Chapter 13 Team Work Development Presenters: Kristen Hunt Yanique Reid Latoya Vernon.

Chapter 13Team Work

Development

Presenters: Kristen Hunt Yanique Reid Latoya Vernon

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.

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

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.

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.

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.

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

Benefits of QualityHigh customer satisfactionReliable products/servicesBetter efficiency of operationsMore productivity and profitsBetter morale of workforceLess wastage costsLess inspection costsImproved processMore market share

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

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.

*KeynoteWhen TQM is implemented

properly, it can be advantageous to the organization as it improves quality, increase productivity and enhance employee development.

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Self Managed Teams

Presenter: Latoya Vernon

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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.”

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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

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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.

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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.

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Design of JobsSkill variety

Task identity

Task significance

Autonomy

Job feedback

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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

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Management and leadership Behaviors

Distinct levels:Internal team leader

Coordinator

Support team

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Reward systemGain sharing – at least 80% of

rewards are shared among team members.

Knowledge based pay- rewards given based on skills and knowledge

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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

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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

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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

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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

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Results of self managed teams

Self-Directed Teams.mp4