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Leadership
& Team Management MGMT
623
VU
Lesson
26
TEAM
DYNAMICS
Team:
A
team is a formal work group
in which there is a high level of
interaction and interdependence
among
group members who work
intensely together to achieve a common
goal.
Teamwork:
is the process of people actively
working together to accomplish common
goals.
Advantages
and disadvantages of having
team.
Advantages
Disadvantages
Blocking
Wider
range of knowledge, expertise and
o
o
Dominant
people
ideas
o
Status
differential
Effective
way to build
consensus
o
o
Groupthink
Effective
way to communicate complex
o
o
information
Why
Rely on Teams: Compared
with individuals working
alone, teams tend to make
better decisions
and
make better products and services due to
more knowledge and expertise. Organizations have
turned
to
teams to better utilize
employee talents.
Management
is looking for that positive
synergy that will allow
their organizations to
increase
performance.
The extensive use of teams
creates the potential for an
organization to generate greater
outputs
with no increase in inputs.
Merely calling a group a
team doesn't automatically
increase its
performance.
We need to convert those groups
into team.
How
Do We Measure Team Effectiveness?
Effective
teams have confidence in themselves
and
believe
they can succeed--this is
team efficacy. Success
breeds success. Management
can increase
team
efficacy by helping the team to achieve
small successes and skill
training.
Small
successes build team
confidence. The greater the abilities of
team members, more the
likelihood
that
the team will develop
confidence and the capability to deliver
that confidence. We can
measure the
team
effectiveness by measuring their...
o
Productivity
o
Cohesion
o
Learning/
growth & development
o
Integration
with the rest of the
organization.
Stages
of Group Development:
Forming--group
members gather and try to get to know
each other and establish a common
o
understanding
as they struggle to clarify
group goals and determine appropriate
behavior within the
group.
Initial entry of members to a
group/team.
Members
concern does include:
Getting
to know each other.
Discovering
what is considered acceptable
behavior.
Determining
the group's real task.
Defining
group rules.
Questions
about purpose
Approach
- avoidance behavior
High
drop out possibility
Members
seek leadership
Non-intimate
relations
Storming--characterized
by considerable conflict--group members
resist being controlled by
the
o
group
and disagrees about who
should lead the group and
how to achieve the objectives or
how
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& Team Management MGMT
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much
power the leader should have. This is the
startup stage after group is
formed. Every body
gives
his or her suggestion. A period of high
emotionality and tension among group
members.
Members
concern's include:
·
Dealing with outside
demands.
·
Clarifying membership expectations.
·
Dealing with obstacles to
group goals.
·
Understanding members' interpersonal
styles.
·
Members test others
strength
·
Authority in group
tested
·
Fluid status structure
·
Member ejection may
occur
Norming--group
members really start to feel
that they belong to the
group, and they develop
close
o
ties
with one another and start coming to
points where most of the member
agree and they feel
of
wiliness
to move forward. The point
at which the group really begins to
come together as a
coordinated
unit. Members concern's
include:
·
Holding the group
together.
·
Dealing with divergent
views and criticisms.
·
Dealing with a premature sense of
accomplishment.
·
Intensified, interpersonal
involvement
·
Desire for group
attention
·
Member interdependence
·
Dependence on the leader
·
Increased trust
·
Well established norms
·
Rules, roles, standards
·
Growing capacity to
plan
Performing--the
group is ready to tackle
group tasks and work
toward achieving group goals,
they
o
actually
start performing--the real
work gets accomplished in this
stage. Marks the emergence of
a
mature,
organized, and well-functioning team.
Members deal with complex
tasks and handle
internal
disagreements in creative ways.
Primary
challenge is to continue to improve
relationships and performance.
·
Sense that "our" group
is special
·
Acceptance of individual
differences
·
People can be themselves
·
Disagreement/conflict is OK
·
Structure, roles, norms established and
accepted
·
Teamwork utilizes the diverse
strength of the members
Adjourning:
For
temporary committees, teams, task forces,
and similar groups that have a
limited
o
task
to perform. After completing the
task and they reach
adjourning stage. In this
stage, the group
prepares
for its disbandment. Attention is
directed toward wrapping up
activities. Responses of
group
members vary in this stage.
Some are upbeat, basking in the
group's accomplishments.
Others
may be depressed over the
loss of camaraderie and
friendships. Particularly important
for
temporary
groups/teams.
A
well-integrated group/team
is:
Able
to disband when its work is
finished.
Willing
to work together in the
future.
Celebrate
individual/ collective
accomplishments
Similarly
others also describe these
group formation stages in
different ways but the basis were
almost
the
similar.
Like
in one classification they
describe them as bellow.
o
Orientation
(Forming)
o
Dissatisfaction
(Storming)
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Leadership
& Team Management MGMT
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o
Resolution
(Norming)
o
Production
(Performing)
o
Termination
(in the case of temporary
groups)
How
individual and group behave and issue
during these development
stages is summarized as
bellow.
Types
of Teams:
Project
Team:
o
Is
convened for a specific purpose and
disbands after completing
its task.
Problem-Solving
Teams
o
Twenty
years ago, teams were just
beginning to grow in popularity and
most took similar
form.
They
are typically composed of
512 hourly employees from the
same department who met
for
a
few hours each week to
discuss ways of improving quality,
efficiency, and the work
environment.
o
Members
share ideas or offer
suggestions on how work
processes and methods can
be
improved.
Rarely are they given the
authority to unilaterally implement
their suggested actions.
o
One of
the most widely practiced applications
during the 1980s was quality
circles.
Self-Managed
Work Teams
o
Problem-solving
teams did not go far
enough in getting employees involved in
work-related
decisions
and processes. This led to
experimentation with truly autonomous
teams.
o
These
groups of employees (typically 1015 in
number) perform highly
related or
interdependent
jobs and take on many of the
responsibilities of their former
supervisors.
o
This
includes planning and scheduling of
work, assigning tasks to members,
collective control
over
the pace of work, making
operating decisions, and taking action on
problems.
o
Fully
self-managed work teams even select
their own members and have
the members evaluate
each
other's performance. As a result
supervisory roles become less
important.
o
Business
periodicals documented successful
applications of self-managed teams. In spite
of
these
impressive stories, a word of
caution:
Some
organizations have been disappointed
with the results from self-managed
teams.
Teams
do not seem to work well
during organizational
downsizing.
The
overall research on the effectiveness of self-managed
work teams has not
been
uniformly
positive.
Moreover,
while individuals on teams do
tend to report higher levels
of job satisfaction,
they
also sometimes have higher
absenteeism and turnover
rates.
The
effectiveness of self-managed teams is situationally
dependent.
Care
needs to be taken when
introducing self-managed teams
globally.
Cross-Functional
Teams
o
These
are teams made up of employees
from about the same
hierarchical level, but
from
different
work areas, who come
together to accomplish a task.
Many
organizations have used horizontal,
boundary-spanning groups for
years.
IBM
created a large task force
in the 1960s--made up of employees from
across
departments
in the company--to develop the highly
successful System
360.
o
A
task force is really nothing
other than a temporary
cross-functional team.
o
The
popularity of cross-discipline work
teams exploded in the late
1980s.
o
Cross-functional
teams are challenging to
manage.
Virtual
Teams
o
The
previous types of teams do their
work face to face. Virtual
teams use computer
technology
to tie together physically
dispersed members in order to achieve a
common
goal.
They
allow people to collaborate
online.
Virtual
teams can do all the things
that other teams
do.
They
can include members from the
same organization or link an
organization's
members
with employees from other
organizations.
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& Team Management MGMT
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They
can convene for a few days
to solve a problem, a few
months to complete a
project,
or exist permanently.
o
The
three primary factors that differentiate
virtual teams:
The
absence of verbal and nonverbal
cues. These help clarify
communication by
providing
increased meaning, but
aren't available in online
interactions.
Limited
social context. Virtual teams
often suffer from less
social rapport and less
direct
interaction among members.
The
ability to overcome time and
space constraints. Virtual teams
allow people to work
together
who might otherwise never be
able to collaborate.
We
can summarize this as shown in slides
during our lecture as
bellow.
Project
Team: is convened
for a specific purpose and
disbands after completing
its task.
Cross-functional
Team: operates
with members who come
from different functional
units
of
an organization
Quality
Circle Team: employees
who meet periodically to
discuss ways of improving
work
quality. - a group of workers
from the same functional
area who meet regularly
to
uncover
and solve work-related problems and seek
work improvement
opportunities.
Self-Managing
Teams: work
team having the authority to
make decisions about how
they
share
and complete their work.
Virtual
Teams: Work
together and solve problems through
computer based interactions
We
cam also divide teams
into permanent or Temporary Teams.
Permanent
teams:
o
Team-based
departments
o
Team-based
organization
o
Quality
circles
Temporary
teams:
A
task
force is a
collection of people who
come together to accomplish a specific
goal.
o
Once
the goal has been accomplished, the
task force is usually
disbanded.
Temporary
teams are to solve problem.
A standing committee or task groups are
task forces that may
be
enduring
(though members may change)
or permanent in nature.
Benefits
of Teams:
o
Synergy
(a
type of process gain) occurs
when members of a group/teams working /
acting
together
are able to produce more or better
output than would have been
produced by the
combined
efforts of each person
acting alone.
Why
Teams Are Good for
Organizations
o
More
resources for problem
solving
o
Improved
creativity and innovation
o
Improved
quality of decision
making
o
Greater commitments
to tasks
o
Increased
motivation of members
o
Better
control and work
discipline
o
More
individual need
satisfaction
Characteristics
of High Performance Teams:
o
Clear
goals
o
Results-driven
structure
o
Competent
team members
o
Unified
commitments
o
Collaborative
climate
o
Standards
of excellence
o
Leadership
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