The document discusses teamwork and its benefits for organizations. It notes that teamwork increases productivity and quality, improves morale, and enhances problem-solving and creativity. It defines teams as small groups of people with complementary skills committed to a common purpose and goals. The document then outlines the typical stages a team goes through - forming, storming, norming, performing, and adjourning. It provides strategies for leaders and issues to address at each stage to help the team progress effectively.

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The goal is to raise
productivity while
keeping production costs as
low as possible. It takes a lot
of time to send cooperative
memos of every change in
procedure. It takes even
more time to implement
those changes. With
teamwork you eliminate a lot
of the formalities.

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Benefits to Organization
Increased productivity
Increased quality
Better morale
Better problem solving
Increased creativity
Better decisions

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• Work is less stressful
• Responsibility is shared
• Rewards and recognition
shared
• Members can influence each
other
• All experience a sense of
accomplishment

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Definition
Teams – A small number of
people with complementary
skills who are committed to a
common purpose, performance
goals and approach for which
they hold themselves mutually
accountable.
Usually 7-25 members

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Norming
Storming
Forming
Performing
Adjourning

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• Feel moderately eager with high
positive expectations about what
the team will accomplish
• Feel concerned about how they will
fit in and what will be expected of
them
• Feel anxious about other team
members
• Are dependent on authority to
provide direction

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Leader Action Strategies
• Establish realistic goals
• Set standard for tem interaction
• Clarify team tasks and team
member roles & relationship
• Make decisions and provide
directions
• Monitor and give feedback on
team performance
• Demonstrate and teach skills
Task Accomplishment
• Low to moderate
• Focus on defining goals, tasks
and strategies
Interpersonal Issues:
• Inclusion & trust
• Willingness to include others in
decision making
• Extent to which team members
feel they can trust the leader

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• Experience some discrepancy
between initial hopes and the reality
• Become dissatisfied with dependence
on authority
• Experience frustrations about goals
and tasks and may react negatively
toward formal leader and other team
members
• May compete for power and attention

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Interpersonal Issues
• Control, power and conflict
• Extent to which team members
want to follow the directions set
by others
• Who influences the team’s
direction
Task Accomplishment
• Disrupted by negative feelings
• Slowly increases as conflicts
are addressed
Leader Action Strategies
• Redefine goals, expectation,
roles and relationship
• Encourage and support
interdependence
• Provide skill development
• Recognize and accept
different opinions
• Manage conflicts
• Praise constructive behavior

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• Become less dissatisfied as ways
of working together become clear
• Resolve discrepancies between
expectation and reality
• Begin to respect each other’s
differences and develop feelings
of respect, harmony, and trust
• Feel pleasure and increase self
esteem

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Interpersonal Issues
affection
willingness to express
friendly feelings
shift focus of control from
leader to team
avoidance of “group
think”
Task Accomplishment
Increases positive
feelings
Facilitates team results
Leader Action Strategies
Involve team in decision
making and problem solving
Support team in setting goals
and standards
Encourage and acknowledge
team progress

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• Feel excited and eager about
participating in team activities
• Are autonomous (not dependent
on a designated leader)
• Work collaboratively with whole
team
• Feel highly confident about team
results
• Communicate open and freely
without fear of rejection or conflict

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Interpersonal Issues
No major issues
Task Accomplishment
Optimal task accomplishment
is characterized by team
cohesion and pride in team’s
results
members derive satisfaction
are skills, knowledge, and
confidence increase
Leader Action Strategies
• Serve as source for the
team
• Monitor goals and
performance in terms of
review process
• Interface between team
and the larger organization

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• Become concerned about
impending dissolution
• Feel loss or sadness about
ending the project and
separating from the team
• May deny feelings by joking or
expressing dissatisfaction
• May have strong positive
feelings about what the teams
has accomplished

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Interpersonal Issues
Loss and separation
Feelings of sadness, loss
or anger about impending
dissolution of the team
Tendency to become less
productive
Task Accomplishment
Generally decreases
Sometimes work activity
increases (deadlines,
overcome sense of loss)
Leader Action Strategies
• Accept own feelings of loss
• Acknowledge the feelings of
others
• Increase directive and
supportive behavior as
appropriate

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Conflicts
Testing
boundaries
Confusion
Affection
Cooperation
Trust
Productivity
Separation
Uncertainty
Forming
Storming
Norming
Performing
Adjouring

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Forming Storming Norming Performing Adjourning
Awareness
&
orientation
Tasks
needs to
be clarified
Competition
& conflict
Leader
needs
conflict
resolution
skills
Cooperation
Team willing
to work
together and
establish
procedures
Trust &
performance
Team
focused on
results &
performance
Separation
& moving on
Team focus
shifts to “
what will I
do next?”
DIRECTING COACHING SUPPORTING DELEGATING

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• Credibility of the project leader
• Unclear project objectives
• Changing goals & priorities
• Lack of team definition & structure
• Confusion about roles and
responsibilities
• Performance appraisals that fail to re
recognize teamwork
• Excessive team size

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23. Inputs Tools &
Techniques
Outputs
Project staff
Project plan
Staffing
management plan
Performance
reports
Team-building
activities
Management skills
Rewards
Collocation
Training
Performance
improvement
Performance
appraisals

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Task oriented behavior
- Focus on what a team
needs to do to get the job
done
- Facilitate and coordinate
decision –making tasks

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Task oriented behavior
- Focus on what a team
needs to do to get the job
done
- Facilitate and coordinate
decision –making tasks

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Relationship – Oriented
Behavior
- Focus on the social needs of
the team
- Deal with team tasks,
sentiments and viewpoints

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Self-oriented behavior
- focus only on the needs of
individual team members
sometimes at the cost of the
team

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What is the
purpose or
function of
behavior in a
group?

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Initiating
• making suggestions
• proposing group actions
Coordinating
• Coordinating idea, suggestions, or activities
Summarizing
• Combining ideas into cohesive statement & drawing
conclusions
Evaluating
• Assess and question how the team is functioning
Information seeking
• Asking for facts or clarification
Information giving
• Offering valid and useful information

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Gate-keeping
- Facilitating the participation of other
- Inviting less active members to contribute
Encouraging
- Being open and responsive to others
- Recognizing and supporting contributions
- Inviting comments
Setting standards
- Helping the group establish norms and
standards related to maintaining relationship
Harmonizing
- Relieving tension
- Helping others explore their disagreements
- Seeking appropriate compromise solutions

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Dominating
- Asserting authority status of superiority
- Excessive talking, interrupting or overriding others’
comment
Recognition Seeking
- Trying to get attention and monopolizing discussion
Withdrawal
- Refusing to participate in group discussions
- Giving off non verbal signs of disapproval
Blocking
- Arguing too much on a point
- Rejecting ideas without considering them

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• Say thanks I’ve got it
• Avoid eye contact when
asking for a response
• Hold up hand as a stop sign
have a frank talk
• Don’t compete with the team

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• Apply spectrum policy
- Ask members to find something
positive in another’s idea
• In case of disagreements, accept
both points of views as potentially
useful
• Give us your background on that
opinion

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• Keep the energy level high
- keep past pace
- Ask difficult questions
- Be intense
- use humor
• Keep eye contact when
asking questions
• Avoid pinning down an
individual

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• Could we hear more?
• Give us specific
information, please
• Could you look into that
and give us more
information at the next
meeting
• Keep meeting at fast pace

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Initiation Planning Executing Controlling Closing
Integration Project
planning
Execution Integration
change
control
Scope Initiation Scope
Planning
/Definition
Scope
Change
control
Time Sequencing
Scheduling
Cost Resource
planning
Cost
estimating
Cost budgeting

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Initiation Planning Executing Controllin
g
Closing
HR Staffing Team
Development
Scope Initiation Scope
Planning
/Definition
Committees Sequencing
Scheduling
Risk Identificatio
n Analysis
Response
Planning

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Teamwork is essential for
competing in today's global
arena, where individual
perfection is not as desirable
as a high level of collective
performance. In our
organization today teams are
the norm rather than the
exception.

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Teamwork helps organizations in
many ways:
It gives the employees cooperative
spirit. When people work together for a
common goal it gives them a sense of
belonging. It is important for people to
feel like they are a part of something. When
they feel this pride, they will want to put their
best foot forward. They will have enthusiasm
in the workplace and connect with other
employees.

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Teamwork brings more
efficiency to the workplace.
This is really the most
important thing.

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When people work together in
close proximity every day, it
makes changes a lot easier.
Fellow employees will have
the chance to teach and
practice the new methods
with others in the cooperative.
This will save the coop’s
money in training and other
implementation costs.

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Teams should strive to achieve
consensus. Unlike the terms
unanimous and majority, there
is no vote with consensus

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A Team Leader should try to get
the best out of every player. So,
he studies each member, to
discover his talents, and to
develop them. He also studies
each member, to discover their
weaknesses, and to strengthen
them

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Then he trains these
members to play as
a team. He teaches
each one to sacrifice
his own personal
glory for the
common good

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Team play
multiplies the
power of each
individual member

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The total
impact of the
team is
greater than
the sum of
their individual
talents

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• The team performance goals
will be much larger numbers
than an individual's numbers,
and at first it may seem very
difficult to reach.
• That is why management
must break the monthly goals
into daily achievable activity;
then individual and target
numbers seem more attainable

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• Management must not only give
praise to the individual doing the
exceptional work, but must also
focus on the team results and
praise, correct, or redirect
accordingly.
• During the team building period
(the first 6 months) meeting and
discussions with the group should
spotlight the positive aspects.

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If there is an
individual who
is not meeting
their goals,
bring them in
for counseling
via a one-on-
one meeting.

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Individual rewards
 foster independent
behavior
 may lead to creative
thinking and novel
solutions
 encourage
competitive striving
within a work team
Team rewards
 emphasize
cooperation and
joint efforts
 emphasize sharing
information,
knowledge, and
expertise

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Individual-Organizational Exchange
Relationship
• Organizational goals
• Departmental objectives
• Job tasks
• Physiological needs
• Security needs
• Physical needs
• Organizational status
• Benefits
• Income
• Developmental potential
• Employee knowledge
• Employee skills and
abilities
Individual
Organization
Demands
Contribution

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A good workplace with happy,
productive employees is
beneficial for the entire
cooperative and its members.
Making an environment that
allows staff to feel good about
their work and how they
contribute has its challenges.
Promoting a Good Workplace

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Management has many
responsibilities, including
evaluating people based
on their work and
contributions, and how
they interact with others.
When an employee
demonstrates mutual effort
to achieve a common
goal, your employees
have moved from a single
purpose to Teamwork.
This allows the members
to reach higher goals than
they would individually.

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Provide incentives for the
group when the goals are
reached. Daily feedback of
results is needed to keep
the assembled team
focusing on the new goal.
This review should move the
focus for training and advice
from management to the
team. Let them share their
ideas and experiences.

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1. Appreciation of work well done
2. Feeling of being “in on things”
3. Help on personal problems
4. Job security
5. Good wages
6. Interesting work
7. Promotion & Growth
8. Personal loyalty to employees
9. Good working condition
10.Tactful disciplining
Score as
10 highest and
1 lowest

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Be a team player. The most
valuable single factor that
contributes towards high levels of
excellence and quality in a team,
stem from an individual team
member's ability to work with
others, i.e. his or her levels of
cooperation and
communication. These "social
intelligence" skills include the
ability to persuade, negotiate,
compromise and make others
feel important

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The most valuable single factor that
contributes towards high levels of
excellence and quality in a team,
stem from an individual team
member's ability to work with others,
i.e. his or her levels of cooperation
and communication. These "social
intelligence" skills include the ability
to persuade, negotiate, compromise
and make others feel important

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Winning
organization
or Losing
Organization
Like any journey, many different
routes can be taken

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Provide an inspiring vision
Define shared values
Set stretch goals
Develop team leaders
Synergize complementary skills
Celebrate diversity
Encourage team activities
Empower teams
Provide coaching
Reward collective achievements

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Reference:
Dr. Peter Muller
Swiss Federal Institute of Technology
Zurich
April, 2005

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