mcgraw-hill/irwin 2010 modified by jackie kroening 2011 teams in quality organizations chapter 9

McGraw-Hill/Irwin 2010 Modified by Jackie Kroening 2011

TEAMS IN

QUALITY

ORGANIZATIONS

Chapter 9

Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011

Quality Organizations and Work Teams

Quality movement – Emphasizes the highest standards in the process of production as well as in the final product.

Empowerment – A Total Quality Management (TQM) strategy that involves forming people into groups to solve problems and complete tasks.

Rewards – Indicates benefits for employees, including profit sharing or paid bonuses.


ISO 9000: Seeks to put into place formalized standards throughout

businesses and industries. Provides evaluation and certification for compliance to

standards of quality. ISO standards ask organizations to:

Describe the business process. Show the procedure manuals. Exhibit evidence in documented records.



Team Building

Team building creates and encourages a group of employees to work together towards achieving group goals and increased productivity.

Work team is group of employees with shared goals who join forces on a work project.

Work teams are required for creating team spirit. Team spirit is the energy and shared commitment that result

from shared teamwork.


Implementation Questions asked by team-building

consultants when they start creating a work group:

What do you want from this team? What do you have to give to this team?

Trust – Building trust is one of the first steps in creating a team.

Goals must be clear, attainable, and must be considered important by all team members.

Team Building


Decision Making in Teams

Decisions will be made using one of the following options:

Minority – One person or perhaps a few group members make the final decision.

Majority – More than half of the team decides. Unanimous – All team members agree on the decision. Consensus – All group members agree to carry out the

decision even if they don’t agree with it.


Organizational Climate: The Weatherof the Workplace

Major qualities of organizational climate Involves the way members of an organization see it in terms

of trust, recognition, freedom to create, fairness, and independence.

Produced by the way members relate to one another. Reflects the norms and attitudes of the organization’s

culture. Influences and helps to shape the behavior of individuals. Basis for understanding organizational situations.


Maintaining a climate Best organizational climate allows the most

productivity over the longest period of time. Include qualities such as high trust levels. Reasonable level of freedom. High standards of fairness. Fair recognition for each person’s work.

Organizational Climate: The Weatherof the Workplace


Corporate Culture: Shared Values

Corporate culture is a network of shared values.

Values are more deep-seated than attitudes. Culture stories (traditions) illustrate the

values of people who make an organization work.


Fact or fiction The factual truth of culture stories is less important than the

symbolic truth. In order to see what is valued, employees look at

company infrastructure: Design and layout of the physical work space. Leadership structure of the organization. Its systems and policies, rites and rituals, and reinforcement

for employee behavior.

Corporate Culture: Shared Values


Essentials of Corporate Culture

Paradigms Control systems Organizational structures Power structure Symbols Rituals and routines Stories and myths


*** Types of Corporate Culture ***

The Five Types of Corporate Culture

Father-founder Bureaucratic Participative Professional Managerial


Father-founder – Company run by the person who founded it. Bureaucratic – Power in the company is based on what is “legal

and rational.” Participative – Based on judgments about how well people work

together, get along, and commitment of each member to organizational goals.

Professional – Centered on expertise and the development of skills and knowledge.

Managerial-entrepreneurial – Power associated with success in dealing with clients, customers, providing service, quality, and dependability.

Types of Corporate Culture


The “New” Corporate Culture:The Importance of Self-Esteem

Managers should avoid making an employee feel intimidated or overly uncomfortable.

They should work very hard on a fairness agenda. Managers should allow everyone to discuss issues

openly. Managers should look at developing the self-esteem

of all members of the organization. Individual and group goals should be combined to

produce a sense of direction.


The Importance of Fairness

Trust – The main tool for employees’ confidence in management.

Consistency – Remaining predictable and fair. Truthfulness – The most obvious necessities for

fairness. Expectations – Refer to those that come from

management. Equity – Treating everyone with the same rules.


Influence – Each member of the organization has a stake in goal setting, problem solving, and helping to make changes.

Justice – The reward must fit the achievement; the punishment must fit the crime.

Respect – Deep sense of high regard for people

Overall fairness – Central issue in the psychological contract between managers and subordinates.

The Importance of Fairness


Strategies for Success

Building a successful team Train the team. Manage the team as a team. Delegate authority specifically. Be a clarifier. Be a communicator.

Changing your workplace climate Check your own example. Listen to your colleagues. Notice physical details. Get rid of ambiguity. Make people feel respected and important.


Creating fairness in the workplace Maintain trust at work. Create consistency at work. Expect truthfulness at work. Maintain integrity from yourself and employees. Create expectations for employees. Treat everyone with the same rules. Allow employees to have influence in decisions. Administer appropriate rewards and discipline. Show respect at work. Create a corporate culture of overall fairness.

Strategies for Success

mcgraw-hill/irwin 2010 modified by jackie kroening 2011 teams in quality organizations chapter 9

Documents

team members

jackie kroening

team building team building

team building slide

human relations

team spirit

work group

standards of quality