracy.
2. Organic Organizations- are more flexible and open. Tasks and roles are less rigidly defined,allowing people to adjust them to situational requirements. Communication is more multidirectional.
It consist of more information and advice and joint problem soling rather than instructions and
decisions. Authority and influence flow more directly from the person who has the ability to handle
the problem at hand.
WORK SYSTEMS AND PEOPLE
2 basic ways in which work is organized:
1. Organization flow of structure
2. Procedure the flow of work, Method, system, Work flow
a. Initiation of Action the process of sending work and/or instructions to anotherb. Sytems design for better teamwork requires people to work together as a team.
c. Communication patterns plant layout and workflow have much to do with the opportunities that people
have to talk with one another.d. Alienation
e. effects of work systems.
D. Matrix Organization an overlay of one type of organization on another so that there are two
chains of command directing individual employees.
7/29/2019 Teams and Team Building.doc
2/3
TEAMWORK
Task Team is a cooperative small group in regular contact that is engaged in coordinated action.When members of a task team know their objectives, contribute responsibly and enthusiastically to the task,
they are exhibiting teamwork.
4 ingredients contributing to the development of teamwork:a. Supportive environment encouraging members to think like a team, providing adequate time for meetings,
and demonstrating faith in members capacity to achieve.
b. Skills and Role Clarity- team members must be reasonably qualified to perform their jobs and have the desire
to cooperate. All the members must know the roles of all the others with whom they are interacting.c. Superordinate goals a higher goal that integrates the efforts of two or more persons. It serves to focus
attention, unify efforts and stimulate more cohesive teams.
d. Team Rewards maybe financial, or may be a form of recognition. Rewards are most powerful when theyare valued by the team members, perceived as possible to earn and administered contingent on the groups task
performance.
Life Cycle of a Team
1. Forming
2. Storming3. Norming
4. Performing5. Adjourning
Potential Team Problems
1. Teamwork grows slowly but on occasion it declines quickly.
2. The departure from classical lines of authority may be difficult for some employees to handleresponsibly.
3. Social Loafing
TEAM BUILDING
Team building encourages team members to examine how they work together, identify their weakness, and
develop more effective ways of cooperating. The goal is to make the team more effective.
The Process
1. Identification of the Problem
2. Collection of Relevant Data3. Date Feedback and Confrontation
4. Problem Solving Experience
5. On-the-job application and follow up
Skills Useful in Team Building
1. Consultation Skills- diagnosing, contracting, designing change
2. Interpersonal Skills trust building, coaching, and listening
3. Research Skills planning and conducting a study and evaluating results4. Presentation Skills public speaking and report preparation
Process Consultation is a set of activities that help others focus on what is currently happening around them.Facilitating Behaviors
Encouraging open communication
Observing team meetings
Probing and questioning
Confronting individuals
Stimulating problem solving
Attending non-verbal cues
Encouraging learning
SELF-MANAGING TEAMS
-self-directed, self-reliant teams
-natural work groups that are given substantial autonomy and in return are asked to control their own behaviourand produce results. The combination of empowerment and training to plan, direct, monitor and control their
own activities distinguishes these teams from many others.
- Team members learn a wide range of relevant skills. This practice is called multi-skilling.- Members can flexibly float from area to area and task to task depending on where they are needed most.
7/29/2019 Teams and Team Building.doc
3/3
Ethical Dilemmas Teams Within
Team member appraisals
Member assistance
Team selection
Team perfection
Team rewards
SUMMARY
Classical Organization Structures did not rely heavily on teams, despite the division of work intofunctional units and multiple levels. Managers played key roles as linking pins between units. More recently,
organizations find that their structure needs to exist in a contingency relationship with their environments.Generally mechanistic organization is more appropriate for stable environments, while organic organization is
more appropriate in dynamic environments. Both the organic and matrix structure provide useful ways to adapt
to turbulent environments, especially where large technical tasks are involved. Frequently, project teams areformed which provide both a social relationship for workers and a valuable device for combining the talents of
diverse workers.
Teams are cooperative groups that maintain regular contact and engage in coordinated action. They
strive to achieve a high degree of teamwork, which is aided by a supportive environment, proper skills,superordiante goals, and team rewards. Newly formed teams often move through a series of developmental
stages. Team building is an important and continuing process, which can be aided by managerial attention toprocess consultation (facilitation) and feedback skills.
Self-managing teams are empowered groups that are provided with the training, resources and authority
to assume responsibility for many management-level functions. They represent a creative and challenging way
to formally tap the power of teams to help accomplish organizational goals. Employees gain through greaterautonomy and skill development.
MATRIX ORGANIZATION STRUCTURE FOR PROJECT ROGER
1
4 532 6
7 8 9
10
11