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EIU TEC 5133 - Quality Management for Organizational Excellence

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Quality Management for Organizational Excellence Lecture/Presentation NotesTen: Team Building and TeamworkTen: Team Building and Teamwork (Continued)Slide 4Slide 5Slide 6Ten: Team Building and Teamwork (Continued)Slide 8Slide 9Slide 10Slide 11Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.1Quality Managementfor Organizational ExcellenceLecture/Presentation NotesBy:Dr. David L. Goetsch and Stanley DavisBased on the book Quality Management for Organizational Excellence (Sixth Edition)2Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.Ten:Team Building and TeamworkMAJOR TOPICSOverview of Team Building and TeamworkBuilding Teams and Making Them WorkFour-Step Approach to Team BuildingCharacter Traits and TeamworkTeams Are Not Bossed—They are CoachedHandling Conflict in TeamsStructural Inhibitors of TeamworkRewarding Team and Individual PerformanceRecognizing Teamwork and Team PlayersLeading Multicultural Teams3Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.Ten:Team Building and Teamwork(Continued)A team is a group of people with a common, collective goal. The rationale for the team approach to work is that “two heads are better than one.” A group of people becomes a team when the following conditions exist: There is agreement as to the missionMembers adhere to ground rulesThere is a fair distribution of responsibility and authorityPeople adapt to change.4Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.Ten:Team Building and Teamwork(Continued)Teams can be classified as department, process improvement, and task force teams. Factors that can promote the success of a team are:Personal identity of team membersRelationships among team membersThe team’s identity within the organization.5Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.Ten:Team Building and Teamwork(Continued)To be an effective team leader, one should apply the following strategies:Be clear on the team’s mission.Identify success criteria.Be action centered.Establish ground rules.Share informationCultivate team unity.6Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.Ten:Team Building and Teamwork(Continued)One can be a good team member by applying the following strategies:Gain entry.Be clear on the team’s mission.Be well prepared and participate.Stay in touch.7Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.Ten:Team Building and Teamwork(Continued) ●The Ten Team Commandments are: InterdependenceStretching tasksAlignmentCommon languageTrust/respectShared leadership/followershipProblem-solving skillsConfrontation/Conflict handling skillsAssessment/actionCelebration8Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.Ten:Team Building and Teamwork(Continued)After a team has been formed, a mission statement should be drafted. A good mission statement summarizes the team’s reason for being. It should be broad enough to allow for the measure of progress.Character traits that promote successful teamwork are:HonestySelflessnessDependabilityEnthusiasmResponsibilityCooperativenessInitiativePatienceResourcefulnessPunctualityTolerance/SensitivityPerseveran ce9Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.Ten:Team Building and Teamwork(Continued)Teams are not bossed. They are coached. Coaches are facilitators and mentors. They promote mutual respect among team members and foster cultural diversity.Employees will not always work well together as a team just because it’s the right thing to do. Employees might not be willing to trust their performance, in part, to other employees.10Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.Ten:Team Building and Teamwork(Continued)Common structural inhibitors in organizations are:Unit structureAccountabilityUnit goalsResponsibilityCompensationRecognitionPlanningControl11Quality Management, 6th ed.Goetsch and Davis© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.Ten:Team Building and Teamwork(Continued)Team and individual compensation systems can be developed in four steps:1. Decide what performance to measure.2. Determine how to measure the performance.3. Identify the rewards to be offered.4. Integrate related processes.Challenges faced when leading multicultural teams include differing: 1) approaches to decision making, 2) attitudes toward authority, 3) attitudes toward work, and 4) approaches to


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EIU TEC 5133 - Quality Management for Organizational Excellence

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