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Chapter 9
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Work Team
Generates positive synergy through
coordinated effort; individual efforts result
in a level of performance that is greater
than the sum of those individual inputs
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Problem-Solving Teams
Members often from the
same department
Share ideas or suggest
improvements
Rarely given authority to
unilaterally implement
any of their suggested
actions
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Cross-Functional Teams
Members from same level, but diverse
areas within and between organizations
Exchange information
Develop new ideas and solve problems
Coordinate complex projects
Development may be time-consuming
due to complexity and diversity
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Virtual Teams
Computer technology
ties dispersed team
together
Special challenges:
Less social rapport
More task-oriented
Members less satisfied
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Key Components of
Effective Teams
Context
Composition
Work Design
Process
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Contextual Components
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Team Composition
Components
Abilities of members
Technical expertise
Problem-solving
Interpersonal
Personality
Conscientious and open-minded
Diversity
Size of teams
Member preferences
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Freedom
Autonomy
Skill variety
Task identity
Task significance
Enhances motivation
and team effectiveness
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Process Components
Common plan and
purpose
Specific goals
Team efficacy
Common mental
models
Low levels of conflict
Minimized social loafing
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Training
Workshops on problem-solving, communications,
negotiation, conflict-management and coaching skills
Rewards
Encourage cooperative efforts rather than individual
ones
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Common Purpose:
Does the work create a common purpose or set of
goals for the people in the group that is more than the
aggregate of individual goals?
Interdependence:
Are the members of the group interdependent?
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Global Implications
Teamwork is less pervasive in the United
States.
Self-managed teams may be difficult to
introduce globally power distance
problems.
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Keep in Mind
Proper selection of members increases
likelihood of effective teams
Team should be constructed based on
ability, skill, and applicable member traits
given the situation
Non-personal conflicts can lead to better
team decisions
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Summary
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