ORGANIZATIONAL BEHAVIOR

S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS

T E N T H E D I T I O N

© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook
OBJECTIVES
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

1. Explain the popularity of teams in

organizations.
2. Contrast teams with groups.
LEARNING

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.

© 2003 Prentice Hall Inc. All rights reserved. 9–2

O B J E C T I V E S (cont’d)
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

7. Describe the advantages and disadvantages

of diversity for work teams.
8. Explain how management can keep teams
from becoming stagnant and rigid.
LEARNING

© 2003 Prentice Hall Inc. All rights reserved. 9–3

 Why
Why Have
Have Teams
Teams Become
Become So
So Popular
Popular
 Teams typically outperform individuals.
 Teams use employee talents better.
 Teams are more flexible and responsive to
changes in the environment.
 Teams facilitate employee involvement.
 Teams are an effective way to democratize an
organization and increase motivation.

© 2003 Prentice Hall Inc. All rights reserved. 9–4

 Team
Team Versus
Versus Groups:
Groups: What’s
What’s the
the Difference
Difference

© 2003 Prentice Hall Inc. All rights reserved. 9–5

 Comparing
Comparing Work
Work Groups
Groups and
and Work
Work Teams
Teams

EXHIBIT 9-1

© 2003 Prentice Hall Inc. All rights reserved. 9–6

 Types
Types of
of Teams
Teams

© 2003 Prentice Hall Inc. All rights reserved. 9–7

 Types
Types of
of Teams
Teams (cont’d)
(cont’d)

• Task forces

• Committees

© 2003 Prentice Hall Inc. All rights reserved. 9–8

 Types
Types of
of Teams
Teams (cont’d)
(cont’d)

Team
TeamCharacteristics
Characteristics
1.1. The
Theabsence
absenceofofparaverbal
paraverbaland
andnonverbal
nonverbalcues
cues
2.2. AAlimited
limitedsocial
socialcontext
context
3.3. The
Theability
abilityto
toovercome
overcometime
timeand
andspace
spaceconstraints
constraints

© 2003 Prentice Hall Inc. All rights reserved. 9–9

 Beware:
Beware: Teams
Teams Aren’t
Aren’t Always
Always the
the Answer
Answer
 Three tests to see if a team fits the situation:
– Is the work complex and is there a need for different
perspectives?
– Does the work create a common purpose or set of
goals for the group that is larger than the aggregate of
the goals for individuals?
– Are members of the group involved in interdependent
tasks?

© 2003 Prentice Hall Inc. All rights reserved. 9–10

 Creating
Creating Effective
Effective Teams
Teams

© 2003 Prentice Hall Inc. All rights reserved. 9–11

 Creating
Creating Effective
Effective Teams
Teams (cont’d)
(cont’d)

© 2003 Prentice Hall Inc. All rights reserved. 9–12

 Creating
Creating Effective
Effective Teams
Teams (cont’d)
(cont’d)

© 2003 Prentice Hall Inc. All rights reserved. 9–13

 Creating
Creating Effective
Effective Teams
Teams (cont’d)
(cont’d)

© 2003 Prentice Hall Inc. All rights reserved. 9–14

 AATeam-
Team-
Effectiveness
Effectiveness
Model
Model

EXHIBIT 9-3

© 2003 Prentice Hall Inc. All rights reserved. 9–15

 Key
KeyRoles
Roles
of
ofTeams
Teams

EXHIBIT 9-4

© 2003 Prentice Hall Inc. All rights reserved. 9–16

 Turning
Turning Individuals
Individuals Into
Into Team
Team Players
Players
 The Challenges
– Overcoming individual resistance to team membership.
– Countering the influence of individualistic cultures.
– Introducing teams in an organization that has
historically valued individual achievement.
 Shaping Team Players
– Selecting employees who can fulfill their team roles.
– Training employees to become team players.
– Reworking the reward system to encourage
cooperative efforts while continuing to recognize
individual contributions.

© 2003 Prentice Hall Inc. All rights reserved. 9–17

 Contemporary
Contemporary Issues
Issues in
in Managing
Managing Teams
Teams
 Team Effectiveness and Quality Management
Requires That Teams:
1. Are small enough to be efficient and effective.
2. Are properly trained in required skills.
3. Allocated enough time to work on problems.
4. Are given authority to resolve problems and take
corrective action.
5. Have a designated “champion” to call on when
needed.

© 2003 Prentice Hall Inc. All rights reserved. 9–18

 Team
Team and
and Workforce
Workforce Diversity:
Diversity:
Advantages
Advantages and
and Disadvantages
Disadvantages of
of Diversity
Diversity

EXHIBIT 9-5

© 2003 Prentice Hall Inc. All rights reserved. 9–19

 Reinvigorating
Reinvigorating Mature
Mature Teams
Teams
 Problems of Mature Teams
– Becoming stagnant and complacent as cohesiveness
increases.
– Developing groupthink.
– Confronting more difficult issues.
 Reinvigorating Teams
1. Prepare members to deal with problems of maturity.
2. Offer refresher training.
3. Offer advanced training.
4. Encourage teams to treat their development as a
constant learning experience.

© 2003 Prentice Hall Inc. All rights reserved. 9–20