You lead today by building teams and placing others first (Jeffry Immelt- CEO GE) Tomorrow’s organization will not only be flatter and information-based but also organized around teamwork (Peter Drucker – Management philosopher) We love to personify things. But Michelangelo didn’t paint the Sistine Chapel alone, and Edison didn’t invent the light bulb alone (Tom Kelley – GM of Ideo)

1. Prepared by Management Department | www.unimedia.ac.id | man@unimedia.ac.id
GROUP & TEAMS :
INCREASING COOPERATION,
REDUCING CONFLICT
Seta A. Wicaksana

2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Business Psychologist
• Pendiri dan Direktur Humanika Consulting dan hipotest.com
• Dosen Tetap dan Peneliti di Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku: Sobat Way (2016), Industri dan Organisasi: Pendekatan Integratif dalam
menghadapi Perubahan (2020), Human Faktor Engineering: Integratif Desain Manusia
dan Lingkungan Kerja (2021), Psikologi Industri dan Organisasi (2021), Psikologi Umum
(2021), Manajemen Pengembangan Talenta (2021), PIODiagnostik: Pengukuran Psikologi
di Lingkungan Kerja (2021), Transformasi Digital: Perspektif Organisasi, Talenta dan
Budaya Organisasi (2021), Psikologi Pelayanan (2021) dan Psikologi Konsumen (2021).
• Dosen Tidak Tetap di: Program Pasca Sarjana Ekonomi di Univ. Pancasila, STP TRISAKTI,
Fakultas Psikologi Universitas Mercu Buana, STIKOM IMA
• Certified of Assessor Talent Management
• Certified of Human Resources Management (Reward Management)
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Ilmu Ekonomi dan Manajemen (MSDM) S3 Universitas Pancasila
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Sekolah ikatan dinas Akademi Sandi Negara

3. More teamwork
You lead today by building teams and placing
others first
(Jeffry Immelt- CEO GE)
Tomorrow’s organization will not only be flatter and
information-based but also organized around
teamwork
(Peter Drucker – Management philosoper)
We love to personify things. But Michelangelo
didn’t paint the Sistine Chapel alone, and Edison
didn’t invent the light bulb alone
(Tom Kelley – GM of Ideo)

4. Why teamwork important
THE IMPROVEMENT EXAMPLE
INCREASED PRODUCTIVITY
At one GE factory, teamwork resulted in workforce that was 20% more productive than
comparable GE workforces elsewhere
INCREASED SPEED
Guidant Corp., maker of life-saving medical devices, halved the time it took to get
products to market
REDUCED COSTS Boeing used teamwork to develop the 777 at cost far less than normal
IMPROVED QUALITY
Westinghouse used teamwork to improve quality performance in its truck and trailer
division and within its electronic component division
REDUCED DESTRUCTIVE INTERNAL
COMPETITION
Men’s Wearhouse fired a salesman who wasn’t sharing walk-in customer traffic, and total
clothing sales volume among all salespeople increased significantly
IMPROVED WORKPLACE
COHESIVENESS
Cisco Systems told executives they would gain or lose 30% of their bonuses based on
how well they worked with peers and in 3 years had record profit

5. Groups & Teams: how do
they differ ?
• Group : collection of people performing as individuals
Two or more freely interacting individuals who share
collective norms, share collective goals, and have a
common identity.
• Team : collection of people with common
commitment
A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which
they hold themselves mutually accountable

6. Formal VS Informal
Groups
• Formal groups – created to do
productive work
Group established to do something
productive for the organization and
headed by a leader
• Informal groups – created for
friendships
Group formed by people seeking
friendship and has no officially
appointed leader, although a leader
may emerge from membership

7. Various types of teams
THE IMPROVEMENT EXAMPLE
CROSS-FUNCTIONAL TEAM
Members composed of people from different department, such as sales
and production, pursuing a common objective
PROBLEM-SOLVING TEAM
Knowledgeable workers who meet as a temporary team to solve a specific
problem and then disband
QUALITY CIRCLE
Volunteers of workers and supervisors who meet intermittently to discuss
workplace and quality-related problems
SELF-MANAGED TEAM
Workers are trained to do all or most of the jobs in a work unit, have no
direct supervisor, and do their own day-to-day supervision
TOP-MANAGEMENT TEAM
Members consist of the CEO, president, and top management heads and
work to help the organization achieve its mission and goals
VIRTUAL TEAM Members interact by computer network to collaborate on projects
WORK TEAM
Members engage in collective work requiring coordinated effort, purpose
of team is advice, production, project, or action.

8. 4 Basic Purposes of Work Team
ADVICE
TEAM
To broaden up
information
PRODUCTION
TEAM
Performing day to
day operation
PROJECT
TEAMS
Do creative problem
solving
ACTION
TEAMS
Accomplish task for
specialized skills

9. Self-Managed
Teams
Group of workers who are given
administrative oversight
for their task domains.
These kinds of teams have emerged
out of quality circles, which consist of
small groups of volunteers or workers
and supervisors who meet
intermittently to discuss workplace
and quality-related problems

10. Five Stages of Group and Team Development

11. Building effective
teams
1. Performance goals & feedback
2. Motivation through mutual
accountability
3. Size : small or large teams?
4. Roles : how team members are
expected to behave
5. Norms : unwritten rules for team
members
6. Cohesiveness : the importance
of togetherness
7. Groupthinking : when peer
pressure discouranges
“thinking outside the box

12. Conflict
A process in which one party perceives that its interest
are being
opposed or negatively affected by another party
1. Negative conflict – bad for organization
Conflict that hinders the organization’s
performance or threatens its interest
2. Constructive conflict – good for organization
Which benefits the main purposes of the
organization and serves its interest

13. Managing Conflict
Too little conflict or too much conflict causes performance to suffer :

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