TEAMS AND TEAM BUILDING

Information about TEAMS AND TEAM BUILDING

Published on November 28, 2008

Author: livycat

Source: authorstream.com

Content

PART FIVE – GROUP BEHAVIOR : PART FIVE – GROUP BEHAVIOR ENGR. LIZETTE IVY G. CATADMAN DMGT 715 CHAPTER 13 – TEAMS AND TEAM BUILDING Slide 2: We believe that teams will become the primary unit of performance in high- performance organizations. Jon r. katzenback Douglas k. smith Slide 3: Classical Organization Theory THE PROCESS OF STARTING WITH THE TOTAL AMOUNT OF WORK TO BE DONE AND DIVIDING IT INTO DIVISIONS, DEPARTMENTS, WORK CLUSTERS, JOBS, AND ASSIGNMENTS OF RESPONSIBILITIES TO PEOPLE. DIVISION OF WORK CREATING LEVELS OF AUTHORITY AND FUNCTIONAL UNITS. DELEGATION, ASSIGNING DUTIES, AUTHORITY, AND RESPONSIBILITY TO OTHERS. Slide 4: Classical Organizational Structures ESSENTIALLY MECHANISTIC ATTEMPTS TO GET THE PEOPLE TO ACT AS EFFICIENTLY AND PREDICTABLY AS MACHINES Slide 5: Classical Organizational Structures Slide 6: MODERN ORGANIZATIONS Slide 7: MODERN ORGANIZATIONS Slide 8: ORGANIC FORMS THE ENVIRONMENT IS DYNAMIC, REQUIRING FREQUENT CHANGES WITHIN THE ORGANIZATION THE TASK ARE NOT DEFINED WELL-ENOUGH TO BECOME ROUTINE EMPLOYEES SEEK AUTONOMY, OPENNESS, VARIETY, CHANGE, AND OPPORTUNITIES TO TRY NEW APPROACHES TEAMS ARE MORE LIKELY TO BE USED; THEY PROVIDE THE FLEXIBILITY THAT MODERN ORGANIZATIONS REQUIRE Slide 9: MATRIX ORGANIZATION OVERLAY OF ONE TYPE OF ORGANIZATION ON ANOTHER SO THAT TWO CHAINS OF COMMAND ARE DIRECTING INDIVIDUAL EMPLOYEES. USED ESPECIALLY FOR LARGE, SPECIALIZED PROJECTS THAT TEMPORARILY REQUIRE LARGE NUMBERS OF TECHNICAL PEOPLE WITH DIFFERENT SKILLS TO WORK IN PROJECT TEAMS. EFFECT OF MATRIX STRUCTURE: TO SEPARATE SOME OF THE ORGANIZATION’S ACTIVITIES INTO PROJECTS THAT THEN COMPETE FOR ALLOCATIONS OF PEOPLE AND RESOURCES. IF TEAMS FOCUS ON A SINGLE PROJECT, PERMITTING BETTER PLANNING AND CONTROL TO MEET BUDGETS AND DEADLINES. ON REPETITIVE PROJECTS, MEMBERS GAIN VALUABLE EXPERIENCE AND THE TEAM DEVELOPS A STRONG IDENTITY Slide 10: CROSS FUNCTIONAL TEAMS TEAMS THAT DRAW THEIR MEMBERS FROM MORE THAN ONE SPECIALTY AREA AND OFTEN SEVERAL. THEY CONTAIN A HIGH ELEMENT OF DIVERSITY; IN TERMS OF PROFESSIONAL BACKGROUNDS AND WORK SPECIALIZATIONS. Slide 11: TASK TEAM A COOPERATIVE SMALL GROUP IN REGULAR CONTACT THAT IS ENGAGED IN COORDINATED ACTION. Slide 15: SUPPORTIVE ENVIRONMENT Slide 16: SKILLS AND ROLE CLARITY Slide 17: SUPERORDINATE GOALS Slide 18: TEAM REWARDS Slide 19: EMPOWERED TEAMS Slide 20: TEAM PROBLEMS Slide 21: TEAM PROBLEMS Slide 24: TEAM BUILDING PROCESS Slide 26: COMMON OUTCOMES OF EFFECTIVE TEAMS Slide 27: ETHICAL DILEMMAS WITHIN TEAMS SELF-MANAGING TEAMS Slide 28: BOUNDARY SPANNERS HAVE LITTLE OR NO AUTHORITY, THEIR TASK IS BEST ACCOMPLISHED THROUGH SKILLS Slide 29: THANK YOU FOR LISTENING THIS ENDS THE SECOND PART OF MY REPORT

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