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Book Summary: Organization Behavior by Robbins and Judge (17th ed.) Chapter 10,11,12,13,14,15,16 and 18
Book Summary: Organization Behavior by Robbins and Judge (17th ed.) Chapter 10,11,12,13,14,15,16 and 18
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Book Summary: Organization Behavior byRobbins and Judge (17th ed.) Chapter
10,11,12,13,14,15,16 and 18
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10. Understanding Work Teams
10.1 Why Have Teams Become So Popular?
Because we believe they are effective
Teams can sometimes achieve things indiv wouldn’t
More flexible and responding to change
10.2 Differences Between Groups and Teams
Work group: A group that interacts primarily to share
information and to make decisions to help each
group member perform within his or her area of
responsibility
The group’s performance is merely the summation of each member’s indiv. contribution
There is no positive energy that would create an overall level of performance greater than the
sum of the inputs
Work team: A group whose individual efforts result in
performance that is greater than the sum of the
individual input
So work teams may generate greater performance without increasing the amount of
employees
10.3 Types of Teams
Teams can make products, provide services, negotiate deals, coordinate projects, offer
advice, and make decisions
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10.3.1 Problem-Solving Teams
Problem-solving teams: Groups of 5 to 12 employees from
the same department who meet for a few
hours each week to discuss ways of
improving quality, efficiency, and the work
environment
Only make recommendations
10.3.2 Self-Managed Work Teams
Self-managed work teams: Groups of 10 to 15 people who take on
responsibilities of their former supervisors
Implement solutions and take responsibility for outcomes
Planning and scheduling work, assigning tasks to members, making operating
decisions, taking action on problems, and working with suppliers and customers
Fully self-managed work teams even select their own members and evaluate each other’s
performance
Supervisory positions take on decreased importance and are sometimes even eliminated
Research findings are mixed: more conflict, but if the members feel psychologically safe than
this conflict can boost team performance, higher job satisfaction but sometimes higher rates
of absenteeism and turnover
10.3.3 Cross-Functional Teams
Cross-functional teams: Employees from about the same
hierarchical level, but from different work
areas, who come together to accomplish a
task
Allow people from different areas within an org. to exchange information, develop new ideas,
solve problems and coordinate complex projects
Not simple to manage High need for coordination
Leadership ambiguity because all the members are on the same level
Early stages of development are long, it takes time to build trust and teamwork
Strength: indiv. with diverse skills from a variety of disciplines
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10.3.4 Virtual Teams
Virtual teams: Teams that use computer technology to
tie together physically dispersed members
in order to achieve a common goal
Shared leadership of virtual teams may enhance team performance
For effective virtual teams:
1) Trust among members
2) Progress is monitored closely
3) The efforts and products of the team are publicized throughout the org.
10.3.5 Multiteam Systems
Multiteam system: A collection of two or more
interdependent teams that share a
superordinate goal, a team of teams
Used when ‘normal’ teams becomes to large or with distinct functions need to be highly
coordinated
Think of when a car accidents happens: emergency room then recovery team
The success of a team depends on the success of others
Same goal: safe human life
10.4 Creating Effective Teams
Freelancers: people who are highly specialized in their fields and can provide expertise to org.
on a short-term basis
Freelancers often group together to present a cohesive working unit
The model (next page) attempts to generalize across all varieties of teams, but avoid rigidly
applying its predictions to all teams
Second, the model assumes teamwork is preferable to individual work. Creating “effective”
teams when individuals can do the job better is like perfectly solving the wrong problem
Team effectiveness: objective measures of the team’s productivity managers’ ratings of the
teams’ performance and aggregate measures of member satisfaction
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