This document discusses key aspects of implementing teams in an organization. It begins by outlining the steps needed to make the decision to transition to team-based work, including establishing leadership, forming a steering committee, conducting a feasibility study, and making a go/no-go decision. Next, it describes how to plan the implementation through clarifying the mission, selecting pilot team sites, preparing a design team, planning the transfer of authority, and drafting a preliminary plan. The document then outlines the five phases of team development: start up, reality and unrest, leader-centered teams, tightly formed teams, and self-managing teams.

4. •STEERING COMMITTEE - is a group of individuals tasked with providing strategic
guidance, making key decisions.
•PROXIMITY - refers to the closeness or nearness of one thing to another, either in
physical space, time, or relationship
•INTERDEPENDENCE - is the state of mutual reliance and interconnectedness
between entities, where each depends on the others for support, cooperation, or
resources, shaping a system where collaborative efforts are essential for collective
success.
•CROSS-FUNCTIONAL - refers to the collaboration or involvement of individuals
from different functional areas or departments within an organization to work
together on a common goal or project, leveraging diverse expertise and
perspectives.
•SYNERGY - is the concept where the combined efforts or interactions of multiple
elements result in a combined effect that is greater than the sum of their
individual effects, often leading to increased efficiency, effectiveness, or
innovation.
VOCABULARY ENHANCEMENT

6. Scenario 1: Problem-solving Task
A collection of individuals gathers for a
meeting to discuss a problem. While they
may share ideas, each person primarily
works independently, without a clear
division of labor or specific goal. They
might not have a structured approach to
problem-solving and may lack
interdependency.

7. TEAM

8. Scenario 2: Problem-solving Task
A group of individuals with
complementary skills come together to
solve a complex problem. They
collaborate closely, leveraging each
member's expertise to achieve a common
goal. Each member has specific roles and
responsibilities, and there is a high level
of interdependence among them.

9. GROUP

10. Scenario 3: Sports Event
A group of friends gathers at a park to
play soccer casually. While they enjoy
playing together, there might not be a
structured strategy or specific goal
beyond having fun. Each person plays
according to their individual skills and
preferences without much coordination.

11. GROUP

12. Scenario 4: Sports Event
A soccer team practices regularly,
strategizes together, and plays
matches with the aim of winning. Each
player has a defined position and plays
a crucial role in achieving victory.
There is a strong sense of unity, trust,
and cooperation among team
members.

13. TEAM

14. Scenario 5: Business Project
A group of employees from different
departments forms a project team to
launch a new product. They hold regular
meetings, delegate tasks based on
expertise, and work together towards the
project's objectives. There is clear
communication, accountability, and
mutual support among team members.

15. TEAM

16. Scenario 6: Business Project
A committee is formed within a company
to discuss potential improvements to the
office layout. Members gather periodically
to share ideas, but there is no structured
plan or designated leader. Each person
may pursue their suggestions
independently, and there might not be a
shared sense of responsibility for the
outcome.

17. GROUP

20. •
•
•

21. •
•
•

26. WORKING IN TEAMS ENABLES WORKERS TO AVOID WASTED EFFORT,
REDUCE ERRORS, AND REACT BETTER TO CUSTOMERS, RESULTING IN
MORE OUTPUT FOR EACH UNIT OF EMPLOYEE INPUT.
SUCH ENHANCEMENTD RESULT FROM POOLING OF INDIVIDUAL
EFFORTS IN NEW WAYS AND FROM CONTINUOUSLY STRIVING TO
IMPROVE FOR THE BENEFIT OF THE TEAM.

28. IN GENERAL, YOUNGER WORKERS TEND TO BE LESS SATISFIED
WITH THEIR WORK AND THE ORGANIZATION, TEND TO HAVE A
LOWER RESPECT FOR AUTHORITY AND SUPERVISION, ABD TEND
TO WANT MORE THAN A PAYCHECK EVERY WEEK.
TEAMS CAN PROVIDE THE SENSE OF SELF-CONTROL, HUMAN
DIGNITY, IDENTIFICATION WITH WORK, AND SENSE OF SELF-
WORTH AND SELF-FULFILLMENT FOR WHICH CURRENT WORKERS
SEEM TO STRIVE.

32. small groups of employees from the same work area who
meet regularly to identify, analyze, and solve work-related
problems.
it is the first type of team created in US organizations most
popular during the 1980s in response to growing Japanese
competitions.

33. WORK
TEAMS
•Teams that do the daily work of
an organization. Work teams
MAKE AND DO things.
•Encompass various tasks,
projects, or ongoing operations
within an organization.

34. TEMPORARY teams established to tackle specific problems in
the workplace.
These teams are formed with the purpose of addressing
problems that may arise in various aspects of the
organization's operations, such as processes, products,
services, or customer experiences.

35. MANAGEMENT TEAMS
Managers from different areas who
coordinate work teams
Responsible for overseeing and
directing various functions,
departments, or aspects of the
business.

36. PRODUCT DEVELOPMENT TEAMS
Combinations of work teams and
problem-solving teams that create new
designs for products or services
These teams typically consist of
cross-functional members with
diverse expertise, skills, and
backgrounds, working together to
innovate, create, and launch
successful products.

37. VIRTUAL TEAMS
Teams that work together from
remote locations using digital
technologies
Rely on communication
technology to facilitate
collaboration

40. MAKING
THE
DECISIONS
Prior to making the
decision, top
management needs to
establish the leadership
for the change, develop
a steering committee,
conduct a feasibility
study, and then make
the GO/NO-GO decision.

41. MAKING
THE
DECISIONS
•Regardless of the position,
the person leading the
change needs to:
•have a strong belief that
employees want to be
responsible for their own
work
•be able to demonstrate the
team philosophy
•articulate a coherent vision
of the team environment
•have the creativity and
authority to overcome
obstacles as they surface.

42. PLAN THE
IMPLEMENTATION
•Once the decision is made to
a tam-based organization.
•Preparation consists of the
following five steps:
•Clarifying the mission
•Selecting the site for the first
work teams
•Preparing the design team
•Planning the transfer of
Authority
•Drafting the preliminary plan

43. 1. Clarifying the mission
• discusses the long-range benefits of the company.
• Consistency with the organization’s strategy
• Attempts to stimulate and focus the energy of those
people who need to be involved in the changed.
• Focus on the continuous improvement, employee
involvement, increasing performance, competition,
customer satisfaction, and contributions to society.

44. 2. Selecting the site for the first work teams
• Steering committee needs to decide where teams will
be implemented first.
• involves assessing geographical accessibility,
infrastructure, and the availability of resources
conducive to team collaboration.
• Consider factors such as proximity to key stakeholders
and potential for cross-functional interaction

45. 3. Preparing the design team
• Is a select group of employees, supervisors, and managers
who will work out the staffing and operational details to
make the teams perform well.
• Select the initial members, prepares and plans the transition
from the current state to the new self-managed teams.
• involves assembling a multidisciplinary group of experts,
defining project objectives, and establishing clear roles and
responsibilities to foster creativity and innovation in the
product development process.

46. 4. Planning the transfer of Authority
• Entails delineating decision-making responsibilities,
establishing communication channels, and implementing
governance structures to ensure a smooth transition of
power from leadership to the designated teams while
maintaining organizational alignment and accountability
• Provide training and support to empower team members
and cultivating a culture of trust and collaboration are
crucial for the successful delegation of authority.

47. 5. Drafting the preliminary plan
• Combines the work of steering and design committees
and primary a working document that guides the
continuing work of the design teams and the first work
teams.
• involves outlining the objectives, structure, roles, and
responsibilities of the teams, as well as defining clear
communication channels and establishing performance
metrics to track progress and outcomes effectively

48. PHASE 1 - START UP
• Focuses on defining team objectives, assembling team
members with complementary skills, establishing team norms
and communication channels, and outlining initial tasks and
timelines to lay the foundation for effective collaboration and
goal achievement.
• providing training and support to team members, clarifying
roles and responsibilities, and fostering a sense of shared
purpose are crucial for building cohesion and setting the
stage for success.

49. PHASE 2 - REALITY AND UNREST
• involves confronting challenges, addressing resistance to
change, and adapting to unforeseen obstacles as teams
navigate through the initial stages of collaboration and
task execution.
• Effective communication, leadership support, and
proactive problem-solving are essential for managing
tensions, fostering team cohesion, and maintaining
momentum towards achieving desired outcomes.

50. PHASE 3 - LEADER-CENTERED TEAMS
• emphasizes the role of team leaders in guiding and
coordinating team activities, providing support, and
facilitating decision-making processes to ensure
alignment with organizational goals and objectives.
• Clear direction, effective delegation, and leadership
development are essential for empowering leaders to
inspire trust, motivate team members, and drive
performance during this stage.

51. PHASE 4 - TIGHTLY FORMED TEAMS
• marks the development of strong cohesion, trust,
constructive performance feedback and collaboration
among team members as they become more familiar
with their roles, processes, and objectives.
• During this stage, teams demonstrate high levels of
effectiveness, efficiency, and synergy, leading to
increased productivity and the achievement of
significant milestones.

52. PHASE 5 - SELF - MANAGING TEAMS
• sees the transition to greater autonomy and empowerment
among team members, who take ownership of decision-
making, problem-solving, and task execution, resulting in
heightened accountability and innovation within the team.
• During this stage, leaders serve as coaches and facilitators,
supporting team members in developing their skills,
resolving conflicts, and continuously improving team
processes to achieve optimal performance.

54. Top management support is essential for successful
implementation of work teams. Among other things, top
managers need to stress that there are sound business
reasons for the use of teams and be prepared for some
setbacks during the transition to teams.

55. • involves setting realistic short-term and long-term
goals, establishing clear milestones, and regularly
monitoring progress to ensure alignment with
objectives and adapt to changing circumstances.
• Effective time management, communication, and
flexibility are essential for maximizing team
efficiency, fostering collaboration, and achieving
sustainable success over time.

56. • How employees are rewarded is vital to
the long-term success of an organization.
• The traditional reward and compensation
systems suitable for individual motivation
are simply not appropriate in a team-
based organization.

57. 1. SKILL-BASED PAY
• compensation system where employees are paid
based on their individual skills, knowledge, and
abilities rather than their job title or seniority.
• This approach incentivizes skill development,
rewards performance, and aligns employee
compensation with the value they bring to the
organization.

58. 2. GAIN-SHARING SYSTEMS
• performance-based incentive program where
employees receive bonuses or rewards based on the
achievement of specific organizational goals or
improvements in productivity, quality, or cost reduction.
• This system promotes collaboration, employee
engagement, and alignment of individual and
organizational interests in driving continuous
improvement and shared success.

59. 3. TEAM BONUS PLANS
• Incentive programs where a group of employees
collectively receive bonuses based on the
achievement of team-based goals or performance
targets.
• These plans foster collaboration, teamwork, and
mutual accountability among team members,
motivating them to work together towards common
objectives and driving overall organizational success.