Teamwork
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Transcript of Teamwork
TEAM WORK
Flow 1. Definition of team and group
4. Effective teams
2. Types of work-related teams
3. Stages of team development
5. Group roles
6. Potential team dysfunctions
What is a Team ?
“None of us is as smart as all of us.”
Ken Blancard
Differences between group and team
Resource : Excellence in Business, Revised Edition Chapter 8 - 4
Types of teams
Functional
Problem-solving
Cross-functional
Virtual teams
Self-managed
Global
Includes employees who work together daily on similar tasks Human Resource Departmant:
Types of teams
Functional
Problem-solving
Cross-functional
Virtual teams
Self-managed
Global
Recruiting,
Compensation,
Benefits,
Safety,
Training and Development,
Industrial Relations.
Focus on a specific issue, develop a potential solution, and are often empowered to take action within defined limits.
Types of teams
Functional
Problem-solving
Cross-functional
Virtual teams
Self-managed
Global
• from a specific deparmant
• meets at least once or twice a week
• frequently adress quality or cost problems
• have the authority to implement their own solutions
Members from various work areas who identify and solve mutual problems
Types of teams
Functional
Problem-solving
Cross-functional
Virtual teams
Self-managed
Global
• foster innovation, speed
• design or and introduce quality improvement programs and new technology
• include members from outside the organization such as customer representatives, consultants, and suppliers
Types of teams
Functional
Problem-solving
Cross-functional
Virtual teams
Self-managed
Global
• collobrates various information technologies
• geographically dispersed at two or more locations
• increasingly across organizational boundaries
• minimal face-to-face interaction
• Expenses may be reduced
Types of teams
Functional
Problem-solving
Cross-functional
Virtual teams
Self-managed
Global
• to highly interdependent
• work together efficiently on a daily basis to manufacture an entire product or can provide an entire service to a set of customers
• can schedule work and vacations, rotate tasks, order metarials, decide on leadership, budget, hire, evaluate each other’s performance
Types of teams
Functional
Problem-solving
Cross-functional
Virtual teams
Self-managed
Global
• a variety of countries
• separated significantly by time, distance, culture, and language.
• typically conduct a substantial portion of their tasks as virtual teams
Stages of team
development
Formıng stage
Stormıng stage
Normıng stage
Performıng stage
Adjourıng stage
Stages of Team development
The S-shaped curve of team development (Adapted from Lipnack and Stamps, 2000)
Stages of team
development
Formıng stage
Stormıng stage
Normıng stage
Performıng stage
Adjourıng stage
Forming stage
• Individuals are not clear on what they’re
• supposed to do
• The mission isn’t owned by the group
• No trust yet
• No group history; unfamiliar with group members
• Norms of the team are not established
• People check one another out
• People are not committed to the team
Stages of team
development
Formıng stage
Stormıng stage
Normıng stage
Performıng stage
Adjourıng stage
Storming stage
• Roles and responsibilities are articulated • Agendas are displayed
• People want to modify the team’s mission
• Trying new ideas • People set boundaries
• People push for position and power • Competition is high
• Little team spirit • Lots of personal attacks
Stages of team
development
Formıng stage
Stormıng stage
Normıng stage
Performıng stage
Adjourıng stage
Norming stage
• Success occurs • Team has all the resources for doing the
job • Appreciation and trust build
• Purpose is well defined • Team confidence is high
• Leader reinforces team behavior • Hidden agendas become open
• Team is creative • More individual motivation
• Team gains commitment from all members on direction and goals
Stages of team
development
Formıng stage
Stormıng stage
Normıng stage
Performıng stage
Adjourıng stage
Performing stage
• Team members feel very motivated • Individuals defer to team needs
• Little waste. Very efficient team operations • Individuals take pleasure in the success of
the team – big wins • “We” versus “I” orientation • High openness and support
• High trust in everyone • Superior team performance
Stages of team
development
Formıng stage
Stormıng stage
Normıng stage
Performıng stage
Adjourıng stage
Adjourning stage
•project is coming to an end •team members are moving off into
different directions •sadness at separating and moving on to
other projects independently •This last stage focuses on wrapping up
activities rather than on task performance.
Characteristics of Effective Teams
• The team must have a clear goal • The team must have a results-driven structure • The team must have competent team members • The team must have unified commitment • The team must have a collaborative climate • The team must have high standards that are
understood by all • The team must receive external support and
encouragement • The team must have principled leadership
Group roles
Group roles and associated behaviors Management: challenges for tomorrow's leaders
von Pamela S. Lewis,Stephen H. Goodman,Patricia M. Fandt,Joseph F. Michlitsch
Task-oriented
• Evaluating
• Coordinating
• Initiating
• Seeking information
• Giving information
Self-oriented
Self-oriented
• Expense of the team group
• Blocking progress
• Seeking recognition
• Dominating
• Avoiding involvement
Relations-oriented
• Warmth and solidarity
• Harmonizing
• Encouraging
• Expressing standards for the team to achieve or apply
• Following
POTENTIAL TEAM DYSFUNCTIONS
• Groupthink
• Free riding
• Bad apples effect
• Absence of trust
• Avoidance accountability for results
Groupthink
Agreement-at-any-cost mentality
• High cohesiveness • Insulation of the team from outsiders • Lack of methodical procedures for search and
appraisal • Directive leadership • High stress with a low degree of hope for finding
a better solution than the one favored by the leader or other influential persons
• Complex/changing environment
Free Riding
A team member who obtains benefits from membership but does not bear a proportional share of the responsibility for generating the benefit
Sucker effect
Bad Apples Effect
“A bad apple spoils the barrel” A negative individual on a team having
a disproportionate and adverse effect on other members of the team
Absence of Trust
• Conceal weaknesses and mistakes
• Hesitate to ask for help or feedback
• Hesitate to offer help
• Jump to hasty conclusions
• Fail to recognize skills
Avoidance of accountability for Results
• team doesn’t commit to a clear set of
goals and plan of action
• Team members put their own needs ahead of the goals of the team
INEFFECTIVENESS
Groupthink
Free Riding
Bad Apples Effect
Absence of Trust
Avoidance of accountability
Thank you for attention
Bibliography
• Principles of Organizational Behavior Slocum, Hellriegel, Chapter 11 –p321-350
• Management: challenges for tomorrow's leaders von Pamela S. Lewis,Stephen H. Goodman,Patricia M. Fandt,Joseph F. Michlitsch
• Excellence in Business, Revised Edition, Prentice Hall, 2005, Chapter 8 -p35
• http://www.ndt-ed.org/TeachingResources/ClassroomTips/Teamwork.htm
• http://www.projectsmart.co.uk/the-five-stages-of-team-development-a-case-study.html
• http://www.ginaabudi.com/the-five-stages-of-team-development-part-i/
• http://openlearn.open.ac.uk/file.php/4393/!via/oucontent/course/3524/m891_unit2_f03.jpg