Mgmt 311 Chapt 10

- Customer satisfaction- Product and Service Quality- Speed and Efficiency in Product Development- Employee Job Satisfaction- Decision Making

- Initially High Employee Turnover- Social Loafing- Disadvantages of Group Decision Making

1. The presence of someone with expertise2. The presentation of a compelling argument3. Lacking confidence in one's ability to contribute4. An unimportant or meaningless decision5. A dysfunctional decision-making climate

- clear purpose exists- job can't be done unless people work together- team-based rewards are possible- ample resources exist- teams have authority

- there is no clear purpose- job can be done independently - only individual-based rewards exist- resources are scarce- management controls

1. Traditional Work Groups2. Employee Involvement Teams3. Semi-autonomous work groups4. Self-managing teams5. self-designing teams

Where two or more people work together to achieve a shared goal.
In these groups, workers do not have direct responsibility or control over their work, but are responsible for doing the work or "executing the task."

Meet on company time on a weekly or monthly basis to provide advice or make suggestions to management concerning specific issues, such as plant safety, customer relations, or product quality.
And while they offer advice and suggestions, they do not have the authority to make decisions. taking ownership of the process."

They not only provide advice and suggestions to management, but they also have the authority to make decisions and solve problems related to the major tasks required to produce a product or service.
Semi-autonomous groups regularly receive information about budgets, work quality and performance, as well as competitors’ products. In short, semi-autonomous work groups give employees the autonomy to make decisions that are typically made by supervisors and managers.

Different from semi-autonomous work groups in that team members manage and control all of the majors tasks directly related to production of a product or service without first getting approval from management.
This includes managing and controlling the acquisition of materials, making a product or providing a service, and ensuring timely delivery.

Have all the characteristics of self-managing teams, but they can also control and change the design of the teams themselves, the tasks they do and how they do them, and who belongs to the teams.

- Cross-functional teams (composed of employees from different functional areas of organization)
- Virtual Teams ( group of geographically and/or organizationally dispersed coworkers who use a combination of telecommunications and information technologies to accomplish an organizational task)
- Project Teams (created to complete specific, one-time projects or tasks within a limited time - typically led by a project manager)

Team norms, team cohesiveness, team size, team conflict, team development

Informally agreed-on standards that regulate team behavior.
Norms are valuable because they let team members know what is expected of them.

The extent to which team members are attracted to a team and motivated to remain in it.