TOPIC 8 : TEAM

ORGANISATION BEHAVIOR

Study Objectives

Definition and types of teams

What are the stages of team development?

Developing effective teams

What is TEAM?

Group of people with complementary skills, brought together to achieve a

common purpose for which they hold themselves collectively accountable.

What Is the Difference Between Team & Teamwork

TEAM TEAMWORKGroup of people with complementary skills, brought together to achieve a common purpose

when team members accept their collective responsibility to best use their skills by actively working together to achieve goals.

Need to learn how to help one another, help other team members realize their true potential, and create an environment that allows everyone to go beyond their limitations

willingness of every member apply their personal talents to the work, cooperate, accept suggestions, and communicate well with the other team members.

A team is any group of people organized to work together interdependently and cooperatively to meet the needs of their customers by accomplishing a purpose and goals.

a focus on jointly resolving conflict, building consensus, and refraining for any behaviors that would be disruptive or distract the team from its task.

Team

Formal teams

Informal groups

Officially designated to serve a specific organizational purpose.

Permanent - department - division - team

Temporary – created to solve specific problem and dissolve once the purpose accomplish.

Emerge without being officially designated by the organization and without any purpose.

Addition to the formal team, create their own interlocking networks in an organization. Friendship group and interest group

Formal groups

Cross-functional

teams

Problem-solving teams

Employee involvement

teams

Virtual groups

Self-managing

teams

Cross-functional teams

• members assigned from different functional departments.

• Work together with a positive combination of functional expertise.

• The advantages is better information and faster decision making.

• Beat the functional silos problem.

Problem-solving teams

• specific task and temporally• Usually headed by chair

persons or team leader who are accountable for meeting the task goal.

• Members meet regularly to collectively examine workplace issues.

• Example: Quality circle

Employee involvement team

Virtual group

• Members work together via computers

• Members can accomplish same tasks as other formal teams without face to face.

Self-managing team Small teams empowered to

make the decisions needed to manage themselves on a day-to-day basis.

Duties often replace those that were traditionally done by the manager.

Virtual group

Advantage

– Obvious cost and time efficiency.

– Focuses task accomplishment and decision making

– reducing the emotional considerations that may surface in face-to-face meetings.

– Electronic store for continuous access.

Disadvantages

– The lack of personal contact between team members may impair development of work relationship and productivity.

– Group decisions are made in a limited social context.

Disadvantages

Self-managing Team

Advantage– Productivity and quality

improvements.– Production flexibility and

faster response to technological change.

– Reduced absenteeism and turnover.

– Improved work attitudes and quality of work life.

– Structural changes in job classifications and management levels eliminate the need for first-line supervisors.

– Managers must learn to deal with teams rather than individuals.

– Hard for team member to adjust to the self managing responsibilities..

– Supervisors who are displaced by self-managing teams may feel threatened.

Forming

Storming

Norming

Performing

Adjourning

5 Stages of Team Development

Team Effectiveness

Task Performance

Members Satisfaction

Team Viability

SYNERGYa phenomenon that occurs

when a team achieves greater results than the sum of its parts.

people working together and accomplishing more through teamwork

than by working alone.

“synergy is the goal and it always should be.”

teams gain a clearer sense of direction, clarify roles and

responsibilities, improve operating processes and bolster both interpersonal and interteam

relationships.

Make better decisions

Improve creativity

Help control their

members

Increase commitments

to action

Good for people Help offset large

organization size

Why teams are GOOD for organization?

Performance Advantages (3 situation)

Second, Teams are typically more successful than individuals when problems are complex, requiring a division of labor and the sharing of information

Third, because of their tendencies to make riskier decisions, team can be more creative and innovative than individuals.

first, When there is no clear “expert” for a particular task or problem, teams seem to make better judgments than does the average individual alone.

TEAM CHALLENGES

• Social loafing (ringelmann effect) - social facilitation - prevent social loafing• Personality conflicts• Uncertain or competing goals• Poorly defined agendas• Perception that team lacks progress

Copyright © 2010 John Wiley & Sons, Inc. 7-19

Open Systems Model of Team Effectiveness

Nature of taskTeam composition

Inputs Throughputs Outputs

Resources and setting

Technology –

accessibility and reliabilit

y Office design (open spaces

vs. small,

isolated cubicles

).

Sufficient

resources

Important

contributors to team

effectiveness

include:

Team effectiveness is affected by the

nature of the task

• Well defined tasks contribute to

effectiveness.

• Complex tasks pose challenges of

uncertainty, information needs, and team

members interaction.

• Provide intense satisfaction when achieved.

• Technical demand vs social demand

Team composition– A team must have the right

skills and competencies available for task performance and problem solving.

– In homogeneous teams, members are very similar to one another.

– In heterogeneous groups, members vary in age, gender, race, and ethnicity.

Any Question?

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