Team Development

Teams and Teamwork

Teams and Teamwork • What Is A Group?

• What Is A Team?

• Why People Join Groups

• How Groups are Structured

• Types of Teams

• Stages of Group/Team Development

• Characteristics of Effective Teams

• Creating Effective Teams

• Teamwork

• Turning Individuals into Team Players

What Is A Group? Two or more individuals, interacting

and interdependent, who have come together to achieve

particular objectives.

A _____________ shares information and makes decisions, but their

performance is merely the summation of each group member‟s individual

contribution.

What Is A Group?

What Is A Team?

A team is a formal group that generates positive

synergy through _________________.

Comparing Work Groups with Work Teams

Work groups Work teams

Share information

Neutral

Individual

Random and varied

Collective performance

Positive

Individual and mutual

Complementary

Why People Join Groups: Organizational Functions

• Accomplish tasks

• Generate ideas and/or solutions

• Coordinate efforts

• Provide a problem-solving mechanism

• Implement decisions

• Socialize and train newcomers

Why People Join Groups: Individual Functions

• Satisfy

• Develop, enhance, and confirm self-esteem and identity needs

• Share

• Reduce

• Provide a problem-solving mechanism

How Groups Are Structured

• Roles

• Norms

• Status

• Cooperation

• Trust

• Cohesiveness

Roles

• Role conflict/role ambiguity

• Functional roles – Task roles

– Maintenance roles

Task Roles

• Initiator

• Opinion seeker/giver

• Coordinator

• Evaluator

• Procedural Technician

• Recorder

Maintenance Roles

• Encourager

• Compromiser • Gatekeeper

• Commentator • Follower

. . . expectations about appropriate

individual and group behavior commonly agreed upon by members

Norms

Status

. . . a measure of relative worth and respect

conferred on an individual or the group

Cooperation

. . . efforts are systematically integrated to achieve a collective objective. The greater the integration, the greater the cooperation

Trust

. . . reciprocal faith in others’ intentions and behavior

Types of Trust

• Emotional

• Reliability

• Overall Trust

Emotional Trust

• Never intentionally misrepresent my point of view to other people

• Don‟t break confidences

• Responds constructively and caringly

Reliability

• Carry out promises

• Show up for appointments

• Return money borrowed

Overall Trust

• Fair play

• Desire to listen

• Truth

Levels of Trust

• High trust –

• Low trust - give and take,

• Trust bankruptcy -

How to Build Trust

• Communication

• Support

• Fairness

• Competence

Cohesiveness

. . . close interpersonal bonds of Members who highly value their association and want to maintain it

Relationship Between Cohesiveness & Productivity

High Low

___________

in productivity

________ increase

in productivity

________ increase

in productivity

No significant effect

on productivity

Ali

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of

Gro

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Org

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Hig

h

Lo

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Cohesiveness

Types of Teams

• Problem-solving

• Self-managed

• Cross-functional

• Virtual

Stages of Group/Team

Development

Orientation

“Forming”

I

Newly formed

teams

II

III

V

Collaboration

“Performing”

IV

Mature teams

Work Teams and the

Wizard of OZ

Clearly Stated _________________

Successes Reinforce _________

______________ Linked by A

Common Purpose

Mutually Supportive

Strength Though

________

Real & Symbolic Needs

Characteristics of Effective Teams

• Clear purpose

• Participation

• Civilized

• Consensus decisions

Characteristics. . . (cont.)

• Open communication

• Clear roles and work assignments

• Shared

• External relations

• Self-assessment

Creating Effective Teams Through. . .

. . . Work design

Work Design

• Autonomy

• Skill variety

• Task identity

• Task significance

Creating Effective Teams Through. . .

• . . . Work design

• . . . Composition

Composition

• Abilities of members

• Roles and diversity

• Size

• Preference for

Creating Effective Teams Through. . .

• . . . Work design

• . . . Composition

• . . . Context

Context

• Adequate resources

• Climate of

• Performance evaluation and rewards

Creating Effective Teams Through. . .

• . . . Work design

• . . . Composition

• . . . Context

• . . . Process

Process

• Common

• Specific goals

• Team

• Conflict

• “It‟s easy to get players. Gettin‟ „em to play together, that‟s the hard part.”

Casey Stengel

• The ability to work together toward a common vision.

• The ability to direct individual accomplishment toward organizational objectives.

• The fuel that allows common people to attain uncommon results.

Teamwork is. . .

Teamwork fosters the maximum utilization of each

member‟s resources.

Turning Individuals into Team Players

• Selection

• Training

• Rewards

ogether veryone chieves ore

T E A M