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BUSINESS STRATEGYTEAMSTEAMS

Lecturer: PHD. PHẠM QUỐC KHÁNHBanking Academy (Vietnam)

khanhhvnh@gmail.comMobile: 0913210000

TEAMSLearning outcomes

Strategic management process:

Empowering work TEAMS to realizecompany’s strategy!

After finishing these chapters, you will understand:Areas in which teamworking may be more or less effective

TEAMSLearning outcomes

– Areas in which teamworking may be more or less effective– Which stage of development a team has reached, what

comes next– The types of people and behaviour required for an effective

team– Techniques for teambuilding and the dangers of too much

'team spirit'team spirit– The dynamics of groups, with regard to behaviour,

communication and decision-making– The factors influencing the effectiveness of TEAMS, and the

contingency approach to team management– The effectiveness (or otherwise) of a team

Normal group and working group.

TEAMSWhat is a work team?

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A group is any collection of people who perceive themselves to be a group

TEAMSWhat is a work team?

themselves to be a group.

Groups have certain attributes that a random crowd does not possess:– A sense of identity: who is 'in' and who is 'out', who is

'us' and who is 'them'.L lt t th f it th t f– Loyalty to the group: conformity, or the acceptance of the norms of behaviour and attitudes that bind the group together and exclude others from it.

– Purpose and leadership.

TEAMSWhat is a work team?

A group is any collection of people 

who perceive themselves to be a

While a group is informal, a team is 

formalized to achieve l bthemselves to be a 

group. particular objectives.

TEAMSWhy do leaders need teams?

• Teams allow the performance of tasks that require the skills and time of more than one person, without involving

TEAMSWhy do leaders need teams?

skills and time of more than one person, without involving co-ordination across structural boundaries.

• Teams encourage exchange of knowledge and ideas, and the creation of new ideas through 'hitchhiking': one person's idea or information sparks off an idea in someone else's head.

• The power of the team over individual behaviour can be:• The power of the team over individual behaviour can be:– A method of control — or, better still, self control;– A powerful motivator, if the aims of the group can be harmonised with

the aims of the organisation.

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TEAMSTeam’s roles

The co- The shaper The plantordinator The shaper The plant

The monitor-evaluator

The resource-

investigatorThe

implementer investigator

The team worker The finisher

• The co-ordinator - presides and co-ordinates; balanced, disciplined, good at working through others.

TEAMSTeam’s roles

disciplined, good at working through others.• The shaper - highly strung, dominant, extrovert, passionate

about the task itself, a spur to action.• The plant - introverted, but intellectually dominant and

imaginative; source of ideas and proposals but with disadvantages of introversion (unsociability, inhibition, need for control)for control).

• The monitor-evaluator - analytically (rather than creatively) intelligent; dissects ideas, spots flaws; possibly aloof, tactless - but necessary.

• The resource-investigator - popular, sociable, extrovert, relaxed; source of new contacts, but not an originator; needs

TEAMSTeam’s roles

relaxed; source of new contacts, but not an originator; needs to be made use of.

• The implementer - practical organiser, turning ideas into tasks, scheduling, planning and so on; trustworthy and efficient, but not excited; not a leader, but an administrator.

• The team worker - most concerned with team maintenance; supportive understanding diplomatic; popular butsupportive, understanding, diplomatic; popular but uncompetitive; contribution noticed only in absence.

• The finisher – supports and makes the team to meet deadlines, attend to details; urgency and follow-through important, though not always popular.

TEAMSWhen should we have a work team?

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• Brainstorming: is a process whereby people produce spontaneous, uncensored ideas, sparked off by a particular

TEAMSWhen should we have a work team?

spontaneous, uncensored ideas, sparked off by a particular problem or task.

• Quality circles: are groups, who meet regularly to discuss problems of quality and quality control in their area of work.

• Project or product/service teams.• Training or study groups.• Employee representative committees…

TEAMSForming a team

Selecting team members

Stages in team development Teambuilding 

Effective teamwork clip!

TEAMSForming a team

• Selecting team members:– Existing arrangements– Organisation: a task force or project/product

team may require a representative from each of the functions involved in the task, for the sake of co-ordination

– Politics: representatives of particular interest groups

– Election

TEAMSForming a team

• Prospective members?

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TEAMSForming a team

• Prospective members:– Skills and knowledge for tasks– Experiences– Political power– Access to resources– Competence

TEAMSForming a team

• Stages in team development:

Forming Storming Norming Performing

Read the following statements and decide to which category they belong (forming storming norming performing)belong (forming, storming, norming, performing).

1. Two of the group arguing as to whose idea is best2. Progress becomes static3. Desired outputs being achieved4. Shy member of group not participating5. Activities being allocated

TEAMSForming a team

• Teambuilding involves:

Gi i f l t f– Giving a group of people a greater sense of their identity as a team; this is sometimes called 'esprit de corps or 'team spirit'

– Encouraging group loyalty or solidarity, so that members put in extra effort for the sake of the groupgroup

– Encouraging the group to commit themselves to shared work objectives, and to co-operate willingly to achieve them.

TEAMSForming a team

• Teambuilding- identity:

Giving the team a 

Giving the team a badge or

Expressing the team's 

Building a team 

mythologyname badge or uniform self‐image mythology

/ legends

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TEAMSForming a team

• Team solidarity:

Expressing solidarity

Encouraging interpersonal relationships

Controlling conflict

Controlling intra‐group competition

Encouraging inter‐group competition

TEAMSForming a team

• Commitment to shared objectives:– Clearly setting out the team's objectives, and

their place in the activity of the organisation as a whole

– Involving the team in setting specific targets and standards, and agreeing methods of organising work

– Providing the right information, resources, training and environment for the team to achieve its targets

TEAMSForming a team

• Commitment to shared objectives:– Giving regular, clear feedback on progress and

results — including constructive criticism.– Encouraging feedback, suggestions and ideas

from the team, and doing something about them.– Giving positive reinforcement (praise or reward) g p (p )

for creativity, initiative, problem-solving, helpfulness and other behaviour/

TEAMSTeam dynamics

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TEAMSTeam dynamics

Group norms

Decision-making

behaviour

Contribution patterns

TEAMSTeam dynamics

• Group norms: W k t bli h– Work groups establish norms or common patterns of behaviour, to which all members of the group are expected to conform.

– Norms may be reinforced in various ways by the group.

Id tifi ti ith th b ff d• Identification with the group may be offered as a reward for compliance, through marks of belonging, prestige and acceptance.

• Sanctions or penalties of various kinds may be imposed as a deterrent to non-conforming behaviour

TEAMSTeam dynamics

• Decision-making behaviour: empowerment involves groups in decision-making. – Pooling skills, information and ideas– Participation in the decision-making p g

process makes the decision acceptable to the group

TEAMSTeam dynamics

• Contribution patterns: One way of analyzing the functioning of a team is to assess: Who (if anybody) is performing each of Belbin's team roles: – Who is the team's plant? – Who is the co-ordinator? – Who is the monitor-evaluator?...

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TEAMSTeam effectiveness

TEAMSTeam effectiveness

• A contingency approach: An effective team is one which:– Achieves its task objectives– Maintains co-operative working through

the satisfaction and interrelationships of its members

TEAMSTeam effectiveness

• [?] Characteristics of effective work teams:Quantifiable factors– Quantifiable factors

– Qualitative factors• [?] Characteristics of ineffective work teams:

– Quantifiable factors– Qualitative factors