Chapter 5 UnderstandinWork Teams.pdf

Course Name : Organizational Behavior Code :HUR 212 Chapter :5 Understanding Work Teams 0 Organizational Behavior (HUR 212) ‫ﳌﺎذا أﺻﺒﺤﺖ اﻟﻔﺮق ﻣﺸﻬﻮرة ﺟﺪًا؟‬ 1 Why have teams become so popular? ‫ﻃﺮﻳﻘﺔ راﺋﻌﺔ ﻻﺳﺘﻐﻼل ﻣﻮاﻫﺐ اﳌﻮﻇﻔﲔ‬  Great way to use employee talents  Teams are more flexible and r...

Course Name : Organizational Behavior Code :HUR 212 Chapter :5 Understanding Work Teams 0 Organizational Behavior (HUR 212) ‫ﳌﺎذا أﺻﺒﺤﺖ اﻟﻔﺮق ﻣﺸﻬﻮرة ﺟﺪًا؟‬ 1 Why have teams become so popular? ‫ﻃﺮﻳﻘﺔ راﺋﻌﺔ ﻻﺳﺘﻐﻼل ﻣﻮاﻫﺐ اﳌﻮﻇﻔﲔ‬  Great way to use employee talents  Teams are more flexible and responsive to changes in the environment ‫أﺻﺒﺤﺖ اﻟﻔﺮق أﻛﺜﺮ ﻣﺮوﻧﺔ واﺳﺘﺠﺎﺑﺔ ﻟﻠﺘﻐﻴﺮات ﰲ اﻟﺒﻴﺌﺔ‬  Can quickly assemble, deploy, refocus, and disband ‫ﳝﻜﻦ اﻟﺘﺠﻤﻴﻊ واﻟﻨﺸﺮ وإﻋﺎدة اﻟﺘﺮﻛﻴﺰ واﻟﺘﻔﻜﻴﻚ ﺑﺴﺮﻋﺔ‬  Facilitate employee involvement ‫ﺗﺴﻬﻴﻞ ﻣﺸﺎرﻛﺔ اﳌﻮﻇﻔﲔ‬  Increase employee participation in decision making ‫زﻳﺎدة ﻣﺸﺎرﻛﺔ اﳌﻮﻇﻔﲔ ﰲ اﺗﺨﺎذ اﻟﻘﺮار‬  Democratize an organization and increase motivation ‫إﺿﻔﺎء اﻟﻄﺎﺑﻊ اﻟﺪﳝﻘﺮاﻃﻲ ﻋﻠﻰ اﳌﻨﻈﻤﺔ وزﻳﺎدة اﻟﺘﺤﻔﻴﺰ‬  Note: teams are not ALWAYS effective Organizational Behavior (HUR 212) ‫ اﻟﻔﺮق ﻟﻴﺴﺖ ﻓﻌﺎﻟﺔ داﺋﻤًﺎ‬:‫ﻣﻠﺤﻮﻇﺔ‬ ‫ﻣﺎﻫﻮ اﻟﻔﺮﻳﻖ؟‬ What Is a Team? ‫ﻓﺮﻳﻖ ﻋﻤﻞ‬ ‫ﻣﺠﻤﻮﻋﺔ ﻳﻌﻤﻞ أﻋﻀﺎؤﻫﺎ ﺑﺸﻜﻞ ﻣﻜﺜﻒ ﻋﻠﻰ ﲢﻘﻴﻖ‬ ‫ﻫﺪف ﻣﺸﺘﺮك ﻣﺤﺪد ﺑﺎﺳﺘﺨﺪام ﺗﺂزرﻫﻢ اﻹﻳﺠﺎﺑﻲ‬ ‫واﳌﺴﺎءﻟﺔ اﻟﻔﺮدﻳﺔ واﳌﺘﺒﺎدﻟﺔ واﳌﻬﺎرات اﻟﺘﻜﻤﻴﻠﻴﺔ‬  Work Team A group whose members work intensely on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills. ‫اﻧﻮاع اﻟﻔﺮﻳﻖ‬  Types of Teams Problem-solving teams ‫ﻓﺮﻳﻖ ﺣﻞ اﳌﺸﻜﻼت‬ Self-managed work teams‫ﻓﺮﻳﻖ اﻟﻌﻤﻞ ذاﺗﻴﺔ اﻹدارة‬ Cross-functional teams ‫ﻓﺮﻳﻖ ﻣﺘﻌﺪدة اﻟﻮﻇﺎﺋﻒ‬ Virtual teams ‫ﻓﺮق اﻓﺘﺮاﺿﻴﺔ‬ ‫ﻣﺠﻤﻮﻋﺔ اﻟﻌﻤﻞ ﻣﻘﺎﺑﻞ ﻓﺮﻳﻖ اﻟﻌﻤﻞ‬ 3 Work Group vs. Work Team ‫ﻣﺠﻤﻮﻋﻪ اﻟﻌﻤﻞ‬  Work Group – ‫ﻣﺠﻤﻮﻋﺔ ﺗﺘﻔﺎﻋﻞ ﺑﺸﻜﻞ أﺳﺎﺳﻲ ﳌﺸﺎرﻛﺔ اﳌﻌﻠﻮﻣﺎت واﺗﺨﺎذ اﻟﻘﺮارات‬ ‫ﳌﺴﺎﻋﺪة ﺑﻌﻀﻬﻢ اﻟﺒﻌﺾ ﻋﻠﻰ اﻷداء ﺿﻤﻦ ﻣﻨﻄﻘﺔ ﻣﺴﺆوﻟﻴﺔ ﻛﻞ ﻋﻀﻮ‬  A group who interacts primarily to share information and to make decisions to help one another perform within each member’s area of responsibility  No joint effort required ‫ﻻ ﻳﺘﻄﻠﺐ اي ﺟﻬﺪ ﻣﺸﺘﺮك‬ ‫ﻓﺮﻳﻖ ﻋﻤﻞ‬  Work Team – ‫ﻳﻮﻟﺪ ﺗﺂزرًا إﻳﺠﺎﺑﻴًﺎ ﻣﻦ ﺧﻼل اﳉﻬﻮد اﳌﻨﺴﻘﺔ؛ ﺗﺆدي اﳉﻬﻮد اﻟﻔﺮدﻳﺔ إﻟﻰ‬ ‫ﻣﺴﺘﻮى أداء أﻛﺒﺮ ﻣﻦ ﻣﺠﻤﻮع ﺗﻠﻚ اﳌﺪﺧﻼت اﻟﻔﺮدﻳﺔ‬  Generates positive synergy through coordinated effort; Individual efforts result in a level of performance that is greater than the sum of those individual inputs Organizational Behavior (HUR 212) ‫ﻣﻘﺎرﻧﺔ ﻣﺠﻤﻮﻋﺎت اﻟﻌﻤﻞ وﻓﺮق اﻟﻌﻤﻞ‬ ‫‪Comparing Work Groups and‬‬ ‫‪Work Teams‬‬ ‫ﻣﺠﻤﻮﻋﺔ اﻟﻌﻤﻞ‬ ‫ﻓﺮﻳﻖ اﻟﻌﻤﻞ‬ ‫اﻷداء اﳉﻤﺎﻋﻲ‬ ‫ﻫﺪف‬ ‫اﻳﺠﺎﺑﻲ‬ ‫اﻟﻔﺮدﻳﺔ واﳌﺘﺒﺎدﻟﺔ‬ ‫ﻣﺸﺎرﻛﺔ اﳌﻌﻠﻮﻣﺎت‬ ‫ﻣﺤﺎﻳﺪ )ﺳﻠﺒﻲ ﰲ ﺑﻌﺾ اﻷﺣﻴﺎن(‬ ‫ﻣﺴﺌﻮﻟﻴﺔ‬ ‫ﻣﻜﻤﻞ‬ ‫ﻓﺮدي‬ ‫ﻋﺸﻮاﺋﻴﺔ وﻣﺘﻨﻮﻋﺔ‬ ‫ﻣﻬﺎرات‬ ‫)‪Organizational Behavior (HUR 212‬‬ ‫‪4‬‬ 6-5 Work groups and work teams differ in their goals, level of synergy, accountability, and skills. Their function is different. Work groups share information where work teams work together for a collective performance. The synergy in groups is neutral where work teams have a positive synergy. Accountability can be individual in both but it is more often mutual in teams. The skills in a group will be varied where the skills on a team need to be complementary. ‫ﺗﺨﺘﻠﻒ ﻣﺠﻤﻮﻋﺎت اﻟﻌﻤﻞ وﻓﺮق اﻟﻌﻤﻞ ﰲ أﻫﺪاﻓﻬﺎ وﻣﺴﺘﻮى اﻟﺘﺂزر واﳌﺴﺎءﻟﺔ‬ ‫ ﺗﺸﺎرك ﻣﺠﻤﻮﻋﺎت اﻟﻌﻤﻞ اﳌﻌﻠﻮﻣﺎت ﺣﻴﺚ‬.‫ وﻇﻴﻔﺘﻬﻢ ﻣﺨﺘﻠﻔﺔ‬.‫واﳌﻬﺎرات‬ ‫ﻤﻮﻋﺎت‬J‫ ﻳﻜﻮن اﻟﺘﺂزر ﰲ ا‬.‫ﺗﻌﻤﻞ ﻓﺮق اﻟﻌﻤﻞ ﻣﻌًﺎ ﻣﻦ أﺟﻞ أداء ﺟﻤﺎﻋﻲ‬ ‫ ﳝﻜﻦ أن ﺗﻜﻮن اﳌﺴﺎءﻟﺔ‬.‫ﻣﺤﺎﻳﺪًا ﺣﻴﺚ ﻳﻜﻮن ﻟﺪى ﻓﺮق اﻟﻌﻤﻞ ﺗﺂزر إﻳﺠﺎﺑﻲ‬ ‫ ﺳﻮف ﺗﺘﻨﻮع‬. ‫ وﻟﻜﻨﻬﺎ ﻏﺎﻟﺒًﺎ ﻣﺎ ﺗﻜﻮن ﻣﺘﺒﺎدﻟﺔ ﺑﲔ اﻟﻔﺮق‬،‫ﻓﺮدﻳﺔ ﰲ ﻛﻠﻴﻬﻤﺎ‬ .‫ﻤﻮﻋﺔ ﺣﻴﺚ ﻳﺠﺐ أن ﺗﻜﻮن اﳌﻬﺎرات ﰲ اﻟﻔﺮﻳﻖ ﻣﺘﻜﺎﻣﻠﺔ‬J‫اﳌﻬﺎرات ﰲ ا‬ ‫ا‪/‬ﻤﻮﻋﺎت ﻣﻘﺎﺑﻞ اﻟﻔﺮق‬ ‫‪Groups versus Teams‬‬ ‫ﻗﺎﺋﺪ ﻗﻮي وذو ﺗﺮﻛﻴﺰ واﺿﺢ‬ ‫اﳌﺴﺎءﻟﺔ اﻟﻔﺮدﻳﺔ‬ ‫ﻏﺮض ا‪/‬ﻤﻮﻋﺔ ﻫﻮ ﻧﻔﺲ اﳌﻬﻤﺔ اﻟﺘﻨﻈﻴﻤﻴﺔ اﻷوﺳﻊ‬ ‫ﻣﻨﺘﺠﺎت اﻟﻌﻤﻞ اﻟﻔﺮدﻳﺔ‬ ‫ﻳﺪﻳﺮ اﺟﺘﻤﺎﻋﺎت ﻓﻌﺎﻟﺔ‬ ‫ﻳﻘﻴﺲ ﻓﻌﺎﻟﻴﺘﻪ ﺑﺸﻜﻞ ﻏﻴﺮ ﻣﺒﺎﺷﺮ ﻣﻦ ﺧﻼل ﺗﺄﺛﻴﺮه ﻋﻠﻰ اﻵﺧﺮﻳﻦ )ﻣﺜﻞ اﻷداء‬ ‫اﳌﺎﻟﻲ ﻟﻠﺸﺮﻛﺔ(‬ ‫ﻣﺠﻤﻮﻋﺔ ﻋﻤﻞ‬ ‫ﻳﻨﺎﻗﺶ وﻳﻘﺮر وﻳﻨﺪوب ﻣﻌًﺎ‬ ‫اﻷدوار اﻟﻘﻴﺎدﻳﺔ اﳌﺸﺘﺮﻛﺔ‬ ‫اﳌﺴﺎءﻟﺔ اﻟﻔﺮدﻳﺔ واﳌﺘﺒﺎدﻟﺔ‬ ‫ﻫﺪف اﻟﻔﺮﻳﻖ اﶈﺪد اﻟﺬي ﻳﺤﻘﻘﻪ اﻟﻔﺮﻳﻖ ﻧﻔﺴﻪ‬ ‫ﻣﻨﺘﺠﺎت اﻟﻌﻤﻞ اﳉﻤﺎﻋﻲ ﻳﺸﺠﻊ اﳌﻨﺎﻗﺸﺔ اﳌﻔﺘﻮﺣﺔ واﻻﺟﺘﻤﺎﻋﺎت‬ ‫اﻟﻨﺸﻄﺔ ﳊﻞ اﳌﺸﻜﻼت‬ ‫ﻳﻘﻴﺲ اﻷداء ﻣﺒﺎﺷﺮة ﻣﻦ ﺧﻼل ﺗﻘﻴﻴﻢ ﻣﻨﺘﺠﺎت اﻟﻌﻤﻞ اﳉﻤﺎﻋﻲ‬ ‫ﻳﻨﺎﻗﺶ وﻳﻘﺮر وﻳﻘﻮم ﺑﻌﻤﻞ ﺣﻘﻴﻘﻲ‬ ‫ﻓﺮﻳﻖ‬ Types of Teams  1- Problem-Solving Teams ‫ﻓﺮﻳﻖ ﺣﻞ اﳌﺸﻜﻼت‬ ‫ ﻣﻮﻇﻔًﺎ ﻣﻦ ﻧﻔﺲ‬12 ‫ إﻟﻰ‬5 ‫ﻣﺠﻤﻮﻋﺎت ﻣﻦ‬ ‫اﻟﻘﺴﻢ ﻳﺠﺘﻤﻌﻮن ﻟﺒﻀﻊ ﺳﺎﻋﺎت ﻛﻞ أﺳﺒﻮع‬ ‫ﳌﻨﺎﻗﺸﺔ ﻃﺮق ﲢﺴﲔ اﳉﻮدة واﻟﻜﻔﺎءة وﺑﻴﺌﺔ‬ ‫اﻟﻌﻤﻞ‬  Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment ‫وﻧﺎدرا ﻣﺎ ﻳﺘﻢ ﻣﻨﺤﻬﻢ ﺳﻠﻄﺔ ﺗﻨﻔﻴﺬ أي ﻣﻦ اﻹﺟﺮاءات اﳌﻘﺘﺮﺣﺔ ﻣﻦ ﺟﺎﻧﺐ واﺣﺪ‬  Rarely given authority to unilaterally implement any of their suggested 10 ‫ﻓﺮق اﻟﻌﻤﻞ ذاﺗﻴﺔ اﻹدارة ﻣﺠﻤﻮﻋﺎت ﻣﻦ‬ actions ‫ﺣﻞ اﳌﺸﺎﻛﻞ‬ ‫ﻓﺮق اﻟﻌﻤﻞ ذاﺗﻴﺔ اﻹدارة‬ ‫ ﺷﺨﺼًﺎ ﻳﺘﻮﻟﻮن ﻣﺴﺆوﻟﻴﺎت اﳌﺸﺮﻓﲔ‬15 ‫إﻟﻰ‬  2- Self-Managed Work Teams (‫اﻟﺴﺎﺑﻘﲔ ﻋﻠﻴﻬﻢ )اﻟﺬﻳﻦ ﻟﻴﺲ ﻟﺪﻳﻬﻢ ﻣﺪﻳﺮ‬  Groups of 10 to 15 people who take on the responsibilities of their former supervisors (who do not have a manager)  Select and evaluate members ‫اﺧﺘﻴﺎر وﺗﻘﻴﻴﻢ اﻷﻋﻀﺎء‬  Effectiveness is situationally dependent ‫اﻟﻔﻌﺎﻟﻴﺔ ﺗﻌﺘﻤﺪ ﻋﻠﻰ اﻟﻈﺮﻓﻴﺔ‬ ‫ﻳﺪﻳﺮ ﻧﻔﺴﻪ‬ ‫اﳌﺰﻳﺪ ﻣﻦ أﻧﻮاع اﻟﻔﺮق‬ 8 More Types of Teams ‫ﻓﺮق ﻣﺘﻌﺪدة اﻟﻮﻇﺎﺋﻒ‬ 3- Cross-Functional ‫أﻋﻀﺎء ﻣﻦ ﻣﻨﺎﻃﻖ ﻣﺘﻨﻮﻋﺔ داﺧﻞ وﺑﲔ اﳌﻨﻈﻤﺎت اﻟﺬﻳﻦ‬ ‫ﻳﺠﺘﻤﻌﻮن ﻣﻌًﺎ ﻹﳒﺎز ﻣﻬﻤﺔ ﻣﺎ‬ Teams  Members from diverse areas within and between organizations who come together to accomplish a task  Exchange information ‫ﺗﺒﺎدل اﳌﻌﻠﻮﻣﺎت‬  Develop new ideas and solve problems ‫ﺗﻄﻮﻳﺮ أﻓﻜﺎر ﺟﺪﻳﺪة وﺣﻞ اﳌﺸﻜﻼت‬  Coordinate complex projects ‫ﺗﻨﺴﻴﻖ اﳌﺸﺎرﻳﻊ اﳌﻌﻘﺪة‬  Development may be timeconsuming due to ‫ﻗﺪ ﻳﺴﺘﻐﺮق اﻟﺘﻄﻮﻳﺮ وﻗﺘًﺎ ﻃﻮﻳﻼً ﺑﺴﺒﺐ اﻟﺘﻌﻘﻴﺪ واﻟﺘﻨﻮع‬ complexity and diversity Organizational Behavior (HUR 212) ‫اﻟﻨﻮع اﻟﻨﻬﺎﺋﻲ ﻟﻠﻔﺮﻳﻖ‬ A Final Type of Team ‫اﻟﻔﺮق اﻻﻓﺘﺮاﺿﻴﺔ‬  4- Virtual Teams ‫اﻟﻔﺮق اﻟﺘﻲ ﺗﺴﺘﺨﺪم ﺗﻜﻨﻮﻟﻮﺟﻴﺎ اﻟﻜﻤﺒﻴﻮﺗﺮ ﻟﺮﺑﻂ اﻷﻋﻀﺎء‬ ‫اﳌﺸﺘﺘﲔ ﺟﺴﺪﻳًﺎ ﻣﻦ أﺟﻞ ﲢﻘﻴﻖ ﻫﺪف ﻣﺸﺘﺮك‬  Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal ‫ﺻﻔﺎت‬  Characteristics  Limited socializing ‫اﻟﺘﻨﺸﺌﺔ اﻻﺟﺘﻤﺎﻋﻴﺔ ﻣﺤﺪودة‬  The ability to overcome time and space constraints ‫اﻟﻘﺪرة ﻋﻠﻰ اﻟﺘﻐﻠﺐ ﻋﻠﻰ ﻗﻴﻮد اﻟﺰﻣﺎن واﳌﻜﺎن‬  To be effective, needs: :‫ﻟﻜﻲ ﺗﻜﻮن ﻓﻌﺎﻟﺔ ﲢﺘﺎج إﻟﻰ‬  Trust among members ‫اﻟﺜﻘﺔ ﺑﲔ اﻷﻋﻀﺎء‬  Close monitoring ‫ﻣﺮاﻗﺒﺔ وﺛﻴﻘﺔ‬  To be publicized ‫ﻟﻴﺘﻢ ﻧﺸﺮﻫﺎ‬ ‫ﻣﺰاﻳﺎ اﺳﺘﺨﺪام اﻟﻔﺮق‬ Advantages of Using Teams  Teams outperform individuals. ‫ﺗﺘﻔﻮق اﻟﻔﺮق ﻋﻠﻰ اﻷﻓﺮاد‬  Teams provide a way to better use employee talents. ‫ﺗﻮﻓﺮ اﻟﻔﺮق ﻃﺮﻳﻘﺔ ﻻﺳﺘﺨﺪام ﻣﻮاﻫﺐ اﳌﻮﻇﻔﲔ ﺑﺸﻜﻞ أﻓﻀﻞ‬  Teams are more flexible and responsive. ‫أﺻﺒﺤﺖ اﻟﻔﺮق أﻛﺜﺮ ﻣﺮوﻧﺔ واﺳﺘﺠﺎﺑﺔ‬  Teams can be quickly assembled, deployed, refocused, and disbanded. ‫ﳝﻜﻦ ﲡﻤﻴﻊ اﻟﻔﺮق وﻧﺸﺮﻫﺎ وإﻋﺎدة ﺗﺮﻛﻴﺰﻫﺎ وﺣﻠﻬﺎ ﺑﺴﺮﻋﺔ‬ ‫ﺧﺼﺎﺋﺺ اﻟﻔﻌﺎﻟﻴﺔ ﻓﺮق‬ Characteristics of Effective Teams ‫ﻣﺘﺤﺪون ﰲ اﻟﺘﺰاﻣﻬﻢ ﺑﺄﻫﺪاف اﻟﻔﺮﻳﻖ‬ ‫ﻟﺪﻳﻬﻢ ﻓﻬﻢ واﺿﺢ ﻷﻫﺪاﻓﻬﻢ‬  Are unified in their commitment to team goals.  Have a clear understanding of their goals.  Have good ‫ﻟﺪﻳﻚ أﻧﻈﻤﺔ اﺗﺼﺎﻻت ﺟﻴﺪة‬  Have competent communication systems. members with ‫أن ﻳﻜﻮن ﻟﺪﻳﻚ أﻋﻀﺎء أﻛﻔﺎء‬ ‫ ﺑﺎﳌﻬﺎرات اﻟﻔﻨﻴﺔ واﻟﺸﺨﺼﻴﺔ ذات‬ Possess effective relevant ‫ﻳﺘﻤﺘﻌﻮناﻟﺼﻠﺔ‬ ‫اﻣﺘﻼك ﻣﻬﺎرات اﻟﺘﻔﺎوض اﻟﻔﻌﺎل‬ technical and negotiating skills interpersonal skills.  Have appropriate ‫ﺗﺘﻤﺘﻊ ﺑﺎﻟﻘﻴﺎدة اﳌﻨﺎﺳﺒﺔ‬  Exhibit high leadership mutual trust in the  Have both internally and character and integrity of their externally supportive members. environments ‫إﻇﻬﺎر ﺛﻘﺔ ﻣﺘﺒﺎدﻟﺔ ﻋﺎﻟﻴﺔ ﰲ‬ ‫ﺷﺨﺼﻴﺔ وﻧﺰاﻫﺔ أﻋﻀﺎﺋﻬﺎ‬ ‫ﻟﺪﻳﻚ ﺑﻴﺌﺎت داﻋﻤﺔ داﺧﻠﻴًﺎ وﺧﺎرﺟﻴًﺎ‬ ‫اﳌﻜﻮﻧﺎت اﻟﺮﺋﻴﺴﻴﺔ ﻟﻠﻔﺮق اﻟﻔﻌﺎﻟﺔ‬ 13 Key Components of Effective Teams  Context ‫ﺳﻴﺎق‬  Composition ‫ﺗﻌﺒﻴﺮ‬  Work Design ‫ﺗﺼﻤﻴﻢ اﻟﻌﻤﻞ‬  Process ‫ﻋﻤﻠﻴﺔ‬ Organizational Behavior (HUR 212) ‫ﺳﻴﺎق‬ 14 Context  Presence of adequate resources ‫وﺟﻮد اﳌﻮارد اﻟﻜﺎﻓﻴﺔ‬  Effective leadership ‫اﻟﻘﻴﺎدة اﻟﻔﻌﺎﻟﺔ‬  Climate of trust ‫ﻣﻨﺎخ اﻟﺜﻘﺔ‬  Performance evaluation and reward system that reflects team contributions ‫ﻧﻈﺎم ﺗﻘﻴﻴﻢ اﻷداء واﳌﻜﺎﻓﺄة اﻟﺬي ﻳﻌﻜﺲ ﻣﺴﺎﻫﻤﺎت اﻟﻔﺮﻳﻖ‬ Organizational Behavior (HUR 212) ‫ﺗﻌﺒﻴﺮ‬ 15 Composition ‫ﻗﺪرات اﻷﻋﻀﺎء‬  Abilities of members  Personality ‫ﺷﺨﺼﻴﺔ‬  Allocating roles ‫ﺗﻮزﻳﻊ اﻷدوار‬  Diversity ‫ﺗﻨﻮع‬  Size of teams ‫ﺣﺠﻢ اﻟﻔﺮق‬  Member flexibility ‫ﻣﺮوﻧﺔ اﻻﻋﻀﺎء‬  Member preferences ‫ﺗﻔﻀﻴﻼت اﻷﻋﻀﺎء‬ Organizational Behavior (HUR 212) ‫ﺗﺼﻤﻴﻢ اﻟﻌﻤﻞ‬ 16 Work Design  Freedom & ‫ﻓﺮﻳﺪوم واﳊﻜﻢ اﻟﺬاﺗﻲ‬ Autonomy  Skill variety ‫ﻣﺠﻤﻮﻋﺔ ﻣﺘﻨﻮﻋﺔ ﻣﻦ اﳌﻬﺎرات‬  Task identity ‫ﻫﻮﻳﺔ اﳌﻬﻤﺔ‬  Task significance ‫أﻫﻤﻴﺔ اﳌﻬﻤﺔ‬ Organizational Behavior (HUR 212) ‫ﻋﻤﻠﻴﺔ‬ 17 Process ‫اﻟﺘﺰام اﻷﻋﻀﺎء ﺑﻬﺪف ﻣﺸﺘﺮك‬  Member commitment to a common purpose  Establishment of specific team goals ‫ﲢﺪﻳﺪ أﻫﺪاف ﻣﺤﺪدة ﻟﻠﻔﺮﻳﻖ‬  Team efficacy ‫ﻓﻌﺎﻟﻴﺔ اﻟﻔﺮﻳﻖ‬  Managed level of conflict ‫ﻣﺴﺘﻮى اﻟﺼﺮاع اﳌﺪار‬  Minimizing social loafing ‫اﻟﺘﻘﻠﻴﻞ ﻣﻦ اﻟﺘﺴﻜﻊ اﻻﺟﺘﻤﺎﻋﻲ‬ Organizational Behavior (HUR 212) ‫ﺗﺸﻜﻴﻞ ﻻﻋﺒﻲ اﻟﻔﺮﻳﻖ‬ 18 Shaping Team Players ‫ ﻳﺠﺐ ﻋﻠﻰ اﳌﺪﻳﺮﻳﻦ اﺧﺘﻴﺎر اﳌﻮﻇﻔﲔ‬،‫ ﺑﺎﻹﺿﺎﻓﺔ إﻟﻰ اﳌﻬﺎرات اﻟﻔﻨﻴﺔ‬- ‫اﻻﺧﺘﻴﺎر‬ ‫اﻟﺬﻳﻦ ﻟﺪﻳﻬﻢ ﻣﻬﺎرات اﻟﺘﻌﺎﻣﻞ ﻣﻊ اﻵﺧﺮﻳﻦ ﻟﻴﻜﻮﻧﻮا ﻻﻋﺒﲔ ﰲ اﻟﻔﺮﻳﻖ‬  Selection – in addition to technical skills, managers must select employees who have the interpersonal skills to be team players  Training – workshops on problem-solving, communications, negotiation, conflictmanagement and coaching skills help ‫ ﺗﺴﺎﻋﺪ ورش اﻟﻌﻤﻞ ﺣﻮل ﺣﻞ اﳌﺸﻜﻼت واﻻﺗﺼﺎﻻت‬:‫اﻟﺘﺪرﻳﺐ‬ build team members ‫اﻟﻔﺮﻳﻖواﻟﺘﻔﺎوض‬ ‫وإدارة اﻟﻨﺰاﻋﺎت وﻣﻬﺎرات اﻟﺘﺪرﻳﺐ ﻋﻠﻰ ﺑﻨﺎء أﻋﻀﺎء‬  Rewards – rework to encourage cooperative efforts rather than competitive ones ‫ إﻋﺎدة اﻟﻌﻤﻞ ﻟﺘﺸﺠﻴﻊ اﳉﻬﻮد‬- ‫اﳌﻜﺎﻓﺂت‬ ‫اﻟﺘﻌﺎوﻧﻴﺔ ﺑﺪﻻً ﻣﻦ اﳉﻬﻮد اﻟﺘﻨﺎﻓﺴﻴﺔ‬ Organizational Behavior (HUR 212) ‫ﻓﺮق اﻟﻌﻤﻞ وإدارة اﳉﻮدة‬ 19 Teams and Quality Management  Teams provide the natural vehicle for employees to share ideas and to implement improvements ‫ﺗﻮﻓﺮ اﻟﻔﺮق اﻟﻮﺳﻴﻠﺔ اﻟﻄﺒﻴﻌﻴﺔ ﻟﻠﻤﻮﻇﻔﲔ ﳌﺸﺎرﻛﺔ اﻷﻓﻜﺎر وﺗﻨﻔﻴﺬ اﻟﺘﺤﺴﻴﻨﺎت‬ Organizational Behavior (HUR 212) ‫اﻟﺘﺤﺪﻳﺎت اﳊﺎﻟﻴﺔ ﰲ إدارة اﻟﻔﺮق‬ Current Challenges in Managing Teams :‫إﻳﺼﺎل اﳌﻮﻇﻔﲔ إﻟﻰ‬  Getting employees to: Cooperate with others ‫اﻟﺘﻌﺎون ﻣﻊ آﺧﺮون‬ ‫ﻣﺸﺎرﻛﺔ اﳌﻌﻠﻮﻣﺎت‬ Share information ‫ﻣﻮاﺟﻬﺔ اﻻﺧﺘﻼﻓﺎت‬ Confront differences Sublimate personal interest for the greater good of the team ‫اﳌﺼﻠﺤﺔ اﻟﺸﺨﺼﻴﺔ اﻟﺴﺎﻣﻴﺔ ﻣﻦ أﺟﻞ اﻟﺼﺎﻟﺢ اﻟﻌﺎم ﻟﻠﻔﺮﻳﻖ‬ ‫ﻓﻬﻢ اﻟﺸﺒﻜﺎت اﻻﺟﺘﻤﺎﻋﻴﺔ‬ Understanding Social Networks  Social Network ‫ﺷﺒﻜﺔ اﺟﺘﻤﺎﻋﻴﺔ‬ The patterns of informal connections among individuals within groups‫ﻤﻮﻋﺎت‬4‫أﳕﺎط اﻻﺗﺼﺎﻻت ﻏﻴﺮ اﻟﺮﺳﻤﻴﺔ ﺑﲔ اﻷﻓﺮاد داﺧﻞ ا‬  The Importance of Social Networks ‫أﻫﻤﻴﺔ اﻟﺸﺒﻜﺎت اﻻﺟﺘﻤﺎﻋﻴﺔ‬ Relationships can help or hinder team effectiveness ‫اﻟﻌﻼﻗﺎت ﳝﻜﻦ أن ﺗﺴﺎﻋﺪ أو ﺗﻌﻴﻖ ﻓﻌﺎﻟﻴﺔ اﻟﻔﺮﻳﻖ‬ Relationships improve team goal attainment and increase member commitment to the team. ‫ﺗﻌﻤﻞ اﻟﻌﻼﻗﺎت ﻋﻠﻰ ﲢﺴﲔ ﲢﻘﻴﻖ أﻫﺪاف اﻟﻔﺮﻳﻖ وزﻳﺎدة اﻟﺘﺰام اﻷﻋﻀﺎء ﲡﺎه اﻟﻔﺮﻳﻖ‬