Session 7 - Understanding Work Teams

Session 7 - Understanding Work Teams Robbins and Judge Organization Behavior 15 Edition

The material used in producing this presentation derived from the book. Several examples added to enrich the student’s understanding Please acknowledge the Authors

Partono - TELKOM University

2/19/2017

SESSION GOALS Memahami pengertian kerja sama tim 2. Mengetahui perbedaan antara Kelompok dan Tim Kerja 3. Mengenali berbagai jenis Tim Kerja dan manfaatnya 4. Mengidentifikasi cara untuk membangun Tim kerja yang efektif 1.


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GOALS ONE - Definisi


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DEFINISI  Sekelompok orang yang memiliki ketrampilan dan

pengetahuan dan menjalankan suatu pekerjaan atau terlibat di dalam suatu proyek.  Sejumlah orang yang tergabung di dalam suatu perkumpulan dan menjalankan pekerjaan/kegiatan secara bersama  Sekelompok orang yang melakukan sesuatu secara bersama  Sekelompok orang yang memiliki kesamaan tujuan dan bertindak secara terorganisir untuk mencapai tujuan tersebut


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TEAM – Do we really need it??  Great way to optimize employee talents

 Flexibility & responsive to changes in the environment  Quickly assemble, deploy, refocus, and disband  Facilitate employee involvement

 Increase employee participation in decision making  Democratize an organization and increase motivation

Note: teams are not ALWAYS effective


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GOALS TWO - Perbedaan


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Work Group VS Work Team A work group  Interacts primarily to share information and make decisions to help each member perform within his or her area of responsibility. • Work groups have no need or opportunity to engage in collective work that • requires joint effort. • The performance is the summation of each group member’s individual contribution. • No synergy

A work team  generates positive synergy through coordinated effort. • The individual efforts result in a level of performance greater than the sum of those individual inputs. Partono - TELKOM University

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Work Group VS Work Team


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GOALS THREE – Jenis tim kerja


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Types of Team

Problem Solving Team

• Terdiri 5-12 orang karyawan dari depertemen yang sama, melakukan pertemuan rutin untuk membahas masalah yang dihadapi • Bersifat menghasilkan saran, tidak memiliki kewenangan untuk menjalankan apa yang diasrankan • Fokus solusi: peningkatan kualitas, efisiensi, perbaikan kondisi kerja • Ex: target capaian karya ilmiah dosen tidak terpenuhi  Kaprodi membentuk tim khusus untuk mengidentifikasi maslaah & memberikan solusi


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Types of Team

Self-Managed Work Team,

• Terdiri dari 10-15 karyawan yang diberi wewenang khusus untuk bertindak secara mandiri dengan pengawasan minimal dari atasan • Dapat memilih anggota secara independen dan melakukan evaluasi kinerja anggotanya • Peran atasan diminimalkan bahkan bisa dihilangkan • Jenis pekerjaan yang dilakukan; perencanaan & penjadwalan kerja, penugasan kepada anggota, menyelesaikan masalah, berinteraksi dengan suplier dan konsumen • Ex: Tim training menyusun program pelatihan dan menyelenggarakan kegiatan secara mandiri


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Types of Team • Terdiri dari beberapa karyawan dari beragam yang berada dengan tingkatan/level yang sama dan menjalankan tugas khusus • Ex: Seluruh departemen terlibat dalam persiapan operasional Cross-Functional Telkom International Team,

Virtual Team,

• Tim yang tidak berwujud, menggunakan sarana IT untuk berinteraksi dan mencapai sasaran tugas • Kolaborasi secara daring (online) • Negative & positive consequencess ???


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GOALS FOUR – Membangun tim


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Creating Effective Team  Three key components of effective teams :  The resources and other contextual influences  Team’s composition.  Process variables

 Effectiveness measurement:  Team’s productivity

 Team’s performance  Goal achievement  Member satisfaction


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Creating Effective Team


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Context

Adequate Resources

Effective Leadership and Structure

Climate of Trust

• Tools needed to complete the job

• Agreement to work specification and how the team fits together to integrate individual skills • Even “self-managed” teams need leaders

• Level of trust must be develop between members and the leader

Performance and Rewards Systems that Reflect Team • Group performance consideration Contributions Partono - TELKOM University

2/19/2017

Composition  Kemampuan dan pengetahuan anggota  Need technical expertise, problem-solving, decision-making, and

good interpersonal skills  Kepribadian anggota  Conscientiousness, openness to experience, and agreeableness all

relate to team performance  Keragaman dan distribusi peran  Many necessary roles must be filled  Diversity can often lead to lower performance

 Size of Team  The smaller the better: 5 to 9 is optimal

 Members’ Preference for Teamwork  Do the members want to be on teams? Partono - TELKOM University

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Composition


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Proccess Commitment to a Common Purpose Establishment of Specific Team Goals Team Efficacy Mental Models

• Create a common purpose that provides direction • Willingness to adjust plan if necessary

• Must be specific, measurable, realistic, and challenging

• Team believes in its ability to succeed • Have an accurate and common mental map of how the work gets done

Conflict Level

• Task conflicts are helpful; interpersonal conflicts are not

Social Loafing

• Team holds itself accountable both individually and as a team


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Key Factor in Setting up the Team  Selection of the employee  Training the employee  Reward the team effort and team player


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The Team is not an Overall Cure  When is the right time to setup team  Apakah pekerjaan tersebut bisa dilakukan dengan baik

secara individu?  Apakah tim selalu memberikan hasil yang lebih baik?  Bagaimana pandangan anda terkait pembentukan tim yang beranggotakan beragam warga negara?


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Session 7 - Understanding Work Teams

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