TEAMS IN QUALITY ORGANIZATIONS

1. Chapter 9 TEAMS IN QUALITY ORGANIZATIONS

2. Quality Organizations and Work Teams • Quality movement – Emphasizes the highest standards in the process of production as well as in the final product. • Empowerment – A Total Quality Management (TQM) strategy that involves forming people into groups to solve problems and complete tasks. • ** Rewards – Indicates benefits for employees, including profit sharing or paid bonuses.

3. Quality Organizations and Work Teams • ISO 9000: • Seeks to put into place formalized standards throughout businesses and industries. • Provides evaluation and certification for compliance to standards of quality. • ISO standards ask organizations to: • Describe the business process. • Show the procedure manuals. • Exhibit evidence in documented records.

4. Quality Organizations and Work Teams

5. Team Building • ** Organizations are willing to put the necessary time and effort into building work teams to save companies money by reducing the need for middle management. • Team building creates and encourages a group of employees to work together towards achieving group goals and increased productivity. • Work team is group of employees with shared goals who join forces on a work project. • Work teams are required for creating team spirit. • Team spirit is the energy and shared commitment that result from shared teamwork.

6. Team Building • Implementation • ** Managers need to learn the new team management role of being a coach or a captain of a team • Questions asked by team-building consultants when they start creating a work group: • What do you want from this team? • What do you have to give to this team? • Trust – Building trust is one of the first steps in creating a team. • Goals must be clear, attainable, and must be considered important by all team members.

7. Decision Making in Teams • Decisions will be made using one of the following options: • Minority – One person or perhaps a few group members make the final decision. • Majority – More than half of the team decides. • Unanimous – All team members agree on the decision. • ** Consensus – All group members agree to carry out the decision even if they don’t agree with it.

8. Organizational Climate: The Weatherof the Workplace • Major qualities of organizational climate • Involves the way members of an organization see it in terms of trust, recognition, freedom to create, fairness, and independence. • Produced by the way members relate to one another. • Reflects the norms and attitudes of the organization’s culture. • Influences and helps to shape the behavior of individuals. • Basis for understanding organizational situations.

9. Organizational Climate: The Weatherof the Workplace • Maintaining a climate • Best organizational climate allows the most productivity over the longest period of time. • Include qualities such as high trust levels. • Reasonable level of freedom. • High standards of fairness. • Fair recognition for each person’s work.

10. Corporate Culture: Shared Values • Corporatecultureis a network of shared values. • Values are more deep-seated than attitudes. • ** Culture stories (traditions) illustrate the values of people who make an organization work and help in understanding the organization culture.

11. Corporate Culture: Shared Values • Fact or fiction • The factual truth of culture stories is less important than the symbolic truth. • In order to see what is valued, employees look at company infrastructure: • Design and layout of the physical work space. • Leadership structure of the organization. • Its systems and policies, rites and rituals, and reinforcement for employee behavior.

12. Essentials of Corporate Culture • Paradigms • Control systems • Organizational structures • Power structure • Symbols • Rituals and routines • Stories and myths

13. *** Types of Corporate Culture *** Father-founder Bureaucratic Managerial Participative Professional The Five Types of Corporate Culture

14. Types of Corporate Culture • ** Father-founder – Company run by the person who founded it and is a centralized organization. • Bureaucratic – Power in the company is based on what is “legal and rational.” • Participative – Based on judgments about how well people work together, get along, and commitment of each member to organizational goals. • Professional – Centered on expertise and the development of skills and knowledge. • Managerial-entrepreneurial – Power associated with success in dealing with clients, customers, providing service, quality, and dependability.

15. The “New” Corporate Culture:The Importance of Self-Esteem • Managers should avoid making an employee feel intimidated or overly uncomfortable. • ** They should work very hard on a fairness agenda. • Managers should allow everyone to discuss issues openly. • Managers should look at developing the self-esteem of all members of the organization. • Individual and group goals should be combined to produce a sense of direction.

16. The Importance of Fairness • Trust – The main tool for employees’ confidence in management. • Consistency – Remaining predictable and fair. • Truthfulness – Themost obvious necessities for fairness. • Expectations – Refer to those that come from management. • Equity – Treating everyone with the same rules.

17. The Importance of Fairness • Influence – Each member of the organization has a stake in goal setting, problem solving, and helping to make changes. • Justice – The reward must fit the achievement; the punishment must fit the crime. • Respect – Deep sense of high regard for people • **Overall fairness – Central issue in the psychological contract between managers and subordinates.

18. Strategies for Success • Building a successful team • Train the team. • Manage the team as a team. • Delegate authority specifically. • Be a clarifier. • Be a communicator. • Changing your workplace climate • Check your own example. • Listen to your colleagues. • Notice physical details. • Get rid of ambiguity. • Make people feel respected and important.

19. Strategies for Success • Creating fairness in the workplace • Maintain trust at work. • Create consistency at work. • Expect truthfulness at work. • Maintain integrity from yourself and employees. • Create expectations for employees. • Treat everyone with the same rules. • Allow employees to have influence in decisions. • Administer appropriate rewards and discipline. • Show respect at work. • Create a corporate culture of overall fairness.