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 TOPICSOverview of Team Building and TeamworkBuilding Teams and Making Them WorkFour-Step Approach to Team BuildingCharacter Traits and TeamworkTeams Are Not Bossed—They are CoachedHandling Conflict in TeamsStructural Inhibitors of TeamworkRewarding Team and Individual PerformanceRecognizing Teamwork and Team PlayersLeading 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 missionMembers adhere to ground rulesThere is a fair distribution of responsibility and authorityPeople 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 membersRelationships among team membersThe 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 informationCultivate 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: InterdependenceStretching tasksAlignmentCommon languageTrust/respectShared leadership/followershipProblem-solving skillsConfrontation/Conflict handling skillsAssessment/actionCelebration8Quality 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:HonestySelflessnessDependabilityEnthusiasmResponsibilityCooperativenessInitiativePatienceResourcefulnessPunctualityTolerance/SensitivityPerseveran 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 structureAccountabilityUnit goalsResponsibilityCompensationRecognitionPlanningControl11Quality 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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