chap9UNDERSTANDING WORK TEAMS - y l phin bn html ca tp

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Ðây là phiên b n html c a t p ủ ệ . G o o g l e t đ ng t o ra nh ng phiên b n html c a các tài li u khi chúng tôi crawl web. ự ộ UNDERSTANDING WORK TEAMS LEARNING OBJECTIVES After studying this chapter , students should be able to: 1 . Explain the growing popularity of teams in organizations . 2 . Contrast teams with groups . 3. Identify four types of teams . 4. Describe conditions when teams are preferred over individuals. 5. Specify the characteristics of effective teams . 6. Explain how organizations can create team players. 7. Describe the advantages and disadvantages of diversity to work teams . 8. Explain how management can keep teams from becoming stagnant and rigid. CHAPTER OVERVIEW Few trends have influenced employee jobs as much as the massive movement to introduce teams into the workplace. The shift from working alone to working on teams requires employees to cooperate with others, share information, confront differences, and sublimate personal interests for the greater good of the team. Effective teams have been found to have common characteristics. The work that the members do should provide freedom and autonomy, the opportunity to utilize different skills and talents, the ability to complete a whole and identifiable task or product, and doing work that has a substantial impact on others. The team requires individuals with technical expertise, as well as problem- solving, decision-making, and interpersonal skills; and high scores on the personality characteristics of extraversion, agreeableness, conscientiousness, and emotional stability. Effective teams are neither too large or too small; typically, they range in size from 5–12 people. They have members who fill role demands, are flexible, and who prefer to be part of a group. They also have adequate resources, effective leadership, and a performance evaluation and reward system that reflects team contributions. Finally, effective teams have members committed to a common purpose, specific team goals, members who believe in the team’s capabilities, a manageable level of conflict, and a minimal degree of social loafing. Because individualistic organizations and societies attract and reward individual accomplishment, it is more difficult to create team players in these environments. To make the conversion, management should try to select individuals with the interpersonal skills to be effective team players, provide training to develop teamwork skills, and reward individuals for cooperative efforts. Once teams are mature and performing effectively, management’s job is not over. This is because mature teams can become stagnant and complacent. Managers need to support mature teams with advice, guidance, and training if these teams are to continue to improve.
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WEB EXERCISES At the end of each chapter of this instructor’s manual you will find suggested exercises and ideas for researching the WWW on OB topics. The exercises “Exploring OB Topics on the Web” are set
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This note was uploaded on 12/31/2009 for the course FSD FSD taught by Professor Vinh during the Spring '09 term at ITT Tech Flint.

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chap9UNDERSTANDING WORK TEAMS - y l phin bn html ca tp

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