This document discusses teams and teamwork. It defines a team as a small group of people with complementary skills committed to a common goal for which they hold each other mutually accountable. Teamwork is essential in modern organizations. For a work group to become an effective team, leadership must be shared, accountability must shift to both individual and collective levels, the group must develop a shared purpose or mission, and problem solving must be an ongoing activity. There are four main types of teams: advice teams, production teams, project teams, and action teams. Cooperation, trust, and cohesiveness are important factors for effective teamwork.

1. TEAMS AND TEAMWORK
PREPARED BY:
KEAN AGAPITO
MPH

2. • According to Katzenbach and Smith team is 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.
• Teamwork is essential in modern organizations. Virtually all
administrative activity is group oriented.
• Teams promise to be a cornerstone of progressive management for
the foreseeable future.

3. A work group becomes a team when
1. Leadership becomes a shared activity.
2. Accountability shifts from strictly individual to both
individual and collective.
3. The group develops its own purpose or mission.
4. Problem solving becomes a way of life, not a part-time
activity.
5. Effectiveness is measured by the group’s collective
outcomes and products.

4. Four general types of work teams
• Advice teams- created to broaden the information base for managerial
decisions. Advice teams tend to have a low degree of technical
specialization.
• Production teams- is responsible for performing day-to-day operations.
• Project teams- require creative problem solving, often involving the
application of specialized knowledge.
• Action team- this is combined with high specialization with high coordination.
A unique challenge for action teams is to exhibit peak performance on
demand.

5. EFFECTIVE TEAMWORK THROUGH COOPERATION,
TRUST AND COHESIVENESS
• Cooperation –individuals are said to be
cooperating when their efforts are systematically
integrated to achieve a collective object. The
greater the integration, the greater the degree of
cooperation.

6. 1. Cooperation is superior to competition in
promoting achievement and productivity.
2. Cooperation is superior to individualistic efforts
in promoting achievement and productivity.
3. Cooperation without intergroup competition
promotes higher achievement and productivity
than cooperation with intergroup competition.

7. Trust
• Trust is enormously powerful in a corporation.
• It is defined as reciprocal faith in others intentions and behavior.
Guidelines to build trust
1. Communication- keep team members and employees informed
by explaining policies and decisions and providing accurate
feedback.
2. Support- be available and approachable. Provide help, advice
coaching and support team members ideas.
3. Respect- delegation, in the form of real decision-making
authority, is the most important expression of managerial
respect.

8. 4. Fairness –be quick to give credit and recognition to
those who deserve it.
5. Predictability- be consistent and predictable in your
daily affairs. Keep both expressed and implied promises.
6. competence- enhance your credibility by demonstrating
good business sense, technical ability and professionalism.

9. COHESIVENESS
• -is a process whereby a sense of “we-ness” emerges to transcend individual
differences and motives. Members of a cohesive group stick together. They are
reluctant to leave the group.
• Highly cohesive groups are more effective than low-cohesion groups.
• Members of high cohesive groups communicate more frequently and more
positively than members of low-cohesion groups.

10. Quality Circles
• Are small groups of people from the same work
area who voluntarily get together to identify ,
analyze and recommend solutions for problems
related to quality, productivity, and cost
reduction.

11. Self-Managed Teams
•Barely beyond the experimental stage, hold
great promise for tapping the full potential
of today’s employees by increasing their
autonomy.

12. Eight attributes of high-performance team
• Participative leadership
• Shared responsibility
• Aligned on purpose
• High communication
• Future focused for growth
• Focused on task
• Creative talents applied
• Rapid response