1. TEAM WORK

2. Flow
1. Definition of team and group
2. Types of work-related teams
3. Stages of team development
4. Effective teams
5. Group roles
6. Potential team dysfunctions

3. “None of us is as smart as all of us.”
Ken Blancard
What is a Team ?

4. Differences between group and team
Resource : Excellence in Business, Revised Edition Chapter 8 - 4

5. Functional
Problem-
Global
solving
Types of
teams
Self- Cross-
managed functional
Virtual
teams

6. Functional
Global
Problem-
Includes employees who work
solving
Types of together daily on similar tasks
teams
Self- Cross-
Human Resource Departmant:
managed functional
Virtual
teams
Recruiting,
Compensation,
Benefits,
Safety,
Training and Development,
Industrial Relations.

7. Functional
Focus on a specific issue,
develop a potential solution,
Problem-
Global
solving
Types of
teams and are often empowered to
Self-
managed
Cross-
functional take action within defined
Virtual
teams limits.
• 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

8. Functional
Global
Problem-
solving
Members from various work
Types of areas who identify and solve
teams mutual problems
Self- Cross-
managed functional
Virtual
teams
• 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

9. Functional
Problem-
Global
solving
Types of
teams
Self- Cross-
managed functional
Virtual
teams
• collobrates various information technologies
• geographically dispersed at two or more
locations
• increasingly across organizational boundaries
• minimal face-to-face interaction
• Expenses may be reduced

10. Functional
Problem-
Global
solving
Types of
teams
Self- Cross-
managed functional
Virtual
teams
• 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

11. Functional
Problem-
Global
solving
Types of
teams
Self- Cross-
managed functional
Virtual
teams
• a variety of countries
• separated significantly by time,
distance, culture, and language.
• typically conduct a substantial portion of their
tasks as virtual teams

12. Formıng
stage
Adjourıng Stormıng
stage
Stages of stage
team
development
Performıng Normıng
stage stage

13. Stages of Team development
The S-shaped curve of team development (Adapted from Lipnack and Stamps, 2000)

14. Formıng
stage
Forming stage
Adjourıng Stormıng
stage stage
Stages of
team
development
• Individuals are not clear on what they’re
Performıng
stage
Normıng
stage
• 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

15. Formıng
stage
Adjourıng Stormıng
Storming stage
stage stage
Stages of
team
development • Roles and responsibilities are articulated
• Agendas are displayed
Performıng Normıng
stage stage
• 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

16. Formıng
stage
Norming stage
Adjourıng Stormıng
stage stage
Stages of
team
• Success occurs
development • Team has all the resources for doing the
Performıng Normıng
job
stage stage
• 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

17. Formıng
stage
Adjourıng Stormıng
Performing stage
stage stage
Stages of
team
development
• Team members feel very motivated
• Individuals defer to team needs
Performıng
stage
Normıng
stage • 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

18. Formıng
stage
Adjourıng Stormıng
Adjourning stage
stage stage
Stages of
team
development
•project is coming to an end
Performıng
stage
Normıng
stage
•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.

19. 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

20. 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

21. Task-oriented
• Evaluating
• Coordinating
• Initiating
• Seeking information
• Giving information

22. Self-oriented

23. Self-oriented
• Expense of the team group
• Blocking progress
• Seeking recognition
• Dominating
• Avoiding involvement

24. Relations-oriented
• Warmth and solidarity
• Harmonizing
• Encouraging
• Expressing standards for the team to achieve
or apply
• Following

25. POTENTIAL TEAM DYSFUNCTIONS
• Groupthink
• Free riding
• Bad apples effect
• Absence of trust
• Avoidance accountability for results

26. 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

27. 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

28. 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

29. 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

30. 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

31. INEFFECTIVENESS

32. Absence of Trust
Bad Apples Avoidance of
Effect accountability
Free
Riding
Groupthink

34. Thank you for attention

35. 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