Organizational Behaviour Teams (Robbins)
Organizational Behaviour Teams (Robbins)
Organizational Behaviour Teams (Robbins)
Stephen Robbins
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
No joint effort required Work Team Generates positive synergy through coordinated effort. The individual efforts result in a performance that is greater than the sum of the individual inputs
Types of 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
Very common
Task forces Committees
Characteristics
Limited socializing The ability to overcome time and space constraints
To be effective, needs:
Trust among members Close monitoring To be publicized
A Team-Effectiveness Model
Caveat 1: This is a general guide only.
Climate of Trust Members must trust each other and the leader Performance and Rewards Systems that Reflect Team Contributions Cannot just be based on individual effort
Skill Variety
Ability to use different skills and talents
Task Identity
Ability to complete a whole and identifiable task or product
Task Significance
Working on a task or project that has a substantial impact on others
Training
Individualistic people can learn
Rewards
Rework the reward system to encourage cooperative efforts rather than competitive (individual) ones
Continue to recognize individual contributions while still emphasizing the importance of teamwork
10-14
10-15