Study Guide Test 1

Study Guide Test 1 - Chapter 9: Teams Evidence suggests...

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Chapter 9: Teams Evidence suggests that teams out perform individuals on tasks that require multiple skills, judgment, and experience. As organizations restructure themselves to compete more effectively and efficiently, they are turning to teams as a better way to utilize the talents of employees. Management has found that teams are more flexible and responsive to a changing environment because they can be quickly assembled, deployed, refocused, and disbanded. In addition, teams promote job satisfaction through enhancing employee involvement, increasing employee morale, and promoting work force diversity. Also, superior work teams are fundamental to TQM. Team development is a dynamic, ongoing process that can be broken into five stages: forming, storming, norming, performing, and adjourning. The first stage, forming , is characterized by uncertainty about the team’s purpose, structure, and leadership. This stage is when members begin to think of themselves as a team. The storming stage involves intragroup conflict over individual roles and leadership. This stage is complete when there is relatively clear leadership within the team. In the norming stage, close relationships and group cohesiveness develop. This stage is complete when the team’s structure solidifies and members have accepted group norms that pertain to workplace behavior. In the fourth stage, performing , the structure is fully functional and accepted by all team members. For permanent teams, performing is the last stage. For temporary teams, though, the final stage is adjourning , and the team wraps-up activities and prepares to disband. A group is two or more interdependent individuals who interact to achieve particular objectives. A work group interacts primarily to share information and make decisions that will help group members to perform their on-the-job responsibilities. A work team generates positive synergy through coordinated effort. The figure above highlights the differences between work groups and work teams. In an effort to obtain synergy that can boost performance, many organizations have recently restructured work processes around teams. The use of teams creates the potential for an organization to generate greater outputs with no increase in inputs. But there is nothing “magical” in the creation of teams that assures the achievement of positive synergy. And merely calling a group a team does not automatically increase its performance. Quality circles are problem solving teams that consist of eight to ten employees and supervisors who assume responsibility for solving quality problems. These teams recommend their solutions to management for final approval. Self-managed work teams consist of ten to fifteen people who assume the responsibilities of their former supervisors: such as, controlling the pace of work, organizing breaks, determining work assignments, choosing inspection procedures, and choosing and
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evaluating members. These teams implement their own suggestions and take
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Study Guide Test 1 - Chapter 9: Teams Evidence suggests...

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