Chapter 13
Work Team Development
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 1
Learning Objectives (part 1 of 2)

Describe major OD quality and productivity
interventions.

Diagnose job design problems as part of OD
program.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 2
Learning Objectives (part 2 of 2)

Identify similarities and differences in job
design, total quality management, and self-
managed work teams.

Experience how an OD practitioner can help
an organization to make productivity
changes.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 3
Chugach School District (part 1 of 3)
Baldrige Award given to U.S. organizations that
have exemplary achievements in quality.
Chugach School District (CSD) received award
for “whole child education.”
CSD emphasizes real-life learning situations.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 4
Chugach School District (part 2 of 3)
Interested groups produced a core vision,
shared values, and common performance
goals.
Approach is individualized and studentcentered.
Ten content areas and minimum graduation
levels of mastery.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 5
Chugach School District (part 3 of 3)
Highlights of 10 years of results include:

Student performance exceeds state and
national norms.

More students are going on to college.

Faculty turnover rate went from 55 to 12
percent.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 6
Continuous Improvement
Processes
Message for organizations is clear: change or
face elimination.
Trends in organizations are toward decrease in
staff positions and decentralization.
Decision-making authority being pushed down
to lowest levels of organization.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 7
Changes in Job Design
Design of jobs changing to accommodate
demands of changing organizations.
Job design involves changing nature of jobs to
improve workers’ satisfaction and
productivity.
Line workers are planning, organizing,
controlling, and leading.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 8
Job Enrichment Theory
Jobs should be redesigned to improve
motivators related to a job.
Permit employees to attain more responsibility
and achievement.
Increase achievement, recognition,
responsibility, advancement, and challenge
for an employee.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 9
Techniques to Improve Motivation
Factors of Jobs: (part 1 of 2)
Arrange job into natural and complete units.
Add more difficult assignments.
Grant additional authority.
Employees become experts in areas.
Make information directly available.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 10
Techniques to Improve Motivation
Factors of Jobs: (part 2 of 2)
Remove controls while still holding employee
accountable.
Extrinsic rewards are important but in
themselves not motivators.
Improve both quality of work and rewards.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 11
Job Characteristics Theory
Theory attempts to develop objective measures
of job characteristics.
Purpose is to directly affect employee attitudes
and work behaviors.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 12
5 Core Job Dimensions: (part 1 of 2)
1.
Skill variety - types of skills involved.
2.
Task identity - job is identifiable piece of
work.
3.
Task significance - job impacts lives of
others.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 13
5 Core Job Dimensions: (part 2 of 2)
4.
Autonomy - job provides independence in
scheduling work.
5.
Job feedback - job obtains direct feedback.
Jobs that measure high on preceding
dimensions produce increased outcomes.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 14
Motivational Potential
Based on Formula
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 15
Methods for Improving Jobs
(part 1 of 2)

Take fractionalized tasks and put together.

Form natural work units.

Allow employee to have direct contact with
people using product or service.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 16
Methods for Improving Jobs
(part 2 of 2)

Allow an employee to decide on work
methods, budgets, and managing crises.

Establish feedback channels so employees
can learn how they are performing.
Research on job design generally favorable and
bear out validity of theories.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 17
Our Changing World: When
Teams are 14 Time Zones Apart
(part 1 of 3)
ValiCert is software company confronted with
rising costs and competition from overseas.
Answer to problem was to move much of
programming to India.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 18
Our Changing World (part 2 of 3)
ValiCert did not fully analyze their solution.
Problems included distance, inexperienced
programmers, and no local manager.
Indian programmers resigned in frustration.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 19
Our Changing World (part 3 of 3)
ValiCert changed operations:

Indian programmers given entire projects.

Indian employees included in e-mails.

Position created to coordinate U.S. and
Indian teams.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 20
Total Quality Management (TQM)
TQM is improving quality of organization’s
product or service.
Organizational strategy committed to improving
customer satisfaction.
Develops techniques to carefully manage
output quality.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 21
Characteristics of TQM
(part 1 of 2)
Organization wide.
Top support.
TQM in the culture.
Partnership with customers and suppliers.
Everyone in organization is customer.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 22
Characteristics of TQM
(part 2 of 2)
Reduced cycle time.
Techniques range in scope.
Do it right the first time.
Organization values and respects everyone.
Designed to fit organization.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 23
Malcolm Baldrige National
Quality Award
U.S. government response to encourage
organizations to improve quality.
Award given annually from 2 to 5 organizations.
Criteria for award includes leadership, strategic
planning, customer focus, human resource
focus, and business results.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 24
TQM and OD Have Similar Values
TQM may not be part of OD program.
TQM as stand-alone program assumes
problems and solutions relate to quality.
OD practitioner guards against being “quality
expert.”
OD program may include TQM as one of
techniques.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 25
Self-Managed Work Teams
Autonomous group whose members decide
how to handle their task.
Composed of people from different parts of
organization with different skills.
May be permanent or temporary.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 26
Characteristics of Self-Managed
Work Teams (part 1 of 2)
Structure has few management levels.
Lack of status symbols.
Functional boundaries that member can
identify.
Number of team members usually 5 to 15.
Team orders material and equipment.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 27
Characteristics of Self-Managed
Work Teams (part 2 of 2)
Team has sense of vision.
Partnership among members and management.
Diversity in members’ viewpoints.
Information openly shared.
Members knowledgeable in their areas.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 28
Design of Jobs
5 core job dimensions help in evaluating extent
team is self-managed.
Organization structure modified to
accommodate teams.
Team provides their own management.
Fewer support staff because team performs
these jobs.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 29
OD in Practice: W. L. Gore’s
Lattice System (part 1 of 3)
Gore depends on continual innovation.
Gore uses the flat lattice system.
No chains of command.
Associates work on projects they believe most
worthy of their time.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 30
OD in Practice (part 2 of 3)
Leaders emerge rather than being appointed.
Team does interviewing and hiring.
New associate assigned a sponsor.
Team successful because members are
successful.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 31
OD in Practice (part 3 of 3)
Seniority and education do not count.
Compensation based on associates’
contribution to firm.
All associates offered stock option plan and
profit sharing.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 32
Teams Usually Have Three
Levels of Management
1.
Internal leader - Makes sure equipment and
supplies are available.
2.
Coordinator or external leader - Teacher and
facilitator. Helps team obtain resources.
3.
Upper management or support team - Does
general planning, makes broad goals, and
deals with outside parties.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 33
Reward Systems
Based on team performance.
Rewards may be given to team and then team
decides how to distribute them.
Teams small enough for individual’s
performance to be reflected in paycheck and
paycheck of everyone else on team.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 34
Cautions in Using
Self-Managed Teams
May not be appropriate to task, people, and
context.
Managers and leaders may be vague about
roles.
Lack of training can cause teams to fail.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 35
Key Words and Concepts

Autonomy - degree to which job provides
independence to the individual.

Baldridge Award - given to U.S. organizations
that have achievements in quality.

Coordinator - energizer and serves as
teacher and facilitator for team.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 36

Gain sharing - incentive system sometimes
used in self-managed work teams.

Internal team leader - leader of team usually
selected by members.

Job characteristics model - objective
measures of job characteristics that can affect
employee attitudes and work behaviors.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 37

Job design - the way a job is structured.

Job enrichment theory - method that builds in
satisfaction to a job.

Job feedback - individual obtaining direct and
clear information about performance.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 38

Motivating potential score (MPS) -
measurement of job’s ability to produce
increased personal and work outcomes.

Self-managed work teams - autonomous
group whose members decide how to handle
their task.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 39

Skill variety - degree job requires variety of
activities that involve different skills and
talents.

Support team - responsible for general
planning, making broad goals, and dealing
with outside parties.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 40

Task identity - requires completion of whole
and identifiable piece of work.

Task significance - degree to which job has
impact on lives of other people

Total Quality Management (TQM) organization strategy to improve customer
satisfaction by managing output quality.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 41
Preparations for Next Chapter

Read Chapter 14.

Complete Step 1 of OD Skills Simulation
14.1.

Read and analyze Case: Tucker Knox
Corporation.
An Experiential Approach to Organization Development 7th edition
Chapter 13
Slide 42