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Unit 4 Session 7

Chapter 13

Work Team Development

An Experiential Approach to Organization Development

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Chapter 13

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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.


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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.


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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.


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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.


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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.


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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.


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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.


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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.


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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.


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Job Characteristics Theory

Theory attempts to develop objective measures

of job characteristics.

Purpose is to directly affect employee attitudes

and work behaviors.


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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.


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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.


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Motivational Potential

Based on Formula


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Methods for Improving Jobs(part 1 of 2)

Take fractionalized tasks and put together.

Form natural work units.

Allow employee to have direct contact withpeople using product or service.


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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.


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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.


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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.


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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.


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Total Quality Management (TQM)

TQM is improving quality of organizations

product or service.

Organizational strategy committed to improving

customer satisfaction.

Develops techniques to carefully manage output

quality.


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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.


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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.


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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.


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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.


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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.


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Characteristics of Self-Managed

Work Teams (part 1 of 2)

Structure has few management levels.

Lack of status symbols.

Functional boundaries that member canidentify.

Number of team members usually 5 to 15.

Team orders material and equipment.


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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.


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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.


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OD in Practice: W. L. Gores 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.


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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.

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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.


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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.


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Reward Systems

Based on team performance.

Rewards may be given to team and then team

decides how to distribute them.

Teams small enough for individuals

performance to be reflected in paycheck and

paycheck of everyone else on team.


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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.


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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.


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Gain sharing - incentive system sometimes

used in self-managed work teams. Internal team leader - leader of team

usually selected by members.

Job characteristics model - objectivemeasures of job characteristics that can

affect employee attitudes and work

behaviors.


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Job design - the way a job is structured.

Job enrichment theory - method that buildsin satisfaction to a job.

Job feedback - individual obtaining direct

and clear information about performance.


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Motivating potential score (MPS) -

measurement of jobs ability to produceincreased personal and work outcomes.

Self-managed work teams - autonomous

group whose members decide how to

handle their task.


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Skill variety - degree job requires variety of

activities that involve different skills andtalents.

Support team - responsible for general

planning, making broad goals, and dealing

with outside parties.


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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.


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Preparations for Next Chapter

Read Chapter 14.

Complete Step 1 of OD Skills Simulation 14.1.

Read and analyze Case: Tucker Knox

Corporation.

24094-brown7_13

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