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Teamwork
The document discusses teams and team development, defining teams and groups, describing types of work-related teams like functional, problem-solving, and virtual teams. It also outlines the stages of team development including forming, storming, norming, performing, and adjourning. Key characteristics of effective teams are identified such as having a clear goal, competent members, unified commitment, and receiving external support.
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Teamwork
- 1.
- 2. Flow 1. Definition ofteam and group 2. Types of work-related teams 3. Stages of team development 4. Effective teams 5. Group roles 6. Potential team dysfunctions
- 3. “None of usis as smart as all of us.” Ken Blancard What is a Team ?
- 4. Differences between groupand team Resource : Excellence in Business, Revised Edition Chapter 8 - 4
- 5. Functional Problem- Global solving Types of teams Self- Cross- managed functional Virtual teams
- 6. Functional Global Problem- Includes employees who work solving Types of together daily on similar tasks teams Self- Cross- Human Resource Departmant: managed functional Virtual teams Recruiting, Compensation, Benefits, Safety, Training and Development, Industrial Relations.
- 7. Functional Focus on a specific issue, develop a potential solution, Problem- Global solving Types of teams and are often empowered to Self- managed Cross- functional take action within defined Virtual teams limits. • from a specific deparmant • meets at least once or twice a week • frequently adress quality or cost problems • have the authority to implement their own solutions
- 8. Functional Global Problem- solving Members from various work Types of areas who identify and solve teams mutual problems Self- Cross- managed functional Virtual teams • foster innovation, speed • design or and introduce quality improvement programs and new technology • include members from outside the organization such as customer representatives, consultants, and suppliers
- 9. Functional Problem- Global solving Types of teams Self- Cross- managed functional Virtual teams • collobrates various information technologies • geographically dispersed at two or more locations • increasingly across organizational boundaries • minimal face-to-face interaction • Expenses may be reduced
- 10. Functional Problem- Global solving Types of teams Self- Cross- managed functional Virtual teams • to highly interdependent • work together efficiently on a daily basis to manufacture an entire product or can provide an entire service to a set of customers • can schedule work and vacations, rotate tasks, order metarials, decide on leadership, budget, hire, evaluate each other’s performance
- 11. Functional Problem- Global solving Types of teams Self- Cross- managed functional Virtual teams • a variety of countries • separated significantly by time, distance, culture, and language. • typically conduct a substantial portion of their tasks as virtual teams
- 12. Formıng stage Adjourıng Stormıng stage Stages of stage team development Performıng Normıng stage stage
- 13. Stages of Teamdevelopment The S-shaped curve of team development (Adapted from Lipnack and Stamps, 2000)
- 14. Formıng stage Forming stage Adjourıng Stormıng stage stage Stages of team development • Individuals are not clear on what they’re Performıng stage Normıng stage • supposed to do • The mission isn’t owned by the group • No trust yet • No group history; unfamiliar with group members • Norms of the team are not established • People check one another out • People are not committed to the team
- 15. Formıng stage Adjourıng Stormıng Storming stage stage stage Stages of team development • Roles and responsibilities are articulated • Agendas are displayed Performıng Normıng stage stage • People want to modify the team’s mission • Trying new ideas • People set boundaries • People push for position and power • Competition is high • Little team spirit • Lots of personal attacks
- 16. Formıng stage Norming stage Adjourıng Stormıng stage stage Stages of team • Success occurs development • Team has all the resources for doing the Performıng Normıng job stage stage • Appreciation and trust build • Purpose is well defined • Team confidence is high • Leader reinforces team behavior • Hidden agendas become open • Team is creative • More individual motivation • Team gains commitment from all members on direction and goals
- 17. Formıng stage Adjourıng Stormıng Performing stage stage stage Stages of team development • Team members feel very motivated • Individuals defer to team needs Performıng stage Normıng stage • Little waste. Very efficient team operations • Individuals take pleasure in the success of the team – big wins • “We” versus “I” orientation • High openness and support • High trust in everyone • Superior team performance
- 18. Formıng stage Adjourıng Stormıng Adjourning stage stage stage Stages of team development •project is coming to an end Performıng stage Normıng stage •team members are moving off into different directions •sadness at separating and moving on to other projects independently •This last stage focuses on wrapping up activities rather than on task performance.
- 19. Characteristics of EffectiveTeams • The team must have a clear goal • The team must have a results-driven structure • The team must have competent team members • The team must have unified commitment • The team must have a collaborative climate • The team must have high standards that are understood by all • The team must receive external support and encouragement • The team must have principled leadership
- 20. Group roles Group roles and associated behaviors Management: challenges for tomorrow's leaders von Pamela S. Lewis,Stephen H. Goodman,Patricia M. Fandt,Joseph F. Michlitsch
- 21. Task-oriented • Evaluating • Coordinating • Initiating • Seeking information • Giving information
- 22.
- 23. Self-oriented • Expense of the team group • Blocking progress • Seeking recognition • Dominating • Avoiding involvement
- 24. Relations-oriented • Warmth andsolidarity • Harmonizing • Encouraging • Expressing standards for the team to achieve or apply • Following
- 25. POTENTIAL TEAM DYSFUNCTIONS • Groupthink • Free riding • Bad apples effect • Absence of trust • Avoidance accountability for results
- 26. Groupthink Agreement-at-any-cost mentality • High cohesiveness • Insulation of the team from outsiders • Lack of methodical procedures for search and appraisal • Directive leadership • High stress with a low degree of hope for finding a better solution than the one favored by the leader or other influential persons • Complex/changing environment
- 27. Free Riding Ateam member who obtains benefits from membership but does not bear a proportional share of the responsibility for generating the benefit Sucker effect
- 28. Bad Apples Effect “A bad apple spoils the barrel” A negative individual on a team having a disproportionate and adverse effect on other members of the team
- 29. Absence of Trust • Conceal weaknesses and mistakes • Hesitate to ask for help or feedback • Hesitate to offer help • Jump to hasty conclusions • Fail to recognize skills
- 30. Avoidance of accountabilityfor Results • team doesn’t commit to a clear set of goals and plan of action • Team members put their own needs ahead of the goals of the team
- 31.
- 32. Absence of Trust Bad Apples Avoidance of Effect accountability Free Riding Groupthink
- 34. Thank you forattention
- 35. Bibliography • Principles of Organizational Behavior Slocum, Hellriegel, Chapter 11 – p321-350 • Management: challenges for tomorrow's leaders von Pamela S. Lewis,Stephen H. Goodman,Patricia M. Fandt,Joseph F. Michlitsch • Excellence in Business, Revised Edition, Prentice Hall, 2005, Chapter 8 -p35 • http://www.ndt-ed.org/TeachingResources/ClassroomTips/Teamwork.htm • http://www.projectsmart.co.uk/the-five-stages-of-team-development-a- case-study.html • http://www.ginaabudi.com/the-five-stages-of-team-development-part-i/ • http://openlearn.open.ac.uk/file.php/4393/!via/oucontent/course/3524/ m891_unit2_f03.jpg