Teams team teamwork player groups


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presentation University Maastricht, the Nederlands, 3rd year International Business, Organizational Behavior course

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  • Teams team teamwork player groups

    1. 2. Agenda for today 1 2 3 Team introduction Groups and teams Types of teams SCENE 1 Teams aren‘t always the answer What makes a team successfull Turning individuals into team players conclusion 4 7 6 5
    2. 4. <ul><li>Teams typically outperform individuals. </li></ul><ul><li>Teams use employee talents better. </li></ul><ul><li>Teams are more flexible and responsive to changes in the environment. </li></ul><ul><li>Teams facilitate employee involvement. </li></ul><ul><li>Teams are an effective way to democratize an organization and increase motivation. </li></ul>
    3. 5. Work Group A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility. Work Team A group whose individual efforts result in a performance that is greater than the sum of the individual inputs. Team Versus Group: What’s the Difference?
    4. 6. D ifferent types of teams … <ul><li>Select their own members </li></ul><ul><li>Evaluate each other´s performance </li></ul><ul><li>Decreased supervision from high hierarchy </li></ul>
    6. 8. <ul><li>Adequate Resources </li></ul><ul><ul><li>Need the tools to complete the job </li></ul></ul><ul><li>Effective Leadership and Structure </li></ul><ul><ul><li>Agreeing to the specifics of work and how the team fits together to integrate individual skills </li></ul></ul><ul><ul><li>Even “self-managed” teams need leaders </li></ul></ul><ul><ul><li>Leadership especially important in multi-team systems </li></ul></ul><ul><li>Climate of Trust </li></ul><ul><ul><li>Members must trust each other and the leader </li></ul></ul><ul><li>Performance and Rewards Systems that Reflect Team Contributions </li></ul><ul><ul><li>Cannot just be based on individual effort </li></ul></ul>Effectiveness
    7. 9. Effectiveness <ul><li>Abilities of Members </li></ul><ul><ul><li>Need technical expertise, problem-solving, decision-making, and good interpersonal skills </li></ul></ul><ul><li>Personality of Members </li></ul><ul><ul><li>Conscientiousness, Openness to Experience, and Agreeableness all relate to team performance </li></ul></ul><ul><li>Allocating Roles and Diversity </li></ul><ul><ul><li>Many necessary roles that must be filled </li></ul></ul><ul><ul><li>Diversity stimulate creativity and improve decision making. N o t cultural differences, at least in the short-run. </li></ul></ul><ul><li>Size of Team </li></ul><ul><ul><li>The smaller the better: 5-9 is optimal </li></ul></ul><ul><li>Member’s Preference for Teamwork </li></ul><ul><ul><li>Do the members want to be on teams? </li></ul></ul>
    8. 10. Effectiveness <ul><li>Freedom and Autonomy </li></ul><ul><ul><li>Ability to work independently </li></ul></ul><ul><li>Skill Variety </li></ul><ul><ul><li>Ability to use different skills and talents </li></ul></ul><ul><li>Task Identity </li></ul><ul><ul><li>Ability to complete a whole and identifiable task or product </li></ul></ul><ul><li>Task Significance </li></ul><ul><ul><li>Working on a task or project that has a substantial impact on others </li></ul></ul>
    9. 11. Effectiveness <ul><li>Commitment to a Common Purpose </li></ul><ul><ul><li>Create a common purpose that provides direction </li></ul></ul><ul><ul><li>Have reflexivity : willing to adjust plan if necessary </li></ul></ul><ul><li>Establishment of Specific Team Goals </li></ul><ul><ul><li>Must be specific, measurable, realistic, and challenging </li></ul></ul><ul><li>Team Efficacy </li></ul><ul><ul><li>Team believes in its ability to succeed </li></ul></ul><ul><li>Mental Models </li></ul><ul><ul><li>Have an accurate and common mental map of how the work gets done </li></ul></ul><ul><li>A Managed Level of Conflict </li></ul><ul><ul><li>Task conflicts are helpful; interpersonal conflicts are not </li></ul></ul><ul><li>Minimized Social Loafing </li></ul><ul><ul><li>Team holds itself accountable both individually and as a team </li></ul></ul>
    10. 12. Please fill out the questionnaire… Are you a team player??
    11. 13. Individual resistance The challenge
    12. 14. Zach‘s employer, an office furniture manufacturer, recently reorganized around teams. All production in the company‘s factory is now done in teams. And Zach‘s design department has been broken up into three design teams. „ I‘ve worked here for four years. I am very good at what I do. And my performance reviews confirm that. I‘ve scored 96 percent or higher on my evaluation every year I‘ve been here. But now everything is changing. I‘m expected to be part of our modular-office design team. My evaluations and pay raises are going to depend on how well the team does. And, get this, 50 percent of my evaluation will be on how well I facilitate the performance of the team. I‘m really frustrated and demoralized. They hired me for my design skills. The knew I wasn‘t a social type. Now they‘re forcing me to a team player. This doesn‘t play to my strength at all.“ Is it unethical for Zach's employer to force him to be a team player? Is his firm breaking an implied contract that it made with him at the time he was hired? Does this employer have any responsibility to provide Zach with an alternative that would allow him to continue to work independently?
    13. 15. Turning individuals into team players <ul><li>Selection </li></ul><ul><li>Additional to the technical skills, make sure that the candidate can fulfill their team role </li></ul><ul><li>Provide training to develop teamwork skills </li></ul><ul><li>Large proportion of people can be trained to become team players. </li></ul><ul><li>Reward individuals for cooperative efforts </li></ul><ul><li>intrinsic + pay raises </li></ul>
    14. 16. C ase: factional group <ul><li>Members are representatives from a small number of often two social entities. </li></ul><ul><li>Factional groups process preexisting. </li></ul><ul><li>The greater the demographic difference the more conflict will occur. Which lead to a poor performance. </li></ul><ul><li>M embers of strong-faultline groups identified socially not with the group as a whole but with their demographically similar subgroups. S imilar people are attract to each other. Members do not function as a collective whole </li></ul>
    15. 17. How to balance heterogeneity? pro Heterogeneity within a group can enhance problem solving ability. against No! Diversity increases conflicts and decreases team performace. If you were asked to choose people from your class right now to make up a team for a class project, list five individuals you would choose. Now that you have your list, consider what the composition of your team would look like. How much diversity would there be?
    16. 18. Conclusion.... Managers should... What makes a team effective? Managers should modify the environment and select team-oriented individuals to increase the chance of developing effective teams Must be sure they have the right blend of mechanistic and organic structure to meet the contingencies they face. <ul><ul><li>Are small enough. </li></ul></ul><ul><ul><li>Are properly trained. </li></ul></ul><ul><ul><li>Allocated enough time. </li></ul></ul><ul><ul><li>Are given authority </li></ul></ul><ul><ul><li>Has a leader </li></ul></ul>Nowadays, the global business world is fast changing and highly competitive, increased use of decentralization of authority and increased use of teams. Decentralizing authority to lower-level employees and placing them in teams reduces the need for direct, personal supervision by managers, and organization become flatter.
    17. 19. ??
    18. 20. <ul><li>Thank you for your participation </li></ul>