An Experiential Approach to Organization Development 7 th edition Chapter 13 Slide 1 Chapter 13 Work Team Development.

An Experiential Approach to Organization Development 7 th edition Chapter 13Slide 1

Chapter 13Chapter 13

Work Team Development

An Experiential Approach to Organization Development 7 th edition

Chapter 13Slide 2

Learning Objectives (part 1 of 2)

Describe major OD quality and productivity

interventions.

Diagnose job design problems as part of OD

program.


Chapter 13Slide 3

Learning Objectives (part 2 of 2)

Identify similarities and differences in job

design, total quality management, and self-

managed work teams.

Experience how an OD practitioner can help

an organization to make productivity

changes.


Chapter 13Slide 4

Chugach School District (part 1 of 3)

Baldrige Award given to U.S. organizations that

have exemplary achievements in quality.

Chugach School District (CSD) received award

for “whole child education.”

CSD emphasizes real-life learning situations.


Chapter 13Slide 5


Interested groups produced a core vision,

shared values, and common performance

goals.

Approach is individualized and student-

centered.

Ten content areas and minimum graduation

levels of mastery.


Chapter 13Slide 6


Highlights of 10 years of results include:

Student performance exceeds state and

national norms.

More students are going on to college.

Faculty turnover rate went from 55 to 12

percent.


Chapter 13Slide 7

Continuous Improvement Processes

Message for organizations is clear: change or

face elimination.

Trends in organizations are toward decrease in

staff positions and decentralization.

Decision-making authority being pushed down

to lowest levels of organization.


Chapter 13Slide 8

Changes in Job Design

Design of jobs changing to accommodate

demands of changing organizations.

Job design involves changing nature of jobs to

improve workers’ satisfaction and

productivity.

Line workers are planning, organizing,

controlling, and leading.


Chapter 13Slide 9

Job Enrichment Theory

Jobs should be redesigned to improve

motivators related to a job.

Permit employees to attain more responsibility

and achievement.

Increase achievement, recognition,

responsibility, advancement, and challenge

for an employee.


Chapter 13Slide 10

Techniques to Improve Motivation Factors of Jobs: (part 1

of 2)

Arrange job into natural and complete units.

Add more difficult assignments.

Grant additional authority.

Employees become experts in areas.

Make information directly available.


Chapter 13Slide 11

Techniques to Improve Motivation Factors of Jobs: (part 2

of 2)

Remove controls while still holding employee

accountable.

Extrinsic rewards are important but in

themselves not motivators.

Improve both quality of work and rewards.


Chapter 13Slide 12

Job Characteristics Theory

Theory attempts to develop objective measures

of job characteristics.

Purpose is to directly affect employee attitudes

and work behaviors.


Chapter 13Slide 13

5 Core Job Dimensions: (part 1 of 2)

1. Skill variety - types of skills involved.

2. Task identity - job is identifiable piece of

work.

3. Task significance - job impacts lives of

others.


Chapter 13Slide 14

5 Core Job Dimensions: (part 2 of 2)

4. Autonomy - job provides independence in

scheduling work.

5. Job feedback - job obtains direct feedback.

Jobs that measure high on preceding

dimensions produce increased outcomes.


Chapter 13Slide 15

Motivational Potential Based on Formula


Chapter 13Slide 16

Methods for Improving Jobs(part 1 of 2)

Take fractionalized tasks and put together.

Form natural work units.

Allow employee to have direct contact with

people using product or service.


Chapter 13Slide 17

Methods for Improving Jobs(part 2 of 2)

Allow an employee to decide on work

methods, budgets, and managing crises.

Establish feedback channels so employees

can learn how they are performing.

Research on job design generally favorable and

bear out validity of theories.


Chapter 13Slide 18

Our Changing World: When Teams are 14 Time Zones Apart

(part 1 of 3)

ValiCert is software company confronted with

rising costs and competition from overseas.

Answer to problem was to move much of

programming to India.


Chapter 13Slide 19

Our Changing World (part 2 of 3)

ValiCert did not fully analyze their solution.

Problems included distance, inexperienced

programmers, and no local manager.

Indian programmers resigned in frustration.


Chapter 13Slide 20

Our Changing World (part 3 of 3)

ValiCert changed operations:

Indian programmers given entire projects.

Indian employees included in e-mails.

Position created to coordinate U.S. and

Indian teams.


Chapter 13Slide 21

Total Quality Management (TQM)

TQM is improving quality of organization’s

product or service.

Organizational strategy committed to improving

customer satisfaction.

Develops techniques to carefully manage

output quality.


Chapter 13Slide 22

Characteristics of TQM (part 1 of 2)

Organization wide.

Top support.

TQM in the culture.

Partnership with customers and suppliers.

Everyone in organization is customer.


Chapter 13Slide 23

Characteristics of TQM (part 2 of 2)

Reduced cycle time.

Techniques range in scope.

Do it right the first time.

Organization values and respects everyone.

Designed to fit organization.


Chapter 13Slide 24

Malcolm Baldrige National Quality Award

U.S. government response to encourage

organizations to improve quality.

Award given annually from 2 to 5 organizations.

Criteria for award includes leadership, strategic

planning, customer focus, human resource

focus, and business results.


Chapter 13Slide 25

TQM and OD Have Similar Values

TQM may not be part of OD program.

TQM as stand-alone program assumes

problems and solutions relate to quality.

OD practitioner guards against being “quality

expert.”

OD program may include TQM as one of

techniques.


Chapter 13Slide 26

Self-Managed Work Teams

Autonomous group whose members decide

how to handle their task.

Composed of people from different parts of

organization with different skills.

May be permanent or temporary.


Chapter 13Slide 27

Characteristics of Self-Managed Work Teams (part 1 of 2)

Structure has few management levels.

Lack of status symbols.

Functional boundaries that member can

identify.

Number of team members usually 5 to 15.

Team orders material and equipment.


Chapter 13Slide 28

Characteristics of Self-Managed Work Teams (part 2 of 2)

Team has sense of vision.

Partnership among members and management.

Diversity in members’ viewpoints.

Information openly shared.

Members knowledgeable in their areas.


Chapter 13Slide 29

Design of Jobs

5 core job dimensions help in evaluating extent

team is self-managed.

Organization structure modified to

accommodate teams.

Team provides their own management.

Fewer support staff because team performs

these jobs.


Chapter 13Slide 30

OD in Practice: W. L. Gore’s Lattice System (part 1 of 3)

Gore depends on continual innovation.

Gore uses the flat lattice system.

No chains of command.

Associates work on projects they believe most

worthy of their time.


Chapter 13Slide 31

OD in Practice (part 2 of 3)

Leaders emerge rather than being appointed.

Team does interviewing and hiring.

New associate assigned a sponsor.

Team successful because members are

successful.


Chapter 13Slide 32

OD in Practice (part 3 of 3)

Seniority and education do not count.

Compensation based on associates’

contribution to firm.

All associates offered stock option plan and

profit sharing.


Chapter 13Slide 33

Teams Usually Have Three Levels of Management

1. Internal leader - Makes sure equipment and

supplies are available.

2. Coordinator or external leader - Teacher and

facilitator. Helps team obtain resources.

3. Upper management or support team - Does

general planning, makes broad goals, and

deals with outside parties.


Chapter 13Slide 34

Reward Systems

Based on team performance.

Rewards may be given to team and then team

decides how to distribute them.

Teams small enough for individual’s

performance to be reflected in paycheck and

paycheck of everyone else on team.


Chapter 13Slide 35

Cautions in Using Self-Managed Teams

May not be appropriate to task, people, and

context.

Managers and leaders may be vague about

roles.

Lack of training can cause teams to fail.


Chapter 13Slide 36

Key Words and Concepts

Autonomy - degree to which job provides

independence to the individual.

Baldridge Award - given to U.S. organizations

that have achievements in quality.

Coordinator - energizer and serves as

teacher and facilitator for team.


Chapter 13Slide 37

Gain sharing - incentive system sometimes

used in self-managed work teams.

Internal team leader - leader of team usually

selected by members.

Job characteristics model - objective

measures of job characteristics that can

affect employee attitudes and work behaviors.


Chapter 13Slide 38

Job design - the way a job is structured.

Job enrichment theory - method that builds in

satisfaction to a job.

Job feedback - individual obtaining direct and

clear information about performance.


Chapter 13Slide 39

Motivating potential score (MPS) -

measurement of job’s ability to produce

increased personal and work outcomes.

Self-managed work teams - autonomous

group whose members decide how to handle

their task.


Chapter 13Slide 40

Skill variety - degree job requires variety of

activities that involve different skills and

talents.

Support team - responsible for general

planning, making broad goals, and dealing

with outside parties.


Chapter 13Slide 41

Task identity - requires completion of whole

and identifiable piece of work.

Task significance - degree to which job has

impact on lives of other people

Total Quality Management (TQM) -

organization strategy to improve customer

satisfaction by managing output quality.


Chapter 13Slide 42

Preparations for Next Chapter

Read Chapter 14.

Complete Step 1 of OD Skills Simulation

14.1.

Read and analyze Case: Tucker Knox

Corporation.

An Experiential Approach to Organization Development 7 th edition Chapter 13 Slide 1 Chapter 13 Work Team Development.

Documents

organization development

experiential approach

formula slide

th editionchapter

work team development

job feedback job

job design design of

autonomy job