TEAMS AND TEAM BUILDING

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ORGANIZATIONAL BEHAVIOR: MANAGING TEAMS AND TEAM BUILDING

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Presentation Transcript

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.

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Classical Organizational Structures ESSENTIALLY MECHANISTIC ATTEMPTS TO GET THE PEOPLE TO ACT AS EFFICIENTLY AND PREDICTABLY AS MACHINES

Slide 5: 

Classical Organizational Structures

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MODERN ORGANIZATIONS

Slide 7: 

MODERN ORGANIZATIONS

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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.

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TASK TEAM A COOPERATIVE SMALL GROUP IN REGULAR CONTACT THAT IS ENGAGED IN COORDINATED ACTION.

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SUPPORTIVE ENVIRONMENT

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SKILLS AND ROLE CLARITY

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SUPERORDINATE GOALS

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TEAM REWARDS

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EMPOWERED TEAMS

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TEAM PROBLEMS

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TEAM PROBLEMS

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TEAM BUILDING PROCESS

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COMMON OUTCOMES OF EFFECTIVE TEAMS

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ETHICAL DILEMMAS WITHIN TEAMS SELF-MANAGING TEAMS

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BOUNDARY SPANNERS HAVE LITTLE OR NO AUTHORITY, THEIR TASK IS BEST ACCOMPLISHED THROUGH SKILLS

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THANK YOU FOR LISTENING THIS ENDS THE SECOND PART OF MY REPORT