การจัดการองค์การ (Organization Management) กลุ่มและทีมงาน ผู้ช่วยศาสตราจารย์ ดร. เรวัต แสงสุริยงค์ URL: http://www.huso.buu.ac.th/rewat e-mail: rewat@buu.ac.th

เหตุผลของการใช้ทีมงาน (Some Reasons for Using Work Teams) Improve on-time delivery of results Improve customer relations Facilitate innovation in products and services Essential for management and employee development and career growth Reinforce or expand informal networks in the organization Improve employees' understanding of the business Reduce costs and improve efficiency Quality improvement Increase employee ownership, commitment and motivation

ประเภทของทีมงาน (Types of work teams) Functional Problem-solving Self-managing Multidisciplinary

ประโยชน์ของทีมงานแบบสหวิชาชีพ (Advantages of Multidisciplinary Work Teams) Speed in product development reduce time to market by replacing serial development with parallel development Creativity increased by bringing together people who have a variety of experiences and expertise to address a common problem or task

สมาชิกของทีมงานแบบจัดการตนเอง (Members of a Self-Managing Work Team) Self-managing team Participate in selection of new members Train new members Order supplies and obtain other needed resources Communicate with suppliers and customers Set goals Schedule work Design work processes Other team leaders and managers Communications team Training team Recognition and compensation team Budget team Software team

ทีมงานแบบจัดการตนเอง (Self-managing work team) Participate in selection of new members Train new members Order supplies and obtain other needed resources Communicate with suppliers and customers Set goals Schedule work Design work processes

ทีมงานแบบจัดการตนเอง (Self-managing work team) Incorporate the concepts of Hackman & Oldham’s job characteristics model Autonomy Skill variety Task significance Task identity Feedback

ทีมงานแบบสมรรถนะสูง (High Performance Teams) Self-managing work teams Composed of highly skilled members Who are fully empowered to accomplish major tasks Tokyo String Quartet U.S. Navy Seals Emergency Trauma team at Massachusetts General Hospital Members who submerge their individual egos Become totally committed to team and its objectives

หน่วยซีลของสหรัฐอเมริกา: ทีมงานแบบสมรรถนะสูง (U. S หน่วยซีลของสหรัฐอเมริกา: ทีมงานแบบสมรรถนะสูง (U.S. Navy Seals: A High Performance Team) The Seals put potential team members through Hell Week To weed out people who won’t make a total commitment to the team This process weeds out about 30% of trainees. The rigorous training isn’t intended primarily to identify the best athletes or musclemen

หน่วยซีลของสหรัฐอเมริกา (U.S. Navy Seals) The fastest and strongest often quit first Because they can’t adapt to working in a setting that values The team’s accomplishments more than an individual’s outstanding abilities.

ตัวแบบทีมงานแบบตามสายงาน/แผนก (A Model of Work Team Functioning) External Context Societal culture Organizational culture Organization design Human resources management system Team Design Team size Team proximity Internal Processes Stages of team development Feelings Norms Effectiveness Criteria Team Individual

แนวปฏิบัติสำหรับทีมเสมือนจริง (Some Guidelines for Virtual Teams) Use a variety of communication technologies Pay attention to quality of communication transmission Keep team as small as possible - preferably no more than 8 people Take similarities and differences in time zones into account Encourage team members to discuss cultural differences Be sure that someone is responsible for facilitating communication process Encourage team members to interact one on one Train members to match their choice of technology to the task

การพัฒนาทีม (The Development of Work Teams) Degree of Maturity High Low End Start Time Together Forming Storming Norming Performing Adjourning End or recycle Source: Adapted and modified from B.W. Tuckman and M. A. C. Jensen. Stages of small-group development revisited. Group and Organization Studies, 2, 1977, pp. 419-442; and B. W. Tuckman. Developmental sequence in small groups. Psychological Bulletin, 63, 1965, pp. 384-389.

ลักษณะการพัฒนาไปสู่การเป็นทีมงานที่มีสมรรถนะสูง (Characteristics Leading To High Levels Of Team Performance) Members direct their energies toward Getting things done Task behaviors Building constructive interpersonal ties and processes Relationship behaviors Members have adopted procedures for making decisions

ลักษณะการพัฒนาไปสู่การเป็นทีมงานที่มีสมรรถนะสูง (Characteristics Leading To High Levels Of Team Performance) Members have Have achieved trust and openness among themselves Have learned to receive help from and give help to one another Experience a sense of freedom to be themselves while feeling a sense of belonging with others Have learned to accept and deal with conflicts Know how to diagnose and improve their own functioning

ความรู้สึกของสมาชิกในทีมงานต่อทีมงานด้วยกัน (Feelings: how team members feel about each other) Reflect emotional climate of a group trust openness freedom members do what they do out of a sense of responsibility to the group not because of a lot of pressure from others interdependence members coordinate and work together to achieve common goals

อะไรคือ บรรทัดฐานของพฤติกรรม (What are Behavioral Norms?) Informal rules of behavior that are widely shared and enforced by members of a work team Set standards for members’ behaviors under specific circumstances Main function is to regulate and standardize behaviors Viewed as important by team members

ความคิดเห็นร่วมกันของกลุ่ม (Groupthink) Agreement-at-any-cost mentality that results in ineffective work team decision making may lead to poor solutions Can develop when decision-making work teams are so cohesive that conflict is stifled Pressure on members to concede and accept What other members think

ปัจจัยสนับสนุนให้เกิดความคิดเห็นร่วมกัน (Factors Increasing Likelihood of Groupthink) Peer pressure to conform is immense A highly directive leader presses for a particular interpretation of problem and course of action Need to process a complex and unstructured issue under crisis conditions The group is isolated

ตัวอย่างการมอบอำนาจในทีมงาน (Examples for Empowerment Options for Work Teams) High + Dismissing team members + Disciplining members + Pay and bonus allocation + Team-member appraisal + Selecting new members Degree of Empowerment + Equipment and production modifications + Budgeting + Customer / supplier contact + Quality responsibility + Production Scheduling + Housekeeping Low + Daily team briefings Multiple and Advanced Basic Team Skills Required Source: Adapted from L. Holpp. Applied empowerment. Training, February 1994, 39-44; and D. M. Bakersfield. Why business loves work teams. Black Enterprise, April 1993, 85-90.