QUALITY TEAMS

AND TEAMWORK
PROCESSES
CONTENTS
1. Introduction
2. Basic Features of Quality Teams
3. Advantages of Quality Teams
4. Role in the Organization
5. Rationale for Teams
6. Character Traits and Teamwork
7. Teams Are Coached Not Bossed
8. Handling Conflict in Teams
9. Structural Inhibitors of Teamwork
10. Rewarding Team and Individual Performance
11. Recognizing Teamwork and Team Players
 INTRODUCTION

In general, the concepts of "quality teams" and "teamwork processes" are concepts that have existed for
a long time in the business world and organizational management literature and constantly maintain
their importance. These concepts focus on key goals such as increasing the effectiveness of an
organization, improving quality, encouraging innovation, and strengthening collaboration among
employees.

Organizations and managers must make efforts to update and adapt these concepts in order to adapt to the
constantly changing business environment, adopt best practices, and follow continuous improvement
principles. Creating teams that can keep up with changing business dynamics, are flexible and open to
learning plays a critical role in organizations achieving sustainable success.
Quality Team ..

"Quality team" is a group of individuals organized to collectively contribute to achieving high

standards and excellence in their work, whether it be in product development, service delivery,
or any other organizational function.

Teamwork Processes..
"Teamwork processes" encompass the various steps, activities, and interactions that teams
engage in to work cohesively and efficiently. This includes communication strategies, decision-
making processes, conflict resolution mechanisms, and other elements that contribute to the
overall effectiveness of the team.
 General Definition of Quality Teams

The term "quality teams" generally refers to teams operating in the quality management and
process improvement area of an organization. In the business world, quality teams often operate to
improve product or service quality, comply with quality standards (for example, ISO 9001), and
ensure customer satisfaction. However, which teams are included in this scope may vary
depending on the size, sector and goals of the organization. In general, the following teams can
often fall "quality teams":
Customer Service and Feedback Team: The team that collects and analyzes
customer feedback and develops solutions to increase customer satisfaction.

Quality Control Team: It is the team that checks the compliance of products or
services with specified quality standards.

Quality Assurance Team: It is the team that works to ensure compliance with
quality standards and continuous improvement. They may have duties such as
creating, determining and implementing quality management systems .

Risk Management Team: The team that identifies potential quality problems in
advance and develops measures to reduce these risks.
Training and Development Team: It is a team that provides training to employees about
quality standards, procedures and processes and supports their development. They can
organize training programs to create quality awareness and expertise.

Process Improvement Team: The team that analyzes and optimizes processes within the
organization.

Audit Team: The team that manages internal and external audits.

Quality Management Systems Team: The team that implements and manages quality
management systems such as ISO 9001.
 Basic Features of Quality Teams

Quality teams or teams are groups within an organization that specialize in quality management
and quality assurance. Key features of these teams may include:

Quality teams generally consist of individuals who specialize in quality management,

quality standards, quality assurance, continuous improvement and similar issues.

They have the ability to analyze data and use statistical methods. May apply analytical tools
to obtain reliable results. The team monitors and audits processes to ensure compliance with
established quality standards.
Quality teams constantly evaluate business processes and identify improvement
opportunities to increase efficiency, reduce errors and increase customer satisfaction.
Adopts continuous improvement principles.

Quality teams communicate and collaborate effectively with other departments.

They adopt risk management strategies to detect and eliminate potential problems in
advance. Identifies possible quality risks and takes precautions against these risks.
They increase quality awareness by providing training to employees on quality standards,
procedures and processes. They manage training and education activities to continuously
improve team members and other employees.

They work to increase customer satisfaction and ensure compliance with customer
expectations. They collect and analyze customer feedback and make improvements based
on this feedback.
 ADVANTAGES OF QUALITY TEAMS

Innovation and Quick Problem Flexibility and Trust Among Team Better Job
Creativity Solving Adaptability Members Satisfaction

2 4 6 10
8
1 3 5
7 9

High Motivation Communication Openness to

Decision-Making
Performance Skills Learning
Skills
 ADVANTAGES OF QUALITY TEAMS

1) High Performance

A quality team tends to work in harmony, complementing each other and achieving high
performance together.

2) Innovation and Creativity

Quality teams bring individuals with diverse skills together, leveraging various perspectives.
This fosters innovation and creativity.

3) Motivation

A positive atmosphere within the team and mutual trust can enhance individual motivation.
Working in a good team can increase commitment and passion for the work.
 ADVANTAGES OF QUALITY TEAMS

4) Quick Problem Solving

The ability to address problems effectively is a significant advantage of a quality team. Team
members can come together to generate quick and efficient solutions.

5) Communication Skills

A good team has effective communication skills. Open communication prevents

misunderstandings and facilitates collaboration within the team.

6) Flexibility and Adaptability

A quality team can adapt quickly to changing conditions. Flexibility enhances the team's
ability to cope with various situations.
 ADVANTAGES OF QUALITY TEAMS

7) Decision-Making Skills

An effective team can make decisions through a democratic process. Evaluating different
viewpoints and finding common solutions contribute to making effective decisions.

8) Trust Among Team Members

A quality team establishes relationships based on trust among its members. This enables team
members to support each other and take risks.
 ADVANTAGES OF QUALITY TEAMS

9) Openness to Learning

A good team creates an environment that is open to continuous learning and development. The
ability to learn from mistakes ensures constant improvement within the team.

10) Better Job Satisfaction

Working in a quality team can enhance job satisfaction for individuals. Positive relationships
among team members can elevate the quality of work life.
 ROLE IN THE ORGANIZATION

Data Analysis and Statistical

1 Setting Quality Standards 5
Evaluation

2
Managing Quality Assurance and 6 Providing Training and
Control Processes Information to Employees

Evaluation of Customer
3 Conducting Internal and External 7
Feedback
Audits

4 Leading Continuous Improvement 8 Documentation and

Projects Reporting
 RATIONALE FOR TEAMS

The following facts summarize the rationale for teamwork:

• Teams satisfy the human social need to belong.
• Two or more heads are better than one.
• The team can be greater than the sum of individual members.
• People in teams get to know each other, build trust, and as a result, want to help each
other.
• Teamwork promotes better communication.
• Teamwork multiplies the potential of individual members.
 RATIONALE FOR TEAMS

A team is not just a group of people. A group of people becomes a team when the following conditions
exist;
• For a group to be a team and a team to work effectively, all members must understand and agree on
the mission.
• Fair distribution of responsibility and authority exists. Teams work best when responsibility and
authority are shared and team members are treated as equals.
• People adapt to change. Change is not just inevitable in a total quality setting, it is also desirable.
People in teams should help each other adapt to change in a positive way.
 CHARACTER TRAITS AND TEAMWORK

Character Traits
• Communication: A good team encourages effective communication among its members.
Open communication, understanding, and empathy strengthen relationships within the team.
• Leadership: A good team leader shares the vision, motivates, and guides team members in
the right direction.
• Flexibility: The ability of team members to adapt to changing situations enhances success.
• Trust: Trust among team members fosters collaboration and helps the team work cohesively.
• Decision-Making: Effective decision-making by team members is crucial for success.
 CHARACTER TRAITS AND TEAMWORK

Teamwork

• Collaboration: Collaboration among team members is the foundation of working together.

Supporting each other and leveraging strengths are essential.

• Roles and Responsibilities: Each team member has specific roles and responsibilities. Clearly
defining these roles promotes effective collaboration.

• Goal Setting: Focusing on common goals motivates the team and directs energy in the right
direction.
 CHARACTER TRAITS AND TEAMWORK

Teamwork

• Problem Solving: The team should come together to solve problems collaboratively. Problem-solving
skills enhance the team's strength.

• Feedback: Providing feedback within the team communication encourages continuous improvement
and learning from mistakes.
 CHARACTER TRAITS AND TEAMWORK

Key Principles for Success;

Open Communication: Open communication within the team facilitates problem-solving and
information flow.

Mutual Trust: Trust among team members is considered a fundamental element for collaboration and
success.

Fair Participation: Allowing everyone to freely express ideas and contribute fosters strong team
dynamics.
 CHARACTER TRAITS AND TEAMWORK

A strong team is composed of individuals with strong character traits, and these individuals
are committed to working together to achieve common objectives.
 TEAMS ARE COACHED-NOT
BOSSED

The expression "Teams are coached, not bossed" signifies a principle of leadership and
management. This principle emphasizes the idea that, instead of the traditional commanding
approach, teams should work more under the guidance of a coach. In other words, it suggests
that a leader should support and guide the team rather than just giving orders.
 TEAMS ARE COACHED-NOT
BOSSED

This principle is a reflection of modern leadership approaches and is adopted in many organizations,
business contexts, and team collaborations. The coaching approach helps employees uncover their
potential, supports effective communication within the team, and encourages the establishment of a
learning culture. This allows team members to take more responsibility, participate actively, and engage
in continuous improvement.
 TEAMS ARE COACHED-NOT
BOSSED
Coaches, on the other hand, are facilitators of team development and continually improved
performance. They approach the job from the perspective of leading the team in such a way that it
achieves peak performance levels on a consistent basis. This philosophy is translated into everyday
behavior in several ways, which are as follows:

• Coaches give their teams a clearly defined charter.

• Coaches make team development and team building a constant activity.
• Coaches are mentors.
• Coaches promote mutual respect between themselves and team members and among team
members.
• Coaches make human diversity within a team a plus.
 TEAMS ARE COACHED-NOT
BOSSED

CLEARLY DEFINED CHARTER

Coaches of work teams should be just as specific in explaining the team’s mission to team members .

MENTORING
Good coaches are mentors. This means they establish a helping, caring, nurturing relationship
with team members. Developing the capabilities of team members, improving the contribution
individuals make to the team, and helping team members advance their careers are all
mentoring activities.
 TEAMS ARE COACHED-NOT
BOSSED

TEAM DEVELOPMENT AND TEAM BUILDING

Team building activities can be part of a broader team development strategy. In other words, team
development encompasses a more comprehensive and continuous effort, while team building activities
can be specific interventions within this larger framework.

Both team development and team building are crucial for creating a positive and productive team
environment. Organizations often integrate both approaches to ensure that teams not only work well
together but also continue to grow and adapt over time.
 TEAMS ARE COACHED-NOT
BOSSED

MUTUAL RESPECT
It is important for team members to respect their coach, for the coach to respect his or her team
members, and for team members to respect each other. In fact, it is more important to have mutual
respect in teams than to have members who like each other.

HUMAN DIVERSITY
The principle of "Teams are coached, not bossed" suggests that leaders should focus on
understanding, appreciating, and leveraging the diverse skills and perspectives of team members,
rather than being solely authoritative figures giving orders.
 HANDLING CONFLICT IN TEAMS

"Handling conflict in teams" refers to the process of dealing with conflicts that arise within a team. When
a group of individuals collaborates, conflicts may inevitably occur due to different perspectives, values,
work styles, or personal dynamics.

Conflicts have the potential to negatively impact team performance. However, when handled correctly,
conflicts can also stimulate innovation and development. The process of "handling conflict in teams"
aims to manage, resolve, and maintain a positive team environment.
 HANDLING CONFLICT IN TEAMS

"This process may include the following elements:

• Identifying the Conflict: The first step is to identify the type and source of the conflict. Is
it due to differing opinions, communication gaps, or personal clashes?
• Listening to Parties: Allowing parties to express their views and share their feelings is
essential. Establishing empathy and mutual understanding is crucial at this stage.
 HANDLING CONFLICT IN TEAMS

• Understanding the Causes: Understanding the root causes of the conflict is important. It could
stem from unmet expectations, communication gaps, or different working styles.
• Developing Resolution Strategies: Acceptable solutions should be generated collaboratively.
This may involve finding common ground, compromising, or planning specific action steps.
 HANDLING CONFLICT IN TEAMS

• Implementation and Follow-Up: The resolution strategies should be implemented, and the progress
of conflict resolution should be regularly monitored.
• Learning and Development: Experiences arising from conflicts provide an opportunity for learning
and development. They can contribute to the team's ability to handle future conflicts more
effectively.

The "handling conflict in teams" process relies on effective communication, empathy, compromise, and
problem-solving skills. This process plays a critical role in strengthening team collaboration dynamics
and maintaining a positive working environment.
 STRUCTURAL INHIBITORS OF TEAMWORK

One of the primary and most common reasons that teamwork never
gains a foothold in certain organizations is that those organizations fail
to remove built-in structural inhibitors.
Organizations often make the mistake of espousing teamwork without
first removing the structural inhibitors that will guarantee its failure.
 STRUCTURAL INHIBITORS OF TEAMWORK

• An effective way to identify structural inhibitors in an organization is

asking the following question: “What existing administrative
procedures, organizational principles, or cultural factors will keep us
from working effectively in teams?”
 A cross-functional environment allows the
01 - UNIT STRUCTURE: team to be product oriented or process
orientated, as opposed to an environment of a
functional unit, which was previously the
norm. The structure of the team is an integral
part of teamwork.

In a traditional organization, employees feel

02 -ACCOUNTABILITY: accountable to management. This perception
can undermine teamwork. Teams work best
when they feel accountable to customers.
 Traditional organizations are task oriented, and
03 - TARGETS FOR THE UNITS: their unit goals reflect this orientation. A task
orientation can undermine teamwork. Teams
work best when they focus on overall process
effectiveness rather than individual tasks.

In a traditional organization, employees are

04 -RESPONSIBILITY: responsible for their individual performance.
This individual orientation can be a powerful
inhibitor to teamwork. Teams work best when
individual employees are held responsible for
the performance of their team.
 In a traditional organization, managers and
05 - PLANNING AND CONTROL: supervisors plan and control the work. Teams
work best in a setting in which managers and
teams work together to plan and control the
work.

06 -COMPENSATION AND Traditional organizations recognize individual

RECOGNITION: achievements and compensate on the basis of
either time or individual merit. Teams work
best when both team and individual
achievements are recognized and when both
individual and team performances are
compensated.
 REWARDING TEAM AND INDIVIDUAL
PERFORMANCE

An organization’s attempts to institutionalize teamwork will fail unless it includes

implementation of an appropriate compensation system: in other words, if you want teamwork
to work, make it pay. Employees are still compensated as individuals. The most successful
compensation systems combine both individual and team pay.
Consequently, the most successful compensation systems have the components are shown
in the below. With such a system, all employees receive their traditional individual base
pay. Then there are incentives that allow employees to increase their income by surpassing
goals set for their individual performance. Finally, other incentives are based on team
performance.

Base Individual Compensation

Individual Incentive Compensation Total Compensation

Team-Based Incentive Compensation

 There is an example model that can be used for
establishing a compensation system that reinforces both
team and individual performance. These are the steps
should be taken

Integrate Related Processes STEP 4

Identify the Rewards to Be Offered STEP 3

Determine How to Measure the STEP 2

Performance

Decide What Performance to Measure STEP 1

• GAINSHARING

Gainsharing is a financial reward and recognition system that results

from improved organizational performance. Findings show that
intrinsic (those related to feelings of accomplishment or self-worth)
and extrinsic (those related to pay or compensation issues) reward
practices to be effective in their companies in supporting their TQM
practices.
 INTRINSIC REWARDS

• Non-monetary forms of recognition to acknowledge achievement of quality

improvement goals
• Celebrations to acknowledge achievement of quality improvement goals
• Regular expressions of appreciation by managers and leaders to employees to
acknowledge achievement of quality improvement goals
• Performance appraisals— feedback from co-workers, subordinates or customers is
incorporated into performance appraisals
• Formal suggestion system available for individuals to make quality improvement
suggestions
• Developmental based performance appraisals
• Quality based promotions
EXTRINSIC REWARDS

• Profit sharing
• Gainsharing
• Employment security
• Compensation time
• Individual based performance systems
• Quality based performance appraisals
EXTRINSIC REWARDS
• GAINSHARING

Gainsharing is based on the philosophy that people and

teamwork are the keys to success. Because organizational
success is dependent on team effort, the team shares in the
rewards of success.
• NON-MONETARY REWARDS

A common mistake made when organizations first attempt to develop incentives is thinking that
employees will respond only to dollars in a paycheck. However, nonmonetary rewards can be
effective as incentives. There are many different forms of individual and team rewards. Individual
rewards include a better parking space, dinner out, gift certificates, gift to charity in the name of the
recipient, washing an employee’s car during the lunch hour, trips, and event tickets, to name a few.
Group rewards are similar and can also include an outing such as a ball game, bowling, and movies;
group lunch or dinner; allowing the team to make some decisions affecting their work or allowing
the team to spend their reward “earnings” to improve their work environment.
 RECOGNIZING TEAMWORK AND TEAM PLAYERS

People not only want to contribute to work or projects, but it is

also important that these contributions are recognized and
valued.
Recognition is a powerful factor that increases people's
motivation.
 RECOGNIZING TEAMWORK AND TEAM PLAYERS

To give a few examples of recognition strategies:

• Write a letter to the employee’s family members telling them about the
excellent job the employee is doing.
• Arrange for a senior-level manager to have lunch with the employee.
• Have the CEO of the organization call the employee personally (or stop by
in person) to say, “Thanks for a job well done.”
• Find out what the employee’s hobby is and publicly award him or her a gift
relating to that hobby.
• Designate the best parking space in the lot for the “Employee of the Month.”
• Create a “Wall of Fame” to honor outstanding performance.
Eda Değer - 191122012
Asena Özcan - 181122032
Fatma Nur Tosun - 191122038
Kübra Özkaya - 191122033
Oğuzhan Gişi - 191122018
THANK YOU