Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.
-
Upload
linette-jodie-arnold -
Category
Documents
-
view
216 -
download
2
Transcript of Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.
![Page 1: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/1.jpg)
Chapter 13Team Work
Development
Presenters: Kristen Hunt Yanique Reid Latoya Vernon
![Page 2: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/2.jpg)
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.
![Page 3: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/3.jpg)
JOB DESIGNThe 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 TheoryJob Characteristics Theory
![Page 4: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/4.jpg)
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.
![Page 5: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/5.jpg)
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 citizenshipNo single formula work for everyone.
![Page 6: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/6.jpg)
QualityIn order for TQM to be successful, there are
some dimensions of quality that contributes to this success. These include:
1. Performance -a product or service primary operating characteristics.
2. Features -adds-on or supplements.
3. Reliability -the probability of not malfunctioning or breaking down over a specific period of time.
![Page 7: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/7.jpg)
4. Conformance -the degree to which product design or operating characteristics meet standards established.
5. Durability-a measure of product life.
6. Serviceability-speed and ease of repair.
7. Aesthetics-the look, feel, taste and smell of a product.
8. Perceived Quality-how a customer/client view quality
![Page 8: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/8.jpg)
Benefits of QualityHigh customer satisfactionReliable products/servicesBetter efficiency of operationsMore productivity and profitsBetter morale of workforceLess wastage costsLess inspection costsImproved processMore market share
![Page 9: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/9.jpg)
Effects of Poor QualityLow customer satisfactionLow productivity, sales and profitLow morale of workforceMore re-work, material and labour
costsHigh inspection costsDelay in shippingHigh repair costsHigher inventory costsGreater waste of material
![Page 10: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/10.jpg)
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
activitiesThey 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.
![Page 11: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/11.jpg)
*KeynoteWhen TQM is implemented
properly, it can be advantageous to the organization as it improves quality, increase productivity and enhance employee development.
![Page 12: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/12.jpg)
12
Self Managed Teams
Presenter: Latoya Vernon
![Page 13: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/13.jpg)
13
Self Managed TeamsChatfield--- “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.”
![Page 14: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/14.jpg)
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
![Page 15: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/15.jpg)
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.
![Page 16: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/16.jpg)
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.
![Page 17: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/17.jpg)
17
Design of JobsSkill variety
Task identity
Task significance
Autonomy
Job feedback
![Page 18: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/18.jpg)
18
New organizational structuresFlattened 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
![Page 19: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/19.jpg)
19
Management and leadership Behaviors
Distinct levels:Internal team leader
Coordinator
Support team
![Page 20: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/20.jpg)
20
Reward systemGain sharing – at least 80% of
rewards are shared among team members.
Knowledge based pay- rewards given based on skills and knowledge
![Page 21: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/21.jpg)
21
Role of Labor UnionsHighly involved from the planning
stages
Ensures all sides of any issues are taken into consideration
Unions help with the acceptance of self managed teams
![Page 22: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/22.jpg)
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
![Page 23: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/23.jpg)
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
![Page 24: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/24.jpg)
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
![Page 25: Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.](https://reader030.fdocuments.in/reader030/viewer/2022032705/56649dbd5503460f94ab0684/html5/thumbnails/25.jpg)
25
Results of self managed teams
Self-Directed Teams.mp4