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    Team Dynamics

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    HuiShanBoong
    1) Teams are groups of two or more people who interact and influence each other to achieve common goals. They exist to fulfill a purpose and members are mutually accountable. 2) People join groups to achieve ends not possible alone, satisfy mutual interests and goals, achieve security in numbers, and fulfill social and self-esteem needs. 3) Teams go through forming, storming, norming, performing, and adjourning stages of development as they become more cohesive and focused on goals.

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    Team Dynamics

    Uploaded by

    HuiShanBoong
    19 views36 pages
    1) Teams are groups of two or more people who interact and influence each other to achieve common goals. They exist to fulfill a purpose and members are mutually accountable. 2) People join groups to achieve ends not possible alone, satisfy mutual interests and goals, achieve security in numbers, and fulfill social and self-esteem needs. 3) Teams go through forming, storming, norming, performing, and adjourning stages of development as they become more cohesive and focused on goals.

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    1) Teams are groups of two or more people who interact and influence each other to achieve common goals. They exist to fulfill a purpose and members are mutually accountable. 2) People join groups to achieve ends not possible alone, satisfy mutual interests and goals, achieve security in numbers, and fulfill social and self-esteem needs. 3) Teams go through forming, storming, norming, performing, and adjourning stages of development as they become more cohesive and focused on goals.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    19 views36 pages

    Team Dynamics

    Uploaded by

    HuiShanBoong
    1) Teams are groups of two or more people who interact and influence each other to achieve common goals. They exist to fulfill a purpose and members are mutually accountable. 2) People join groups to achieve ends not possible alone, satisfy mutual interests and goals, achieve security in numbers, and fulfill social and self-esteem needs. 3) Teams go through forming, storming, norming, performing, and adjourning stages of development as they become more cohesive and focused on goals.

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    Lecture Two

    TEAM DYNAMICS

    What are Teams/Group?


    Groups of two or more
    people
    Exist to fulfill a purpose
    Interdependent -- interact
    and influence each other
    Mutually accountable for
    achieving common goals

    What are Teams/Group?


    Stability

    Social interaction

    - Members stay together


    and function as a unit

    - Ability to influence each other


    Group
    Common
    interest
    - Helps to achieve mutual goals

    Recognition
    as a group
    - Members perceive
    differences between
    members and non-members

    Why do
    people join
    groups?

    Why do people join groups?


    Can achieve ends that would not
    be possible alone
    Satisfy mutual interests - by
    bonding together people can satisfy
    mutual goals
    Achieve security - groups provide
    safety in numbers and protection
    against common enemies
    Fill social needs - satisfy peoples
    basic need to be with others
    Fill need for self-esteem - groups
    provide opportunities for people to
    be recognized

    Formal

    Defined by the organizations structure

    Informal

    Neither formally structured nor organizationally


    determined

    Varieties of Groups in Organizations


    Groups

    Formal Groups

    Command
    Groups

    Task
    Groups

    Informal Groups

    Interest
    Groups

    Friendship
    Groups

    Formal groups
    created by the parent organization
    intended to direct the members toward some organizational goal

    Command
    group determined by the connection
    between individuals who are formal
    members of the organization
    determined by the organizations rules
    regarding who reports to whom

    Task
    formed around a specific task
    expertise rather than position in the
    organization determine membership

    Informal groups
    without direction from the organization,
    develops around a common goal or interests of the members

    Interest
    group of employees who voluntarily
    come together to express and satisfy a
    common interest(s)

    Friendship
    group extends beyond the workplace
    develops without encouragement
    from management
    offers opportunities to satisfy social
    needs

    Stages of Team Development


    Forming
    Storming
    Norming
    Performing
    Adjourning

    Forming - members get to know each other and seek to establish


    ground rules
    - stage complete when individuals begin to think of
    themselves as a group
    Storming - members resist control by group leaders and show hostility
    - stage complete when conflict is resolved and the groups
    leadership is accepted
    Norming - group becomes more cohesive/organized, shared feelings
    become common
    - stage complete when individuals accept a common set of
    expectations about the way to do things
    Performing - energy devoted to accomplishing goals
    Adjourning - occurs when goals are met and the group is no longer
    needed
    - end may be immediate or gradual

    Group Decision Making


    Strengths
    Generate more
    complete information
    and knowledge
    Increased diversity of
    views
    Increased acceptance
    of a solution

    Weaknesses
    Takes longer
    Conformity pressures
    Discussions can be
    dominated by one or a
    few members
    Ambiguous
    responsibility for the
    final outcome

    Comparing Groups and Teams

    Four Types of Teams

    Problem-Solving Teams
    Members often from the
    same department
    Share ideas or suggest
    improvements
    Rarely given authority to
    unilaterally implement any
    of their suggested actions

    Cross-Functional Teams
    Employees from about the same hierarchical level,
    but from different work areas, who come together to
    accomplish a task.

    Task forces
    Committees

    A Cross-Functional R&D Team

    Self-Directed Teams Defined

    Cross-functional work groups organized around work


    processes, that complete an entire piece of work
    requiring several interdependent tasks, and that have
    substantial autonomy over the completing of those
    tasks.

    SELF-DIRECTED TEAMS
    A group of employees working together
    without any managerial control.
    Successful SDWT, an organization
    must select skilled, self-driven people
    and make them aware of companys
    goals.

    Advantages and disadvantages

    Business Week recently reported that self-directed work teams are,


    on average, 30 to 50 percent more productive than their
    conventional counterparts.
    The following are some examples of organizations that attribute
    major productivity results to the advantages of self-directed work
    teams:
    * AT&T -- Increased the quality of its operator service by 12
    percent.
    * Federal Express -- Cut service errors by 13 percent.
    * Johnson & Johnson -- Achieved inventory reductions of $6
    million.
    * Shenandoah Life Insurance -- Cut staffing needs, saving
    $200,000 per year, while handling a 33-percent greater volume
    of work.
    * 3M's Hutchinson facility -- Increased production gains by 300
    percent.

    Virtual Teams Defined


    Teams whose members
    operate across space,
    time, and organizational
    boundaries and are
    linked through
    information technologies
    to achieve organizational
    tasks.
    Courtesy of PricewaterhouseCoopers

    Virtual Teams

    Virtual Team Success Factors


    Member characteristics
    Technology savvy
    Self-leadership skills
    Emotional intelligence

    Flexible use of communication technologies


    Have the toolkit of comm. Vehicle (email, video
    conferencing etc)

    Opportunities to meet face-to-face


    High level bonding and mutual u/standing

    AATeamTeamEffectiveness
    Effectiveness
    Model
    Model

    Key Components of
    Effective Teams
    Context
    Composition
    Work Design
    Process

    Contextual Components

    Presence of adequate resources


    Effective leadership and structure
    Climate of trust in the team
    Performance evaluation and reward system
    that reflects team contributions

    Team Composition
    Components
    Abilities of members
    Technical expertise
    Problem-solving
    Interpersonal

    Personality
    open-minded

    Diversity
    Size of teams
    Member preferences

    Work Design Components

    Freedom
    Autonomy
    Skill variety
    Task identity
    Task significance

    Enhances motivation
    and team
    effectiveness

    Process Components
    Common plan and
    purpose
    Specific goals
    Team efficacy/efficiency
    Low levels of conflict
    Minimized social loafing

    How to Minimize Social Loafing


    1. Form smaller teams
    6 and 12 consultants - possible to split teams into smaller teams - making
    each persons individual contribution more noticeable.
    2. Specialize tasks
    easier to see everyones contribution when each team member performs a
    different work activity.
    3. Measure individual performance
    minimized when each members contribution is measured
    measurement can be done for some work of individual members of these
    team.
    4. Increase job enrichment
    are assigned more motivating jobs, such as requiring more skill variety or
    having direct contact with clients
    5. Select motivated employees
    value team membership and believe in working toward the teams
    objectives.

    Turning Individuals Into Team Players


    The Challenges
    Overcoming individual
    resistance to team
    membership.
    Countering the influence
    of individualistic cultures.
    Introducing teams in an
    organization that has
    historically valued individual
    achievement.

    Turning Individuals Into Team


    Players
    Selection
    Need employees who have the
    interpersonal as well as technical skills

    Training
    Workshops on problem-solving,
    communications, negotiation, conflictmanagement and coaching skills

    Rewards
    Encourage cooperative efforts rather
    than individual ones

    Teams Arent Always the Answer:


    Three Tests
    Complexity of Work:
    Can the work be done better by more than one
    person?

    Common Purpose:
    Does the work create a common purpose or set of
    goals for the people in the group that is more than the
    aggregate of individual goals?

    Interdependence:
    Are the members of the group interdependent?

    Keep in Mind
    Management Requires That
    Teams:
    Are small enough to be
    efficient and effective.
    Are properly trained in
    required skills.
    Allocated enough time to
    work on problems.
    Are given authority to
    resolve problems and take
    corrective action.

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