Introduction to textile

1. Working in Group or Team

2. Working in Teams
 A team is a unit of two or more people who work
together to achieve a goal.
 Team members share a mission and the
responsibility for working to achieve it.
 Companies like to hire people who work effectively
in teams.
 Studies show that teams contribute to an
organization’s performance.
 Some companies even base pay raises and
promotions on an employee’s effectiveness as a
team player.

3. Working in Teams
 Types of team
 The type, structure, and composition of individual
teams vary within an organization.
 Formal Team – part of the organization’s
structure
 Informal Team – Not the part of the formal
organization but are formed to solve a problem,
work on specific activity, or encourage employee
participation.

4. Team Types
 Problem-solving team and task forces are two
informal team types that assemble to resolve
specific issues and then disband once their goal
has been accomplished.
 Team members often include representatives of
many departments so that those who have a stake
in the outcome are allowed to provide output.
 This cross-department team not only helps the
company in specific goal achievement but also
generates excitement and rapport among
employees about working together toward
common goal.

5. Team Types
 In contrast to problem-solving teams and task forces, a
committee usually has a long life span and become a
permanent part of the organizational structure.
 Committee typically deals with regularly recurring
task. For example, grievance committee may be
formed as a permanent resource for handling
employee complaints and concern.
 Virtual Team – brings together geographically distant
employees to interact, share information, and to
accomplish goals.
 Virtual teams conduct their business by using
advanced communication technology.

6. Group Dynamics
 The interactions and processes that take place in a
team are called group dynamics.
 Some teams are more effective than others simply
because the dynamics of the group facilitate
member input and the resolution of differences.
Productive teams tend to develop that are
conducive to business.
 Often these rules are unstated; they just become
standard group practice, or norms – informal
standards of conduct that members share and that
guide member behaviour.

7. Group Dynamics
 When the team has a strong identity, the members
observe team rules religiously. They are upset by any
deviation and feel a great deal of pressure to conform.
 This loyalty can be positive, giving members a strong
commitment to one another.
 However, an overly strong identity could lead to
negative conditions such as groupthink.

8. Team Roles
 Members of a team can play various types of roles.
 Self-oriented roles – motivated mainly to fulfill
personal needs, so they tend to be less productive
than other members.
 Team-maintenance roles – far more likely to
contribute to team goals, to help everyone to work
together.
 Task- facilitating roles – to help solve problems
or make decisions.

9. Team Roles
 Roles are often determined by whether they joined
the group voluntarily or involuntarily and their
status in that group.
 Status depends on many variables, including
personal attractiveness, competence in particular
field, past successes, education, age, social
background and organizational position.
 Person’s status also varies from team to team.

10. Advantages of team
 Increased information and knowledge: by pooling the
resources of several individuals, teams bring more
information to the decision-making process.
 Increased diversity of view: the team members bring a
variety of perspectives to the decision-making process.
 Increased acceptance of a solution: those who participate
in making a decision are more likely to support the decision
enthusiastically and encourage others to accept it.
 Higher performance level: working in teams unleash vast
amount of creativity and energy in workers. Teams fill
individual workers needs, reduces employee’s boredom,
increase feelings of dignity and self-worth, and reduces
stress and tension between workers.

11. Disadvantages of Team
 At their worst, teams are unproductive and frustrating,
and they waste everyone’s time.
 Some may actually be counterproductive, they may
arrive at a bad decision.
 When individuals are pressured to conform, they may
abandon their sense of personal responsibility and
agree to ill-found plans.
 Team may develop ‘Groupthink’ – the willingness of
individual members to set aside their personal
opinions and go along with everyone else, simply
because belonging to the team is more important to
them than making the right decision.

12. Disadvantages of Team
 Groupthink can lead to poor decisions and ill-
advised actions, even inducing people to act
unethically.
 Group members’ personal motives can interfere
with the group’s efforts to accomplish its mission.
 High cost of coordinating group activities.
 Aligning schedules, arranging meeting, and
coordinating individual parts of a project can eat
up a lot of time and money.