The Hawthorne Studies demonstrated that work groups can positively or negatively influence employee performance. To influence work groups positively, supervisors should review the keys to effective team building. Teams should be relatively small, and members must have the necessary skills and be committed to specific and realistic objectives. Organized participative management programs primarily involve building effective teams to work on tasks that will improve work performance and customer service. While work teams are convened with the expectation that the group will take charge of accomplishing a specific task, the supervisor still plays an important role in providing direction, feedback, accountability measures, and coaching during the team development process of forming, storming, norming, performing, and adjourning.

Virtual or geographically dispersed work teams

(GDTs) are a way for organizations to leverage the SKAs from workers located in all parts of the world.

For such programs to be effective, top-level and other managers must give their full support and encouragement.

Members of these teams communicate electronically, so they rarely or never meet face to face. Thus, the supervisor’s ability to communicate, build commitment, and encourage collaboration is fundamental to the success of these teams. P-987