Using teams in Organization (Chapter 10 ) closely with a shared committee to

accomplish agreed upon objectives

Outsourcing teamwork
-involves collaborating with individuals or Work group
teams outside of your organization to -Collection of people who happen to report
accomplish specific tasks or projects. to the same supervisor or manager in an
- speed up processes, increasing company organization.
efficiency
Classification of group
- improve teamwork and effectiveness by
allowing employees to focus more attention Formal group
on functions where they can add value and -defined by the organization structure, with
by giving instant access to valuable and designated work assignments and
specific knowledge. established tasks.

CONS -outsourcing can harm teamwork by Ex. University consisting of six faculty and
making cooperation and communication an area chairman.
more difficult and reducing trust.
Informal group
PROS -outsourcing can increase team
diversity, maximize resource usage, -this type of group is neither formally
enhance creativity, improve speed and structured nor organizationally determined.
reduce costs.
-it is formed by individuals and developed
Gordon Thomas “ An exchange of people is around common interests and friendship
the heart of outsourcing. ” rather than around a deliberate design.

Differentiating Teams from Groups -Ex. group of six faculty members of a

university who love music and bring their
Groups musical instruments at a place outside the
- assemblage of objects gathered together university, and play for a few hours every
-members have little concern for a common Sunday evening. They don’t get paid they
objective just enjoy.
- Groups two of more persons, interacting
Job categories
and interdependent who have come
together to achieve certain objectives -refer to the classification of various roles
and positions within an organization or
FORMAL GROUP - defined by the
across industries based on similar job
organization structure, with designated functions, skills, responsibilities, and
work assignments and established tasks qualifications
INFORMAL GROUP - formed by individuals -the work of conventional groups is usually
around common interests and friendships described in terms of highly specialized job
that require minimal training and moderate
effort.
Teams
-organized objects that works together - Tens or even hundreds of people may
-all members are committed to a common have similar job descriptions and see little
relationship between their effort and the
goal
end result or finished products.
-important element of an organization
-a formal group Authority in organization
-comprised of people interacting very
-legitimate power or right to give
commands, make decisions, and enforce
obedience within a specified scope or - Working in teams enables workers to
domain. avoid wasted effort, reduce errors and react
better to customers, resulting in more
Authority in Conventional work groups output for each unit of employee input. -
increased productivity, improved quality,
- superiors directly control the daily improved customer service
activities of workers.
2. Employee Benefits- Teams can provide
Authority in Teams the sense of self-control, human dignity,
identification with work, and sense of self-
-teams discusses what activities need to be
worth and self- fulfilment for which current
done and determines for itself who in the
workers seem to strive. -Quality of Work
tam has the necessary skills and who will do
Life
each task.
3. Reduced Cost- Make fewer errors, file
Reward System
fewer worker compensation claims, and
- Trditional reward and compensation reduced absenteeism and turnover.
system suitable for individual motivation
4.Organizational Enhancement - increase
are simply not appropriate in a team based
innovation, creativity and flexibility.
organization.
Cost
- In conventional settings employees are
usually rewarded on the basis of their 1.Employees may feel like losers during the
individual, their seniority or their job change to a team culture
classification. 2.Slowness of the process of full team
development
-In team based situation, teams are
3.Premature abandonment of the change to
rewarded for mastering a range of skills
a team-based organization.
needed to meet team performance goals
and rewards are sometimes based Types of Teams
performance.
Quality Circles - are small groups of
THREE TYPES OF REWARD SYSTEM IN A employees from the same work area who
TEAM INVIRONMENT meet regularly (weekly or monthly) to
discuss and recommend solutions to
1. Skill-Based Pay- require team members
workplace problems.
to acquire a set of the core skills needed for
their particular teams plus additional Work Teams - tend to be permanent like
special skills, depending on career tracks or QC’s, but they are rather than auxiliary
team needs. committees, the teams that do the daily
work.
2. Gain-Sharing System- Requires a baseline
performance that must exceeded for team Problem Solving -are temporary teams
mebers to recive some share of the gain established to attack specific problems in
over the baseline measure. the workplace. After solving the problem ,
the team is usually disbanded allowing
3. Team Bonus Plans- similar to gain sharing
members to return to their normal work.
plans except that the unit of performance
and pay is the team rather than a plant, a Virtual Teams -consisting of managers from
division or the entire organization. various areas, coordinate work teams. They
are relatively permanent because their
BENEFITS AND COSTS OF TEAMS IN
work does not end with the completion of a
ORGANIZATION
particular project or the resolution of a
1. Enhanced Performance problem.
Product Development Teams -are Essential Team Issues
combination of work teams and problem- - Two Issues that cannot be overlooked as
solving teams that create new designs for organizations move to a team based set up,
products or services that will satisfy team performance and starting at the top.
customer needs.
1. Team Performance
Management Teams -teams that may never 2. Start at the Top
actually meet together in the same room,
their activities take place on the computer Team Performance
via teleconferencing and other electronic
information system. - Organizations typically expect too much
too soon when they implement teams.
IMPLEMENTING TEAMS IN ORGANIZATIONS
-Organizations changing to a team based
OVERVIEW: arrangement need to recognize the time
and effort involved in making such a
∆Traditional organizational structure change.
∆Team-Based structure
-The most rapid increases in performance
Planning the change occur between the leader centered phase
and the team-centered phase
–Takes 2 phases
• Leading to the decision about whether to Potential team problems
more a team-based approach
• Preparing for implementation Changing Membership

Making the decision - Newly formed teams need to turn into

mature groups. Members may drop out
Top management needs to establish the temporarily or permanently for reasons
leadership change, which are:
like: transferring to a higher priority project;
∆STEERING COMMITTEE -can be any the occurrence of a personal problem
workable live from two to ten people who requiring extended leaves of absence; or
are influential and know the work and the accepting a job in another company.
organization
Social Loafing
∆FLEXIBILITY STUDY- is a necessity before
making the decision to use teams. refers to the tendency for individuals to
expand less effort whenworking collectively
∆GO/No-Go DECISION- the committee and than when working individually. The
top management will need to decide jointly reasons for social loafing are:
to go ahead of conditions are right.
the members think their contribution is less
Preparing for Implementation noticeable,
-and the members prefer to see others
–Preparation consist of the following 5 carry the workload
steps.
To minimize or eliminates social loafing,
1️⃣Clarifying the mission some means of identifying individual efforts
2️⃣Selecting the site for the first work teams must be provided. If this not possible, it
3️⃣Preparing the design team. may be proper to consider first whether the
4️⃣Planning the transfer of authority team approach is appropriate for the task at
5️⃣Drafting the preliminary plan hand. It may be wise to consider an analysis
of the following:

-the nature of the task

-the qualification and desires of the
participants

-the time and cost constraints.

Phases Of team implementation

Phase 1: Start-Up

- In phase 1, team members are selected

and prepared to work in teams so that the
teams have the best possible chance of
success.

Phase 2: Reality and Unrest

- After perhaps six to nine months, team

members and managers report frustration
and confusion about the ambiguities of the
new situation

Phase 3 Leader-Centered Teams

- These are the sure sign in phase-3 that the

team when completed is moving into
phase-4. First, they need to encourage the
rise of strong internal team leaders. Second,
important issue for this phase is to help
each team develop its own sense of
identity. Visits to observe mature teams in
action can be a good step for newly formed
teams. Finally, as team identity develops,
teams develop social activities and display
T-shirts, team names, logos, and other
items that show off their Identify.

Phase 4: Tightly Formed Teams

- When teams become tightly formed to the

point that their internal focus can become
detrimental to other teams and to the
organization as a whole.

Phase 5: Self-Managing Teams

- The end result of the months or years of

planning and implementation. Mature
teams are meeting or exceeding their
performance goals. Team members are
taking responsibility for team-related
leadership functions.