FOUNDATIONS

OF

TEAM DYNAMICSEXPLAINING TEAMS AND GROUPS FURTHER

GROUP OF TWO OR MORE PEOPLE WHO

INTERACT AND INFLUENCE EACH OTHER,

ARE MUTUALLY ACCOUNTABLE FOR

ACHIEVING COMMON GOALS ASSOCIATED

WITH ORGANIZATIONAL OBJECTIVES, AND

PERCEIVE THEMSELVES AS A SOCIAL

ENTITY WITHIN AN ORGANIZATION.

TEAMS

SEVERAL TYPES OF FORMAL TEAMS IN

ORGANIZATION

DEPARTMENTA

L TEAMS

PRODUCTION/

SERVICE/

LEADERSHIP

TEAMS

SELF-

DIRECTED

WORK TEAMS

ADVISORY

TEAMS

TASK FORCE

(PROJECT)

TEAMS

SKUNKWORK

S

VIRTUAL

TEAMS

COMMUNITIES

OF PRACTICE

TWO OR MORE PEOPLE WITH A UNIFYING

RELATIONSHIP

GROUPS

NOT INITIATED AND USUALLY DO NOT

PERFORM GOALS BUT EXIST PRIMARILY

FOR THE BENEFIT OF THEIR MEMBERS

INFORMAL GROUPS

WHY PEOPLE BELONG TO INFORMAL GROUPS

HUMAN

BEINGS ARE

SOCIAL

ANIMALS

1.

INDIVIDUALS

DEFINE

THEMSELVES

BY THEIR

GROUP

AFFILIATIONS

2.

TO

ACCOMPLISH

TASKS THAT

CANNOT BE

ACHIEVED BY

INDIVIDUALS

WORKING

ALONE

3.

THE EXTENT TO WHICH A TEAM ACHIEVES

ITS OBJECTIVES OF ITS MEMBERS, AND

SUSTAINS ITSELF OVER TIME.

TEAM

EFFECTIVENESS

TEAM

EFFECTIVENESS

1. ACHIEVE ORGANIZATIONAL GOALS

2. SATISFY MEMBER NEEDS

3. MAINTAIN TEAM SURVIVAL

WHY PEOPLE BELONG TO INFORMAL GROUPS

REWARD

SYSTEMSCOMMUNICATIO

N SYSTEMS

PHYSICAL

SPACE

ORGANIZATION

AL

ENVIRONMENT

ORGANIZATION

AL STRUCTURE

ORGANIZATION

AL LEADERSHIP

TEAM DESIGN FEATURES

TASK

CHARACTERISTICS

TEAM

SIZE

TEAM

COMPOSITION

THE EXTENT TO WHICH TEAM MEMBERS

MUST SHARE COMMON INPUTS TO THEIR

INDIVIDUAL TASKS, NEED TO INTERACT IN

THE PROCESS OF EXECUTING THEIR

WORK, OR RECEIVE OUTCOMES THAT ARE

PARTLY DETERMINED BY THE

PERFORMMANCE OF OTHERS.

TASK

INTERDEPENDENCE

TEAM DIVERSITY

HOMOGENEOUS

TEAMS INCLUDE

COMMON

TECHNICAL

EXPERTISE,

DEMOGRAPHICS,

ETHNICITY,

EXPERIENCES, OR

VALUES.

HETEROGENEOUS

TEAMS INCLUDE

MEMBERS WITH

DIVERSE

PERSONAL

CHARACTERISTICS

AND

BACKGROUNDS

FORMS OF DIVERSITY:

DEEP-LEVEL DIVERSITY

SURFACE-LEVEL

DIVERSITY

TEAM PROCESSES

TEAM

DEVELOPMEN

T

TEAM

NORMS

TEAM

ROLES

TEAM

COHESIVENE

SS

WHY PEOPLE BELONG TO INFORMAL GROUPS

FORMING

STORMING

NORMING

PERFORMIN

G

ADJOURNIN

G

THE INFORMAL RULES AND SHARED

EXPECTATIONS THAT GROUPS ESTABLISH

TO REGULATE THE BEHAVIOR OF THEIR

MEMBERS

NORMS

SET OF BEHAVIORS THAT PEOPLE ARE

EXPECTED TO PERFORM BECAUSE THEY

HOLD CERTAIN POSITIONS IN A TEAM AND

ORGANIZATION

ROLE

BELBIN’S TEAM ROLES

PLANT

RESOURCE

INVESTIGATOR

COORDINATOR

SHAPER

MONITOR/

EVALUATOR

TEAM

WORKER

IMPLEMENTER

COMPLETER/

FINISHER

SPECIALIST

THE DEGREE OF ATTRACTION PEOPLE FEEL

TOWARD THE TEAM AND THEIR MOTIVATION

TO REMAIN MEMBERS

TEAM

COHESIVENESS

SEVERAL TYPES OF FORMAL TEAMS IN

ORGANIZATION

MEMBER

SIMILARITYTEAM SIZE

MEMBER

INTERACTION

SOMEWHAT

DIFFICULT

ENTRY

TEAM

SUCCESS

EXTERNAL

COMPETITION

AND

CHALLENGES

VIRTUAL

TEAMS

RESOURCES INCLUDING TIME

AND ENERGY EXPENDED

TOWARD TEAM DEVELOPMENT

AND MAINTENANCE RATHER THAT

THE TASK

THE TROUBLE WITH TEAMS

PROCESS LOSSES SOCIAL LOAFING

A SITUATION IN WHICH PEOPLE

EXERT LESS EFFORT WHEN

WORKING IN GROUPS THAN WHEN

WORKING ALONE

G

HOW TO MINIMIZE SOCIAL LOAFING:

FORM SMALLER TEAMS

SPECIALIZE TASKS

MEASURE INDIVIDUAL

PERFORMANCE

INCREASE JOB PERFORMANCE

SELECT MOTIVATED EMPLOYEES

FOUNDATIONS

OF

TEAM DYNAMICSEXPLAINING TEAMS AND GROUPS FURTHER