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