Chap 10

Quality Management
for Organizational Excellence

Lecture/Presentation Notes
By:
Dr. David L. Goetsch and Stanley Davis
Based on the book
Quality Management for Organizational Excellence
(Seventh Edition)
Presented By: Dr. S (GJU)
Ten:
Team Building and Teamwork

MAJOR TOPICS
n Overview of Team Building and Teamwork
n Building Teams and Making Them Work
n Four-Step Approach to Team Building
n Character Traits and Teamwork
n Teams Are Not BossedThey are Coached
n Handling Conflict in Teams
n Structural Inhibitors of Teamwork
n Rewarding Team and Individual Performance
n Recognizing Teamwork and Team Players
n Leading Multicultural Teams
Quality Management, Seventh Edition
Dr. David L. Goetsch
2013, 2008 by Pearson Education, Inc.

Upper Saddle River, NJ 07458. All Rights Reserved.
Ten:

(Continued)
A team is a group of people with a common,

collective goal. The rationale for the team
approach to work is that two heads are
better than one. A group of people becomes
a team when the following conditions exist:
There is agreement as to the mission

Members adhere to ground rules
There is a fair distribution of responsibility and
authority
People adapt to change.


Team Vs Group of People

A team is not just a group of people. A group of
people becomes a team when the following
conditions exist:
n
Agreement exists as to the teams mission.
Members adhere to team ground rules.

n Fair distribution of responsibility and authority exists.
n People adapt to change. Change is not just inevitable in a
total quality settingit is also desirable. Unfortunately,
people typically resist change. People in teams should help
each other adapt to change in a positive way.
n


Learning to Work Together

A group of people does not make a team. People in a
group do not automatically find ways to work together.
Some factors could get in the way of working together:
n
Personal identity of team members.
n Relationships among team members.
n
Identity within the organization. This factor has two
aspects:
n The first has to do with how the team fits into the organization.
Is its mission a high priority in the company? Does the team have
support at the highest management levels?
The second aspect of this factor relates to how membership on a
given team will affect relationships with those who are not
members.


Characteristics of Effective Teams:
n
n
n
n
n
n
n
n
Mutual support: individual members are mutually dependent.

Challenge: wise team leaders find that delicate balance.
Singleness of purpose.
Trust.
Participation.
People skills. members who have developed the people skills.
Accountability
Reinforcement. reinforce success by celebrating it.


BUILDING TEAMS AND MAKING THEM WORK

n
n
n
Makeup and Size of Teams

Choosing Team Members (max of 12 members)
Responsibilities of Team Leaders:
n
n
n
n
Serve as the official contact between the team and the rest
Serve as the official record keeper for the team.
Serve as a full-fledged team member but exercise care
Implement team recommendations that fall within the team
leaders realm of authority
Motivate, monitor, and mentor other team members.
The quality advisor has the following responsibilities:

n
n
n
n
n
Focus on team processes, as opposed to products.

Assist the team leader in breaking down tasks into components
Help the team leader plan and prepare for meetings.
Help team members learn to use the scientific approach
Keep the team focused on peak performance


BUILDING TEAMS AND MAKING THEM WORK

n
Creating the Teams Charter: the charter explains the teams
reason for being (mission) and its operating ground rules.

n
Developing Mutually Supportive Peer Relationships: a team

works most effectively when individual team members form positive,
mutually supportive peer relationships; collegial relationships:
n
n
n
n
n
Help team members understand the importance of honesty, reliability,

and trustworthiness.
Help team members develop mutual confidence in their work ability.
Help team members understand the pressures to which other team
members are subjected.
Help team members learn to be mutually supportive in doing their work.
Help team members think we rather than me.
Promoting Diversity in Teams: Dealing with diversity in a way that
makes it a strength has come to be known as managing diversity.


FOUR-STEP APPROACH TO TEAM BUILDING

n
n
n
n
Assessing Team Needs

Planning Team-Building Activities
Executing Team-Building Activities
Evaluating Team-Building Activities


CHARACTER TRAITS AND TEAMWORK
After a team has been formed, a mission statement

should be drafted. A good mission statement
summarizes the teams reason for being. It should
be broad enough to allow for the measure of
progress.
Character traits that promote successful teamwork
are:
Honesty
Selflessness
Dependability
Enthusiasm

Responsibility
Cooperativeness
Initiative
Patience
10
Resourcefulness
Punctuality
Tolerance/Sensitivity
Perseverance

TEAMS ARE COACHEDNOT BOSSED

n
Bosses approach the job from an Im in chargedo as

you are told perspective.
Coaches, on the other hand, are facilitators of team
development and continually improved performance:
n
n
n
n
Coaches give their teams a clearly defined charter.

Coaches make team development and team building a constant
activity.
Coaches are mentors.
Coaches promote mutual respect between themselves and team
members and among team members.
Coaches make human diversity within a team a plus.

11

HANDLING CONFLICT IN TEAMS

n
Some of the reasons that people might not work well in

teams:
n
Ambition to get ahead coupled with fear of being held back by

the team.
Rapid change can cause employees to conclude that they can
trust no one but themselves.
Employees who have a me-centered outlook can find it difficult
to work with others.
Employees steeped in the traditions of rugged individualism and
competition is king can feel that cooperation is not fitting for a
vigorous person or organization.
Egos that do not like to share credit.

12

HANDLING CONFLICT IN TEAMS

n
How People in Teams Respond to Conflict:

n
n
n
Personally negative,
Team negative, or
Positive.
Resolution Strategies for Team Conflicts:

n
n
n
n
n
Plan and work to establish a culture where individuality and dissent are in
balance with teamwork and cooperation.
Establish clear criteria for deciding when decisions will be made by
individuals and when they will be made by teams.
Dont allow individuals to build personal empires
Encourage and recognize individual risk-taking behavior that breaks the
organization out of unhelpful habits.
Encourage healthy, productive competition
Recognize how difficult it can be to ensure effective cooperation, and
spend the energy necessary to get just the right amount of it.
And more.

13

Ten:

(Continued)
One can be a good team member by

applying the following strategies:
Gain entry.
Be clear on the teams mission.
Be well prepared and participate.
Stay in touch.

14

Ten:

(Continued)
n
Teams are not bossed. They are coached.

Coaches are facilitators and mentors. They
promote mutual respect among team
members and foster cultural diversity.
Employees will not always work well together
as a team just because its the right thing to
do. Employees might not be willing to trust
their performance, in part, to other
employees.

15

Ten:

(Continued)
n
Common structural inhibitors in organizations

are:
Unit structure
Accountability
Unit goals
Responsibility
Compensation
Recognition
Planning
Control

16

Ten:

(Continued)
Team and individual compensation systems can be

developed in four steps:
1.
2.
3.
4.
Decide what performance to measure.

Determine how to measure the performance.
Identify the rewards to be offered.
Integrate related processes.
Challenges faced when leading multicultural teams

include differing: 1) approaches to decision making,
2) attitudes toward authority, 3) attitudes toward
work, and 4) approaches to communicating.

17


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Quality Management

for Organizational Excellence

Presented By: Dr. S (GJU)

Team Building and Teamwork

2013, 2008 by Pearson Education, Inc.

Team Building and Teamwork

A team is a group of people with a common,

There is agreement as to the mission

Quality Management, Seventh Edition

2013, 2008 by Pearson Education, Inc.

Team Vs Group of People

Agreement exists as to the teams mission.

Members adhere to team ground rules.

Quality Management, Seventh Edition

2013, 2008 by Pearson Education, Inc.

Learning to Work Together

Quality Management, Seventh Edition

2013, 2008 by Pearson Education, Inc.

Characteristics of Effective Teams:

Mutual support: individual members are mutually dependent.

Quality Management, Seventh Edition

2013, 2008 by Pearson Education, Inc.

BUILDING TEAMS AND MAKING THEM WORK

Makeup and Size of Teams

The quality advisor has the following responsibilities:

Focus on team processes, as opposed to products.

Quality Management, Seventh Edition

2013, 2008 by Pearson Education, Inc.

BUILDING TEAMS AND MAKING THEM WORK

Creating the Teams Charter: the charter explains the teams

reason for being (mission) and its operating ground rules.

Developing Mutually Supportive Peer Relationships: a team

Help team members understand the importance of honesty, reliability,

Promoting Diversity in Teams: Dealing with diversity in a way that

makes it a strength has come to be known as managing diversity.

Quality Management, Seventh Edition

2013, 2008 by Pearson Education, Inc.

FOUR-STEP APPROACH TO TEAM BUILDING

Assessing Team Needs

Quality Management, Seventh Edition

2013, 2008 by Pearson Education, Inc.

CHARACTER TRAITS AND TEAMWORK

After a team has been formed, a mission statement

Quality Management, Seventh Edition

2013, 2008 by Pearson Education, Inc.

TEAMS ARE COACHEDNOT BOSSED

Bosses approach the job from an Im in chargedo as

Coaches give their teams a clearly defined charter.

Quality Management, Seventh Edition

2013, 2008 by Pearson Education, Inc.

HANDLING CONFLICT IN TEAMS

Some of the reasons that people might not work well in

Ambition to get ahead coupled with fear of being held back by

Quality Management, Seventh Edition

2013, 2008 by Pearson Education, Inc.

HANDLING CONFLICT IN TEAMS

How People in Teams Respond to Conflict:

Resolution Strategies for Team Conflicts:

Quality Management, Seventh Edition

2013, 2008 by Pearson Education, Inc.

Team Building and Teamwork

One can be a good team member by