Reporter: Kristine Ann G. Dadole Subject: Human Behavior in Organization Instructor: Dr.

Lazara Lucero

Chapter 14 Teams and Team Building

ORGANIZATIONS are the grand strategies created to bring order out of chaos when people work together. provide the skeletal structure that helps create predictable relationships among people, technology, jobs and resources. ORGANIZATIONAL CONTEXT FOR TEAMS A. Classical Concepts Classical Organization theory is the process of starting with the total amount of work to be done and dividing it into divisions, departments, jobs, and assignments of responsibilities to people. It is achieved by means of 1. Division of work creating levels of authority and functional units 2. Delegation assigning duties, authority and responsibility to others. Advantage: 1. It provides much task support, such as specialized assistance, appropriate resources to perform the job, security, and fairly dependable conditions of work. Disadvantage: 1. It is weak in psychological support B. Linking Pin Concept- each manager serves as a linking pin connecting that managers group with the remainder of the organization. Advantage: 1. If all linking pin connections are effective, the organization can operate as an integrated whole. Disadvantage: 1. If there is a weak connection anywhere in the chain of linking pins, the organization tends to be less effective. C. Contingency Organizational Design Contingency Organizational Design recognizes that different organizational structures and processes are required for effectiveness in varying situations. 1. Mechanistic Organizations fit the traditional hierarchical way of organizing. People are specialized into many activities that are directed by layers of supervision. Communication flows most formal along the lines of hierarchy. The whole structure is organized like a well-designed machine and incorporates many of the characteristics of bureaucracy. 2. Organic Organizations- are more flexible and open. Tasks and roles are less rigidly defined, allowing people to adjust them to situational requirements. Communication is more multidirectional. It consist of more information and advice and joint problem soling rather than instructions and decisions. Authority and influence flow more directly from the person who has the ability to handle the problem at hand. WORK SYSTEMS AND PEOPLE 2 basic ways in which work is organized: 1. Organization flow of structure 2. Procedure the flow of work, Method, system, Work flow a. Initiation of Action the process of sending work and/or instructions to another b. Sytems design for better teamwork requires people to work together as a team. c. Communication patterns plant layout and workflow have much to do with the opportunities that people have to talk with one another. d. Alienation e. effects of work systems. D. Matrix Organization an overlay of one type of organization on another so that there are two chains of command directing individual employees.

TEAMWORK Task Team is a cooperative small group in regular contact that is engaged in coordinated action. When members of a task team know their objectives, contribute responsibly and enthusiastically to the task, they are exhibiting teamwork. 4 ingredients contributing to the development of teamwork: a. Supportive environment encouraging members to think like a team, providing adequate time for meetings, and demonstrating faith in members capacity to achieve. b. Skills and Role Clarity- team members must be reasonably qualified to perform their jobs and have the desire to cooperate. All the members must know the roles of all the others with whom they are interacting. c. Superordinate goals a higher goal that integrates the efforts of two or more persons. It serves to focus attention, unify efforts and stimulate more cohesive teams. d. Team Rewards maybe financial, or may be a form of recognition. Rewards are most powerful when they are valued by the team members, perceived as possible to earn and administered contingent on the groups task performance. Life Cycle of a Team 1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning Potential Team Problems 1. Teamwork grows slowly but on occasion it declines quickly. 2. The departure from classical lines of authority may be difficult for some employees to handle responsibly. 3. Social Loafing TEAM BUILDING Team building encourages team members to examine how they work together, identify their weakness, and develop more effective ways of cooperating. The goal is to make the team more effective. The Process 1. Identification of the Problem 2. Collection of Relevant Data 3. Date Feedback and Confrontation 4. Problem Solving Experience 5. On-the-job application and follow up Skills Useful in Team Building 1. Consultation Skills- diagnosing, contracting, designing change 2. Interpersonal Skills trust building, coaching, and listening 3. Research Skills planning and conducting a study and evaluating results 4. Presentation Skills public speaking and report preparation Process Consultation is a set of activities that help others focus on what is currently happening around them. Facilitating Behaviors Encouraging open communication Observing team meetings Probing and questioning Confronting individuals Stimulating problem solving Attending non-verbal cues Encouraging learning SELF-MANAGING TEAMS -self-directed, self-reliant teams -natural work groups that are given substantial autonomy and in return are asked to control their own behaviour and produce results. The combination of empowerment and training to plan, direct, monitor and control their own activities distinguishes these teams from many others. - Team members learn a wide range of relevant skills. This practice is called multi-skilling. - Members can flexibly float from area to area and task to task depending on where they are needed most.

Ethical Dilemmas Teams Within Team member appraisals Member assistance Team selection SUMMARY Classical Organization Structures did not rely heavily on teams, despite the division of work into functional units and multiple levels. Managers played key roles as linking pins between units. More recently, organizations find that their structure needs to exist in a contingency relationship with their environments. Generally mechanistic organization is more appropriate for stable environments, while organic organization is more appropriate in dynamic environments. Both the organic and matrix structure provide useful ways to adapt to turbulent environments, especially where large technical tasks are involved. Frequently, project teams are formed which provide both a social relationship for workers and a valuable device for combining the talents of diverse workers. Teams are cooperative groups that maintain regular contact and engage in coordinated action. They strive to achieve a high degree of teamwork, which is aided by a supportive environment, proper skills, superordiante goals, and team rewards. Newly formed teams often move through a series of developmental stages. Team building is an important and continuing process, which can be aided by managerial attention to process consultation (facilitation) and feedback skills. Self-managing teams are empowered groups that are provided with the training, resources and authority to assume responsibility for many management-level functions. They represent a creative and challenging way to formally tap the power of teams to help accomplish organizational goals. Employees gain through greater autonomy and skill development. Team perfection Team rewards

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MATRIX ORGANIZATION STRUCTURE FOR PROJECT ROGER