Teamwork

José Onofre Montesa AndrésUniversidad Politécnica de

ValenciaEscuela Superior de Informática Aplicada

2003-2004

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Introduction• The actually need of obtain new

products in a little time.• Teamwork are associate with

effectiveness and efficiency.• In same situations individual human

being is insufficient, and this is the reason management needs to focus on teams.

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Why have teams become so popular?

• Outperforms individuals when the task being done require:– Multiple skills.– Judgment. – Experience.

• Better utilize employee talents.• More flexibility.• Motivational properties.

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Difference between group and team.

• Group interacts primarily to share information and to make decisions to help each member perform within his or her area of responsibility.

• Work team is a group whose individual effort in a performance that is greater than the sum of those individual inputs.

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Share informationNeutral (st. negative)IndividualRandom and varied

Collective Performance

PositiveIndividual and mutual

Complementary

GoalSynergy

AccountabilitySkills

Work group Work teams

Synergy and coordinated effort

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Team work are interesting for management

• If we have positive synergy– We will increase

output with no increase in inputs.

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Types of teams• Problem Solving Teams• Self-managed Work Teams• Cross-functional Teams

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Problem Solving Teams• 5-12; = dep.; few h/week; improve q.• Example: quality circles

?

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Self-managed Work Teams• Groups of 10 a 15 people

who take on responsibilities of their former supervisors.

• Include – Collective control over the

pace of work,– Work assignments.– Organization of breaks.– Choice of inspection

procedures.

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Cross-functional Teams• Employees from about the same

hierarchical level, but from different work areas, who come together to accomplish a task.

• Task force (temporary)• Committees

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Linking Teams and group concepts.

•Size of Work Teams•Abilities of members•Allocating Roles•Diversity•Having a Commitment to a Common Purpose •Establishing Specific Goals•Leadership and Structure•Social Loafing and Accountability•Performance Evaluation and Rewards.•High Mutual Trust

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Size of Work Teams• Best smalls.

– More than 10 to 12 members difficult…• Large can’t develop…

– Cohesiveness, commitment, and mutual accountability.

• If we have more… break the group into subgroups.

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Abilities of members• Complementary• Types

– Technical expertise,– Problem solving and decision-

making skills,– Interpersonal skills.

• Don’t need to have all the complementary skills in place at their beginning…same can learn,… but is necessary to reach its full potential.

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Allocating Roles• Put individuals into jobs that are

compatible with their personalities.• People should be selected for a team

based on their personalities and preferences.

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Team Roles• Creator-innovators

• Imaginative and good at initiating ideas..

• Independent and work on their own.

• Explorer-Promoters• Like to take new ideas

and champion their cause.• Assessor-Developers

• Analyze decision options

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Team Roles• Thruster-

Organizers– Provides structure

• Concluder-Producers– Provide direction

and follow through.• Controller-

Inspectors– Check for details

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Team Roles• Upholder-

Maintainers– Fight external

battles.• Reporter-Advisers

– Seek full information.

• Linkers– Coordinate and

integrate.

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Diversity• Managers need to understand the

individuals strengths that each person can bring to a team.

• Football,…– Better if different people– Need people in all the functions.

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Having a Commitment to a Common Purpose

• Does the team a meaningful purpose that all members aspire to?– Apple – Macintosh

• Members of successful teams put a tremendous amount of time and effort into discussing, shaping and agreeing on propose that belongs to them both collective and individually.

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Establishing Specific Goals• Successful teams translate their

common purpose into:– specific– Measurable– Realistic

• Goals

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Leadership and Structure• To provide focus and direction.• By managers or other members,

better:– Explorer-promoter, thruster-organizer,

concluder-producer, upholder-maintainer, or Linker.

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Social Loafing and Accountability

• It’s limited.– People know their responsibilities as team and

individually.

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Performance Evaluation and Rewards

• Reflect team performance.– Group based

appraisal, Profit sharing, .

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High Mutual Trust• Characterize high

performance teams.• But trust is fragile

– It takes a long time to build

– Can be easy destroyed– Is hard to regain.

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High Mutual Trust– Integrity.

• Honesty and truthfulness– Competence

• Technical, interpersonal– Consistency

• Reliability, Predictability and good judgment– Loyalty

• Willingness to protect and save face for a person.– Openness

• Willingness to share ideas and information freely.

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Building trust• Demonstrate that you are working for others’

interest as well as your own.• Be a team player (defend).• Practice openness.• Be fair (objectivity and fairness).• Speak your feelings (human).• Show consistency in the basic values that

guide your decision making.• Maintain confidences.• Demonstrate competence.

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Turning individuals into team players.

• Many people are not inherently team players.

• Individual achievements• Loners

• Steps– The challenge– Shaping Team Players– Rewards

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The challenge• A barrier to teams is individual

resistance– Success no as individual performance– Sublimate personal goals for the good of

teams.• The challenge is greatest if

– Culture is individualistic– Historically we have reward individuals.

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Shaping Team Players• Selection

– What do you think about teamwork?• Training

– Experience the satisfaction that teamwork can provide

• Rewards – Promotions, pay raises, …, should be

given to individuals for how effective they are as team members.

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And when it works• If teams are mature and performing,• Manager’s job isn’t over...

– Stagnant– Complacent

• Managers need to support teams with:– Advice and guidance,– Training if these teams are to continue

improve.