Chapter 13

Chapter 13WORK TEAM DEVELOPMENT

UBMM3023 ORGANIZATIONAL DEVELOPMENT Gurmit Deo

LEARNING OBJECTIVESDescribe major OD quality and productivity interventions.Diagnose job design problems as part of OD program.Feedback of results with comparison between actual performance and goals.Previous step sets stage for recycling of goal-setting process.


CONTINUOUS IMPROVEMENT PROCESSESMessage for organizations is clear: change or face elimination.Trends in organizations are toward decrease in staff positions. Horizontal organization, fewer levels of management, broader span of control, decrease in staff position and decentralization. Decision-making authority being pushed down to lowest levels of organization.The work team, not the individual, is becoming the mechanism for organizing work


CHANGES IN JOB DESIGNDesign of jobs changing to accommodate demands of changing organizations.The objective is to find and implement innovative ways of doing work.Job design involves changing nature of jobs to improve workers satisfaction and productivity. Line workers are planning, organizing, controlling, and leading.


JOB ENRICHMENT THEORYJobs 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. Work itself should be challenging, interesting and meaningful


TECHNIQUES TO IMPROVE MOTIVATION FACTORS OF JOBS:Arrange job into natural and complete units.Add more difficult assignments and provide training.Grant additional authority.Employees become experts in areas.Make information directly available.


Remove controls while still holding employee accountable.Extrinsic rewards are important but in themselves not motivators. Improve both quality of work and rewards.


JOB CHARACTERISTICS THEORYTheory attempts to develop objective measures of job characteristics.Purpose is to directly affect employee attitudes and work behaviors.


5 CORE JOB DIMENSIONS:Skill variety - types of skills involved.Task identity - job is identifiable piece of work.Task significance - job impacts lives of others.Autonomy - job provides independence in scheduling work.Job feedback - job obtains direct feedback.Jobs that measure high on preceding dimensions produce increased outcomes.


MOTIVATIONAL POTENTIAL BASED ON FORMULAFive core job dimensions can be mathematically combined to obtain jobs motivational potentialHigh score in SV, TI and TS, employees experience meaningfulness in the jobHigh score in autonomy, leads to feeling of responsibility and accountability in an employeeHigh score in job feedback, indicated understanding in doing ones job


METHODS FOR IMPROVING JOBS

Take fractionalized tasks and put together to form larger and new jobs.Form natural work units by providing complete task.Allow employee to have direct contact with people using product or service.Allow an employee to decide on work methods, break times, training, formulating 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.


TOTAL QUALITY MANAGEMENT (TQM)Also known as continuous quality improvement (CQI) and leadership through quality (LTQ)TQM is improving quality of organizations product or service. Organizational strategy committed to improving customer satisfaction, teamwork and continuous improvement.Develops techniques to carefully manage output quality. Purpose of TQM is to make the organization more effective and develop the potential of its employees


CHARACTERISTICS OF TQMOrganization wide.Top support.TQM in the culture.Partnership with customers and suppliers.Everyone in organization is customer.


Reduced cycle time.Techniques range in scope.Do it right the first time.Organization values and respects everyone.Designed to fit organization.


DIMENSIONS OF QUALITYPerformanceFeaturesReliabilityConformanceDurabilityServiceabilityAestheticPerceived quality


MALCOLM BALDRIGE NATIONAL QUALITY AWARDU.S. government response to encourage organizations to improve quality.Award given annually from 2 to 5 organizations.Seven Criteria for award includes Leadershipstrategic planningCustomer and market focushuman resource focusbusiness resultsProcess managementMeasurement, analysis, and knowledge management


TQM AND OD HAVE SIMILAR VALUESTQM 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.


SELF-MANAGED WORK TEAMSAutonomous group whose members decide how to handle their task.Composed of people from different parts of organization with different skills and backgrounds.May be permanent or temporary.Increased responsibility placed on team members


CHARACTERISTICS OF SELF-MANAGED WORK TEAMSStructure has few management levels-based on team concepts. Lack of status symbols egalitarian culture.Functional boundaries that member can identify-physical site.Number of team members usually 5 to 15.Team orders material and equipment.


Team has sense of vision.Partnership among members and management.Diversity in members viewpoints.Information openly shared.Members knowledgeable and skilled in their areas.Training is a major requirementTeam members knowledgably about customers, competitors, and supplier


DESIGN OF JOBS5 core job dimensions help in evaluating extent team is self-managed.Skill varietyTask identityTask significanceAutonomyJob feedbackOrganization structure modified to accommodate teams.Team provides their own management.Fewer support staff because team performs these jobs.


TEAMS USUALLY HAVE THREE LEVELS OF MANAGEMENTInternal leader Makes sure equipment and supplies are available. Helps the team organize itselfServes as an additional member when necessaryCoordinator or external leader Act as an energizer, teacher and facilitator. Helps team obtain resources. Encourage self-managing behavior, learning, goal setting, creativity, self-evaluation, and problem-solvingUpper management or support team Does general planning, makes broad goals, and deals with outside parties.


REWARD SYSTEMSBased on team performance.Reward system known as gainsharingRewards 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.


CAUTIONS IN USING SELF-MANAGED TEAMSMay not be appropriate to task, people, and context.Organization does not perceive a need to changeManagers and leaders may be vague about roles.Lack of training can cause teams to fail.Organization does not provide reward for team performanceFlat structure means fewer opportunities for advancement to managerial positionsTeams are a permanent feature of their jobs


Chapter 13

Documents

Transcript of Chapter 13