Chapter 13 Team Work Development

1. Chapter 13Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon

2. CONTINUOUS IMPROVEMENT PROCESSES • A key issue facing organizations is the way they respond to the changing environment of “world-class” competition. • OD interventions leading to improved productivity, efficiency, and quality have evolved to help organizations meet these challenges. • Two quality and high-involvement OD interventions: Total quality management (TQM) Self-managed work teams.

3. JOB DESIGN • The objective is to find and implement innovative ways of doing work. • The current trend is to redesign jobs to improve worker satisfaction and productivity. • Two closely related theories of job design: Job Enrichment Theory Job Characteristics Theory

4. Total Quality Management (TQM) • Also known as “continuous quality improvement” (CQI) and “leadership through quality “(LTQ). • An organization-wide approach to continuously improving the overall quality of its processes, products, and services. • It is an organizational strategy of commitment geared at improving customer satisfaction by developing procedures that carefully manage output quality.

5. Principles/Components in TQM • TQM is organization-wide. • The CEO and other top managers visibly support it. • TQM is an ingrained value in the corporate culture. • Partnerships with customers and suppliers. • Everyone in the organization has a customer. • Reduced cycle time. • Techniques of TQM range in scope. • Do it right the first time. • Corporate citizenship • No single formula work for everyone.

6. Quality • In order for TQM to be successful, there are some dimensions of quality that contributes to this success. These include: • Performance -a product or service primary operating characteristics. • Features -adds-on or supplements. • Reliability -the probability of not malfunctioning or breaking down over a specific period of time.

7. Conformance -the degree to which product design or operating characteristics meet standards established. • Durability -a measure of product life. • Serviceability -speed and ease of repair. • Aesthetics -the look, feel, taste and smell of a product. • Perceived Quality -how a customer/client view quality

8. Benefits of Quality • High customer satisfaction • Reliable products/services • Better efficiency of operations • More productivity and profits • Better morale of workforce • Less wastage costs • Less inspection costs • Improved process • More market share

9. Effects of Poor Quality • Low customer satisfaction • Low productivity, sales and profit • Low morale of workforce • More re-work, material and labour costs • High inspection costs • Delay in shipping • High repair costs • Higher inventory costs • Greater waste of material

10. Compatibility of TQM and OD • TQM and OD are compatible in that: • They are both system-wide. • They believe in empowerment and involvement. • They depend on planned change. • They are self-renewing and continuous. • They base decision-making on data based activities • They view people as having an inherent desire to contribute in meaningful ways. *OD practitioners are often involved in setting up TQM programs where they act as experts.

11. *Keynote When TQM is implemented properly, it can be advantageous to the organization as it improves quality, increase productivity and enhance employee development.

12. Self Managed Teams Presenter: Latoya Vernon

13. Self Managed Teams • Chatfield--- “a self managed team is a group of people working together in their own ways toward a common goal which is defined outside the team” • Harvey and Brown (2006) “a self managed team is an autonomous group whose members decide how to handle their identifiable task i.e. a product or service.”

14. Characteristics (1of 3) • The structure of the organization or work is based on team concepts • There is an egalitarian culture and a noticeable lack of status symbols • The number of people in a team is kept as small as possible

15. Characteristics (2 of 3) • A work team has a physical site • Work teams order material and equipment • Team members have a sense of vision for their team and organization. • There is strong partnership between team and management.

16. Characteristics (3 of 3) • Information of all types is openly shared. • Training, and especially cross training is a major requirement of self managed work teams • Team members are knowledgeable of customers, competitors and suppliers.

17. Design of Jobs • Skill variety • Task identity • Task significance • Autonomy • Job feedback

18. New organizational structures • Flattened structure with few levels of managers • Involves all levels of the hierarchy • Carry out functions usually carried out by top management • Fewer support for staff from functional departments

19. Management and leadership Behaviors Distinct levels: • Internal team leader • Coordinator • Support team

20. Reward system • Gain sharing – at least 80% of rewards are shared among team members. • Knowledge based pay- rewards given based on skills and knowledge

21. Role of Labor Unions • Highly involved from the planning stages • Ensures all sides of any issues are taken into consideration • Unions help with the acceptance of self managed teams

22. Red Flags (1 of 3) • Self managed work teams may not be appropriate to the task, people and context • The organization does not perceive a need for change • Managers and leaders are vague and confused about their roles

23. Red Flags (2 of 3) • Organizations that do not reward performance are likely to run into problems • Lack of training can cause self managed work teams to fail

24. Red Flags ( 3 of 3) • Fewer layers in the organization creates few advancement into managerial positions • Building self managed teams is not a one-shot activity

25. Results of self managed teams