How Teams are made? why Teams are made ?

8/8/2019 How Teams are made? why Teams are made ?

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TEAMS

IMRAN S. MALIK


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Work Group

A group who interacts primarily to

share information and to

make decisions

to help one anotherperform within

each members

area ofresponsibility


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Stages of Group Development


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Group Structure: Group Size

Small groups Complete tasks faster

than larger groups. Make more effective use

of facts. Large groups

Solve problems betterthan small groups.

Are good for gettingdiverse input. Are more effective in

fact-finding.

Social Loafing The tendency for

individuals to expendless effort when workingcollectively than whenwork individually.


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Group Structure (contd)

Norms

Acceptable standards or expectations

that are shared by the groups

members.

Common types of norms

Effort and performance

Output levels, absenteeism, promptness,socializing

Dress

Loyalty


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Conformity Individuals conform in order to be accepted by groups. Group pressures can have an effect on an individualmembers judgment and attitudes. The effect of conformity is not as strong as it once was,although still a powerful force. Groupthink

The extensive pressure of others in a strongly cohesiveor threatened group that causes individual members tochange their opinions to conform to that of the group.


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Status System

The formal or informal prestige grading,

position, or ranking system for members

of a group that serves as recognition forindividual contributions to the group and

as a behavioral motivator.

Formal status systems are effective when the

perceived ranking of an individual and the

status symbols accorded that individual are

congruent.


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Group Cohesiveness

The degree to which members are

attracted to a group and share the

groups goals.

Highly cohesive groups are more effective

and productive than less cohesive groups

when their goals aligned with organizational

goals.


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The Relationship Between Cohesiveness and

Productivity


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Team: a special work group whose

members are joined together in a

united and coordinated efforttowards a goal and whose work is

mutually dependant with mutual

accountability.


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Benefits of a Team

Less stress Responsibility is shared Sharing of ideas More creative ideas Less fear of failure Sense of accomplishment Reward and recognition

IncreaseProductivity

Increased Employee

Morale Reduced Cost

Increased Quality

Decreased Losses

Increased Profits


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When to Form a Team

A specific, measurable objective that is bestachieved through the coordinate efforts ofdifferent people with different skills

An organizational structure and culture thatencourages and provides for the team concept

Adequate time for needed training,deliberation, and discussions

Knowledge and use of various problem-solvingand decision making techniques


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Team selection criteria

Technical abilities: training, skills, experience

Personal attributes: standards, values, initiatives,

organizational identification

Interpersonal behaviors: influence, sensitivity,

supporting others, trustworthiness

Communication skills: dialogue skills, presentation

skills, writing skills, reading skills Administrative skills: planning, organizing,

implementing, delegating, evaluating

Ref: Managers official guide to Teamworking, Spiegel & Torres, pp. 19-23


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Work Team

Generates positive synergythrough coordinated effort

Individual efforts result in a

level of performance that is

greater than the sum of those

individual inputs


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Comparing Work Groups and

Work Teams

Share informationNeutral (sometimes negative)

Individual

Random and varied

Collective performancePositive

Individual and mutual

Complementary

GoalSynergy

Accountability

Skills

Work groups Work teams


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Four Types of Teams


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Problem-Solving Teams

Share ideas or offer

suggestions on how work

processes and methods canbe improved


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Problem-Solving Teams

Rarely given authority to unilaterally

implement any of their suggested

actions

Typically composed of 5-12 hourly

employees from the same

department

Example: Quality Circles


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Self-Managed Work Teams

Collectively control pace ofwork

Determine work assignments

Organize breaks


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Self-Managed Work Teams

Collectively choose inspectionprocedures

Select their own members and

evaluate each others performance

Generally composed of 10-15

people


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Cross-Functional Teams

Members from diverse areaswithin and between

organizations

Exchange information Develop new ideas and solve

problems


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Cross-Functional Teams

Coordinate complex projects

Development is time-consuming

due to complexity and diversity Examples: Task Force and

Committees


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Virtual Teams

Computer technology tiesphysically dispersed members

together to achieve a common

goal


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Virtual Teams

Differentiating factors from

other teams

Absence of para-verbal andnon-verbal cues

Limited social context

Ability to overcome timeand space constraints


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Key Components of Teams

Context

Composition

Work Design Process


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Context

Presence of adequate resources

Effective leadership

Climate of trust Performance evaluation and

reward system that reflects team

contributions


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Composition

Abilities of members

Personality

Allocating roles Diversity

Size of teams

Member flexibility

Member preferences


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Work Design

Freedom & Autonomy

Skill variety

Task identity Task significance


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Process

Member commitment to a common

purpose

Establishment of specific team goals

Team efficacy

Managed level of conflict

Minimizing social loafing


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Process

Member commitment to a common

purpose

Establishment of specific team goals

Team efficacy

Managed level of conflict

Minimizing social loafing


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Stages of Team Development

Stage 1: Forming

Stage 2: Storming

Stage 3: Norming

Stage 4: Performing


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Forming

Teams members uncertain about roles and expectations

Team members try to assess themselves and others

Reliance on strong, formal leadership

Guidelines for a successful forming stage:

- Provide structure to the team by assigning and clarifying task/role

- Encourage participation

- Share all relevant information

- Encourage open, honest communication among team members


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Storming

Deals with power and decision making Members challenge the differences in an attempt to gain their individuality

and influence

The team members need control and sense of direction.

To help through this stage, some guidelines are:

- Assist the team members to establish methods that support the

communication of their different points of view.

- Determine within the team how the team will make decisions

- Encourage members to share their ideas about issues

- Facilitate methods to resolve conflicts


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Norming

Members produce as a cohesive unit

Functional relationships are established

Members work collaboratively to gain and share insight

To best facilitate this stage, some guidelines are:

Talk openly and honestly about team issues and the membersconcerns

Encourage feedback

Assign tasks for consensus decision making


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Performing

Members have learned to work together Members skills to define tasks, manage conflict, and work towards

producing results.

The members are committed to the team and its goals.

Guidelines for this stage are:

- Jointly set goals that are challenging and accepted to all members

- Continue to look for ways to promote the teams chances to excel

- Keep an ongoing assessment of the team

- Acknowledge each members contribution

- Develop members to their fullest potential


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PRIDE principles Purpose: have a common purpose and goal

Respect: act with mutual respect, trust and

support

Individuals: recognize and respect thedifference which enhances creativity andcollective imagination

Discussion: should have open, honest andfrequent discussions

Excellence: team should strive for excellence


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A Team-Effectiveness Model


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Key Roles of Teams


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Turning Individuals Into Team Players

The Challenges Overcoming individual resistance to team membership. Countering the influence of individualistic cultures. Introducing teams in an organization that has historically

valued individual achievement. Shaping Team Players

Selecting employees who can fulfill their team roles. Training employees to become team players. Reworking the reward system to encourage cooperative

efforts while continuing to recognize individualcontributions.


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Team Roles

Sponsor: supports, empowers team

Leader/coordinator: organizes team activities

Facilitator: helps team members function as team

Evaluator: looks at the big picture

Recorder: documents teamwork

Team worker: engages in the task completion


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A Team that Works

Commitment to the team

Team members are cooperative and

collaborate

Honest and open communication

Effective method for decisions-making

Have a process for managing conflict

Key elements


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Commitment to the Team

Team members

Manager

Organization

Commitment from:


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Collaboration and Cooperation

Listening: hear, interpret

Questioning: interact, discuss and pose questions

Persuading: exchanging, defending and rethinking ideas

Respecting: respect the opinion of others. Encourage and support

the ideas and efforts of others

Helping: offer assistance

Sharing: offering ideas and reporting their findings to each

other

Participating: contributing to the project

Effective Skills

Contemporary Issues in Managing


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Contemporary Issues in Managing

Teams Team Effectiveness and Quality

Management Requires That Teams:

1. Are small enough to be efficient and

effective.

2. Are properly trained in required skills.

3. Allocated enough time to work on

problems.

4. Are given authority to resolve problemsand take corrective action.

5. Have a designated champion to call on

when needed.

Team and Workforce Diversity:


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Team and Workforce Diversity:

Advantages and Disadvantages of Diversity


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Reinvigorating Mature Teams

Problems of Mature Teams Becoming stagnant and complacent as

cohesiveness increases.

Developing groupthink.

Confronting more difficult issues. Reinvigorating Teams

1. Prepare members to deal with problems of

maturity.

2. Offer refresher training.3. Offer advanced training.

4. Encourage teams to treat their development as

a constant learning experience.


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The number of employees who can be effectively

and efficiently supervised by a manager

Width of span is affected by: Skills and abilities of the manager and the employees Characteristics of the work being done Similarity of tasks Complexity of tasks Physical proximity of subordinates Standardization of tasks Sophistication of the organizations information system Strength of the organizations culture Preferred style of the manager

Span of Control


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Locus of Control

Locus of ControlThe degree to which people believe they

are masters of their own fate.

InternalsIndividuals who believe that they

control what happens to them.

Externals

Individuals who believe thatwhat happens to them is

controlled by outside forcessuch as luck or chance.


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Common Characteristics

Functional

Operating

Cross

Functional

Self

Managing

Self

Defining

Top

Executive

Autonomy-mission

Low Low-Mod Low High High

Autonomy-procedure

Low-Mod High High High High

Authority-internal

High High Low Low High

Duration High Low-Mod High Variable High

Stability High Low-Mod High Variable High

Functionaldiversity

Low High Low Variable High


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Trust: The Foundation of Team

TrustApositive expectationthatanother will notthrough

words, actions, or

decisions

actopportunistically.

Trust is a history-dependent process

(familiarity) based onrelevant but limited

samples of experience(risk).


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Dimensions of Trust

Integrity honesty and

truthfulness. Competence

an individuals technicaland interpersonalknowledge and skills.

Consistency an individuals reliability,predictability, and good

judgment in handlingsituations.

Loyalty the willingness to

protect and save facefor another person.

Openness reliance on the person

to give you the full truth.

Relationships among


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Relationships among

Team Members

Source:Reprinted by special permission of the publisher, PsychologicalAssessment Resources, Inc., from Making Vocational Choices, copyright 1973,

1985, 1992 by Psychological Assessment Resources, Inc. All rights reserved.


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Advantages of Using Teams

Teams outperform individuals.

Teams provide a way to better use

employee talents.

Teams are more flexible and

responsive.

Teams can be quicklyassembled, deployed,

refocused, and disbanded.


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Characteristics of Effective Teams

Have a clear

understanding of their

goals.

Have competent

members with relevant

technical and

interpersonal skills.

Exhibit high mutual

trust in the character

and integrity of their

members.

Are unified in theircommitment to team

goals.

Have good

communication systems. Possess effective

negotiating skills

Have appropriate

leadership

Have both internally and

externally supportive

environments


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Characteristics of Effective Teams


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A Team That Does NOT Work

Reasons

Confused and conflicting goals

Unresolved roles andresponsibilities

Lack of team trust

Lack of support

Lack of communication

Critical/negative attitude


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Key Areas of Resistance

Resistance

Organization IndividualManagement

top-down structure withmany formal levels

bureaucratic practices rigid and cautious

corporate culture

one-way informationflow

departmentsegregation

fear of losing control fear of not being needed

failure to support teaminitiatives and members failure set clear goals

failure to understand theissues/project/team

unwilling to take risk Too passive and does no

hold membersaccountable

fear of losingindividuality and

individual recognition lack of confidence in

abilities

fear of sharing ideas toprotect own interest

inability to express ideas fear of conflict


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Teams higher level of success for companies

Documents

How Teams are made? why Teams are made ?