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Chapter 9

Chapter 9. Understanding Work Teams 暸解工作團隊. Learning Objectives. More work teams in organizations. Five stages of team development. Work groups Vs. work teams. Four common types of work teams. What teams entrepreneurial organization use. The high-performing work teams.

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Chapter 9

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  1. Chapter 9 Understanding Work Teams 暸解工作團隊

  2. Learning Objectives • More work teams in organizations. • Five stages of team development. • Work groups Vs. work teams. • Four common types of work teams. • What teams entrepreneurial organization use. • The high-performing work teams. • How organizations can create team players. • How managers can keep teams from becoming stagnant. • The role of teams in continuous process improvement programs. Management-Work Team 2008

  3. The Popularity Of Teams • Teams typically outperform績效優於individuals when tasks require multiple skills, judgment, and experience. • Teams are a better way to utilize individual employee talents. • The flexibility彈性 and responsiveness反應of teams is essential in a changing environment • Empowered teams increase job satisfaction and morale士氣, enhance employee involvement, and promote workforce diversity. Management-Work Team 2008

  4. Stages of Team Development • 形成 • 衝擊 • 規範 • 執行 • 解散 EXHIBIT 9.1 Management-Work Team 2008

  5. Stage 1: Forming The team experiences uncertainty about its purpose, structure, and leadership. Stage 2: Storming Intragroup conflict predominates within the group Stage 3: Norming Close relationships develop and group members begin to demonstrate cohesiveness. Stage 4: Performing The team develops a structure that is fully functional and accepted by team members. Stage 5: Adjourning The team prepares for its disbandment. The Stages Of Team Development Management-Work Team 2008

  6. Work Groups And Work Teams • Work group群體 • A group that interacts primarily to share information and to make decisions that will help each member perform within his or her area of responsibility • Work team團隊 • A group that engages in collective work that requires joint effort and generates a positive synergy.綜效 Management-Work Team 2008

  7. Management-Work Team 2008

  8. Types of Work Teams • 問題解決團隊 • 功能團隊 • 虛擬團隊 • 自我管理團隊 • 跨功能團隊 EXHIBIT 9.3 Management-Work Team 2008

  9. Types Of Work Teams • Functional team • A work team composed of a manager and the employees in his or her unit and involved in efforts to improve work activities or to solve specific problems within particular functional unit由單位中的管理者及員工所組成，用來改善工作活動，或解決特定功能單位的問題 • Problem-solving team • 5 to 12 hourly employees from the same department who meet each week to discuss ways of improving quality, efficiency, and the work environment由5-12部門成員分享想法或提供改善品質、效率及工作環境的建議 Management-Work Team 2008

  10. Types Of Work Teams (cont’d) • Quality circle品管圈 • 8 to 10 employees and supervisors who share an area of responsibility and who meet regularly to discuss quality problems, investigate the causes of the problem, recommend solutions, and take corrective actions but who have no authority • Self-managed work team自我管理團隊 • A formal group of employees that operates without a manager and is responsible for a complete work process or segment that delivers a product or service to an external or internal customer一個沒有管理者，並自行負責完整工作流程，或傳遞產品或服務給外部或內部顧客的正式員工群體。 Management-Work Team 2008

  11. Types Of Work Teams (cont’d) • Cross-functional work team跨功能團隊 • A team composed of employees from about the same hierarchical level but from different work areas in an organization who are brought together to accomplish a particular task由同一階層且不同工作領域的員工所組成，一起完成某特定任務。 • Virtual team虛擬團隊 • A team that meets electronically; allows groups to meet without concern for space or time Management-Work Team 2008

  12. ENTREPRENEURS’ USE TEAMS • Empowered functional teams • Teams that have authority to plan and implement process improvements • Self-directed teams • Teams that are nearly autonomous and responsible for many activities that were once the jurisdiction of managers • Cross-functional teams • Teams that include a hybrid grouping of individuals who are experts in various specialties and who work together on various tasks Management-Work Team 2008

  13. Why Entrepreneurs Use Teams • Teams facilitate the technology and market demands the organization is facing. • Teams help the organization to make products faster, cheaper, and better. • Teams permit entrepreneurs to tap into the collective wisdom of the venture’s employees. • Teams empower employees to make decisions. • Team culture can improve the overall workplace environment and worker morale. Management-Work Team 2008

  14. Characteristics of High-performing Work Teams高效能團隊特徵 EXHIBIT 9.4 Management-Work Team 2008

  15. Management-Work Team 2008

  16. Challenges to Creating Team Players • Managers attempting to introduce teams into organization face the most difficulty when: • When individual employee resistance to teams is strong. • Where the national culture is individualistic rather than collectivist. • When an established organization places high values on and significantly rewards individual achievement. Management-Work Team 2008

  17. Team Member Roles EXHIBIT 9.5 Management-Work Team 2008

  18. Creator-Innovator創建－創新者 • 一般是具有想像力而且擅於引發點子與創意。他們典型上很獨立，喜歡按照他們的方式和步驟以及經常配合他們的時間來工作。 Explorer-Promoter探索－推廣者 • 喜歡接受新的點子並且支持他們的目標。 • 擅於從創建者－創新者那裡檢選創意，並且尋找資源來推動這些創意。然而，他們可能缺乏耐心和控制的技能來確保點子完成。 Management-Work Team 2008

  19. Assessor-Developer評估－開發者 • 具強有力的分析技能，最擅長於在決策前，針對很多的可行方案（Alternatives)進行評估與分析。 Thruster-Organizer推動－組織者 • 喜歡設定時程來使創意變為事實，以及完成工作。 • 設定目標，擬定計畫，組織人員，以及建立系統來確保能在截止日期前完成工作。 Management-Work Team 2008

  20. Concluder-Producer完成－生產者 • 關心結果如何，著重於盯上截止日期並且確保所有的承諾都能完成，以達成工作標準為榮。 Controller-Inspector控制者－檢驗者 • 關心規則與政策之建立與執行。擅於檢視細節，並避免不精確的事情發生。檢視所有事實與數字以確保工作完成。 Management-Work Team 2008

  21. Upholder-Maintainer支持者－維持者 • 對抗外部壓力，強力支持團隊成員，提供了團隊的穩定性。 Reporter-Adviser報告者－忠告者 • 良好的傾聽者，不會強將他們的觀點加諸別人身上。喜歡在決策前獲得更多的資訊。他們鼓勵團隊在決策前尋求額外資訊上扮演重要角色，而不贊成進行倉促的決策。 Linker調和者 • 試圖了解各方觀點。擔任協調者和整合者。不喜歡極端主義，試圖在所有團隊成員間建立合作，並整合人與活動。 Management-Work Team 2008

  22. Shaping Team Behavior塑造團隊行為 • Proper selection適當的遴選 Ｗho have both the technical skills and the interpersonal skills required to fulfill team roles. • Employee training員工訓練 Involves employees in learning the behaviors required to become team players. • Rewarding the appropriate team behaviors獎賞適當的團隊行為 Encourages cooperative efforts rather than competitive ones. Management-Work Team 2008

  23. How to Reinvigorate Mature Teams EXHIBIT 9.6 Management-Work Team 2008

  24. Teams And Continuous ProcessImprovement Programs • Teams provide the natural vehicle for employees to share ideas and implement improvements. • Teams are well suited to the high levels of communication and contact, response, adaptation, and coordination and sequencing in work environments where continuous process improvement programs are in place. Management-Work Team 2008

  25. Workforce Diversity’s Effects on Teams • Fresh and multiple perspectives on issues help the team identify creative or unique solutions and avoid weak alternatives. • The difficulty of working together may make it harder to unify a diverse team and reach agreements. • Although diversity’s advantages dissipate with time, the added-value of diverse teams increases as the team becomes more cohesive. Management-Work Team 2008

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