Leadership & Organizational Behavior PDF

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HeartwarmingWolf1822

Uploaded by HeartwarmingWolf1822

Università di Pavia

Francesca Sanguineti, Pietro Previtali

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team cohesiveness organizational behavior workplace teams leadership

Summary

This presentation provides an overview of different types of workplace teams focusing on employee involvement, problem-solving, self-management, and virtual teams. It also discusses team cohesiveness and conflict management, highlighting the importance of leadership support in self-managing work teams. The material appears to be from a university lecture.

Full Transcript

Leadership & Organizational Behavior Francesca Sanguineti Pietro Previtali Team Cohesiveness The degree to which members are attracted to, and motivated to remain part of, it. Members of highly cohesive groups: Value their membership and strive to...

Leadership & Organizational Behavior Francesca Sanguineti Pietro Previtali Team Cohesiveness The degree to which members are attracted to, and motivated to remain part of, it. Members of highly cohesive groups: Value their membership and strive to maintain positive relationships with other group members More energetic when working on group activities Less likely to be absent More likely to be happy about performance success and sad about failures May or may not necessarily be good for an organization. How does cohesiveness influence performance? 2 Team Cohesiveness How does cohesiveness influence performance? Typically, the more cohesive the team, the greater the conformity of members to team norms. Performance is highest in a very cohesive team with positive performance norms. Low High performance performance Goup Cohesiveness High (The worst (The best sitaution) situation) Moderate to low Moderate Low performance performance Negative Positive Group performance norms 3 Influencing Team Cohesiveness Who takes the steps to build or increase cohesiveness? Is conflict always something negative? 4 How to manage conflict? Some guidelines: Give ample recognition to each member of the team Focus on a win-win situation (both individual & team benefit) Team chart that states the responsibility of each team member Mediate personal differences Find areas of agreement Help team members to address personal behaviors that will facilitate change 5 Types of Workplace Teams Many innovative ways of better using teams as effective components of organizations. 4 most common types: 1. Employee involvement teams 2. Problem-solving teams 3. Self-managing teams 4. Virtual teams 6 Employee involvement teams Applies to a variety of settings in which teams of workers meet regularly outside their normal work units for the purpose of collectively addressing important workplace issues. Goals: total quality concepts and the quest for continuous improvement in all operations. 5 – 10 members How to enhance quality, improve customer care or better satisfy customers, raise productivity and improve quality of work-life. Managers must commit to participation and empowerment. 7 Problem-solving teams Created for the specific purpose of generating solutions to problems. Quality circle: small group of people who meet periodically to discuss and develop solutions for problems relating to quality, productivity or cost. Members should receive special training in information gathering and problem-analysis techniques. Democratic participation. Taskforce: temporary, created with a relatively well-defined task to fulfilwithin a farly short period of time. Limited time horizon after which the taskforce is disbanded. 8 Virtual teams Members work independently towards the achievement of a common goal across space an time. 7 critical success factors: Supportive HR policies Training and on-the-job education and development Standard organizational and team processes Provision and maintenance of necessary electronic collaboration and communication technology OC that allows free flow of information, shared leadership and collaboration Leadership support that values teamwork, communication, learning and capitalizing on diversity Team-leader and team-member competencies for operating 9 Self-managing teams Small groups of employees work together as equals to solve problems and improve operations. Every self-managing team needs members with three strenght: 1. Technical expertise 2. Problem-solving and decision-making skills 3. Interpersonal skills Take on duties previously performed by traditional supervisors (i.e., quality control, work scheduling, performance evaluation). 10 Self-managing teams: Advantages Improved productivity Improved production quality Faster response to technological change Fewer job classifications and fewer management levels Lower employee absenteeism and turnover Improved work attitudes (…) 11 Team leadership Move beyond self-management to self-leasing teams. Should have more freedom & authority to make decisions, independent of external supervision. → Members perform work more for the natural (intrinsic) rewards that are built into the task than to receive externally administered rewards. Can ONLY work under 2 conditions: 1. Significant involvement of the workforce in determining the direction of the organization as well as pursuing that direction; 2. Opportunity for the work teams to influence that direction. 12

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