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TEAMS

The document discusses work teams. It describes how teams typically outperform individuals when tasks require multiple skills and judgments. It also notes that teams are better at utilizing individual talents and are flexible. The document then covers the stages of team development including forming, storming, norming, performing, and adjourning. It also discusses different types of teams such as functional teams, problem-solving teams, and virtual teams.

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Sirengo Maurice
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46 views21 pages

TEAMS

The document discusses work teams. It describes how teams typically outperform individuals when tasks require multiple skills and judgments. It also notes that teams are better at utilizing individual talents and are flexible. The document then covers the stages of team development including forming, storming, norming, performing, and adjourning. It also discusses different types of teams such as functional teams, problem-solving teams, and virtual teams.

Uploaded by

Sirengo Maurice
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Understanding Work Teams

SIRENGO
SIRENGO MAURICE
MAURICE
Why Teams Are Popular
• They typically outperform individuals when
tasks require multiple skills, judgment, and
experience.
• They are a better way to utilize individual
employee talents.
• Their flexibility and responsiveness is essential
in a changing environment
• Empowering teams increases job satisfaction
and morale, enhances employee involvement,
and promotes workforce diversity.

SIRENGO MAURICE 9–2


EXHIBIT 9–1 Stages of Team Development

SIRENGO MAURICE 9–3


The Stages Of Team Development
• Stage 1: Forming • Stage 4: Performing
 The team experiences  The team develops a
uncertainty about its structure that is fully
purpose, structure, and functional and accepted by
leadership. team members.
• Stage 2: Storming • Stage 5: Adjourning
 Intragroup conflict  The team prepares for its
predominates within the disbandment.
group
• Stage 3: Norming
 Close relationships develop
and group members begin
to demonstrate
cohesiveness.

SIRENGO MAURICE 9–4


Work Groups And Work Teams
• Work Group
 A group that interacts primarily to share information
and to make decisions that will help each member
perform within his or her area of responsibility
• Work Team
 A group that engages in collective work that requires
joint effort and generates a positive synergy.

SIRENGO MAURICE 9–5


EXHIBIT 9–2 Comparing Work Teams and Work Groups

SIRENGO MAURICE 9–6


EXHIBIT 9–3 Types of Work Teams

SIRENGO MAURICE 9–7


Types Of Work Teams
• Functional Team
 A work team composed of a manager and the
employees in his or her unit and involved in efforts to
improve work activities or to solve specific problems
within particular functional unit
• Problem-Solving Team
 5 to 12 hourly employees from the same department
who meet each week to discuss ways of improving
quality, efficiency, and the work environment

SIRENGO MAURICE 9–8


Types Of Work Teams (cont’d)
• Quality Circle
 8 to 10 employees and supervisors who share an
area of responsibility and who meet regularly to
discuss quality problems, investigate the causes of
the problem, recommend solutions, and take
corrective actions but who have no authority
• Self-Managed Work Team
 A formal group of employees that operates without a
manager and is responsible for a complete work
process or segment that delivers a product or service
to an external or internal customer

SIRENGO MAURICE 9–9


Types Of Work Teams (cont’d)
• Cross-Functional Work Team
 A team composed of employees from about the
same hierarchical level but form different work areas
in an organization who are brought together to
accomplish a particular task
• Virtual Team
 A physically-dispersed team that uses computer
technology to collaborate without concern for
distance, space, or time in order to achieve a
common goal.

SIRENGO MAURICE 9–10


Entrepreneurs’ Use of Teams
• Empowered Functional Teams
 Have authority to plan and implement process
improvements.
• Self-Directed Teams
 Are nearly autonomous and responsible for many
activities that were once the jurisdiction of managers.
• Cross-Functional Teams
 Include a hybrid grouping of individuals who are
experts in various specialties and who work together
on various tasks.

SIRENGO MAURICE 9–11


Why Entrepreneurs Use Teams
• To facilitate the technology and market
demands the organization is facing.
• To help the organization to make products
faster, cheaper, and better.
• To permit entrepreneurs to tap into the
collective wisdom of the venture’s employees.
• To empower employees to make decisions.
• To improve the overall workplace environment
and worker morale.

SIRENGO MAURICE 9–12


EXHIBIT 9–4 Characteristics of High-Performing Work Teams

SIRENGO MAURICE 9–13


Steps in Coaching Teams

1. Analyze ways to improve the team’s performance


and capabilities.
2. Create a supportive climate.
3. Influence team members to change their behavior.

SIRENGO MAURICE 9–14


Challenges to Creating Team Players
• Introducing teams into an organization is most
difficulty when:
 When individual employee resistance to teams is
strong.
 Where the national culture is individualistic rather
than collectivist.
 When the organization places high values on and
significantly rewards individual achievement.

SIRENGO MAURICE 9–15


EXHIBIT 9–5 Team Member Roles

Source: Based on C. Margerison and D. McCann, Team Management:


Practical New Approaches (London: Mercury Books, 1990).
SIRENGO MAURICE 9–16
Shaping Team Behavior
• Proper Selection
 Hire employees with both the technical skills and the
interpersonal skills required to fulfill team roles.
• Employee Training
 Provide training that involves employees in learning
the behaviors required to become team players.
• Rewarding Appropriate Team Behaviors
 Create a reward system that encourages cooperative
efforts rather than competitive ones.

SIRENGO MAURICE 9–17


Why Teams Become Stagnant
• Initial enthusiasm wanes.
• Diversity decreases as cohesiveness increases.
• Familiarity and success lead to contentment
and complacency.
• Groupthink hinders challenges among
members.
• All of the easy tasks have been accomplished.
• Group processes function less effectively.

SIRENGO MAURICE 9–18


EXHIBIT 9–6 How to Reinvigorate Mature Teams

SIRENGO MAURICE 9–19


Teams And Continuous Process
Improvement Programs
• Teams are a natural vehicle for employees to
share ideas and implement improvements.
• Teams are well suited to the high levels of
communication and contact, response,
adaptation, and coordination and sequencing in
work environments where continuous process
improvement programs are in place.

SIRENGO MAURICE 9–20


Workforce Diversity’s Effects on Teams
• Fresh and multiple perspectives on issues help
the team identify creative or unique solutions
and avoid weak alternatives.
• The difficulty of working together may make it
harder to unify a diverse team and reach
agreements.
• Although diversity’s advantages dissipate with
time, the added-value of diverse teams
increases as the team becomes more cohesive.

SIRENGO MAURICE 9–21

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