MGT 2030 Chapter Notes - Chapter 4: Role Conflict, Total Quality Management
OB-Effective Teams
Groups
-People with a common relationship, such as those working in the same office.
-Interaction is the most basic aspect of a group.
-Formal work groups are established by organizations to facilitate the achievement of
organizational goals.
-Informal groups emerge naturally in response to the common interests of
organizational members.
-Can either help or hurt an organization, depending on their norms for behaviour.
Teams
-Small number of people with complementary skills, committed to a common purpose,
performance goals, and approach which they hold themselves mutually accountable.
-Teams are involved in collective work through their joint efforts
Types of Teams
Problem-Solving or Process-Improvement Teams
Employees from the same department
Meet a few hours a week to discuss ways of improving quality/efficiency/work
environment.
Total Quality Management (TQM) teams are an example
Self-Managed or Self-Directed Teams
Employees from same department or performing the same function
Assume responsibilities of their managers for planning and scheduling their work
Cross-Functional Teams
Employees from similar hierarchical level, from different functional areas, come
together to accomplish a project
New Product Development Teams from research, engineering, production,
marketing engaged in the design and launch of new products or services
Challenge and opportunity is that individuals will bring different perspectives
Virtual Teams
Use computer technology, tie together physically dispersed members in to
achieve a common goal.
Roles and Norms
Roles
set of expected behavior patterns/skills for someone occupying a given position.
Role Expectations
What others believe a person should act in a given situation.
Role Conflict
A situation in which an individual is confronted by divergent role expectations.
Conflict between work and family roles are significant.
First-line supervisors experience considerable role conflict
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Document Summary
People with a common relationship, such as those working in the same office. Interaction is the most basic aspect of a group. Formal work groups are established by organizations to facilitate the achievement of organizational goals. Informal groups emerge naturally in response to the common interests of organizational members. Can either help or hurt an organization, depending on their norms for behaviour. Small number of people with complementary skills, committed to a common purpose, performance goals, and approach which they hold themselves mutually accountable. Teams are involved in collective work through their joint efforts. Meet a few hours a week to discuss ways of improving quality/efficiency/work environment. Total quality management (tqm) teams are an example. Employees from same department or performing the same function. Assume responsibilities of their managers for planning and scheduling their work. Employees from similar hierarchical level, from different functional areas, come together to accomplish a project.
