Teamwork

Jos Onofre Montesa Andrs Universidad Politcnica de Valencia Escuela Superior de Informtica Aplicada 2003-2004

Introduction
The actually need of obtain new products in a little time. Teamwork are associate with effectiveness and efficiency. In same situations individual human being is insufficient, and this is the reason management needs to focus on teams.

GpiI-2B Teamwork

Why have teams become so popular?

Outperforms individuals when the task being done require:
Multiple skills. Judgment. Experience.

Better utilize employee talents. More flexibility. Motivational properties.

GpiI-2B Teamwork 2

Difference between group and team.

Group interacts primarily to share information and to make decisions to help each member perform within his or her area of responsibility. Work team is a group whose individual effort in a performance that is greater than the sum of those individual inputs.

GpiI-2B Teamwork

Work group

Work teams
Synergy and coordinated effort

Share information Neutral (st. negative) Individual

Goal Synergy Accountability

Collective Performance Positive Individual and mutual

Random and varied

Skills

Complementary

GpiI-2B Teamwork

Team work are interesting for management

If we have positive synergy
We will increase output with no increase in inputs.

GpiI-2B Teamwork

Types of teams
Problem Solving Teams Self-managed Work Teams Cross-functional Teams

GpiI-2B Teamwork

Problem Solving Teams

5-12; = dep.; few h/week; improve q. Example: quality circles

GpiI-2B Teamwork

Self-managed Work Teams

Groups of 10 a 15 people who take on responsibilities of their former supervisors. Include
Collective control over the pace of work, Work assignments. Organization of breaks. Choice of inspection procedures.
GpiI-2B Teamwork 8

Cross-functional Teams
Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task. Task force (temporary) Committees

GpiI-2B Teamwork

Linking Teams and group concepts.

Size of Work Teams Abilities of members Allocating Roles Diversity Having a Commitment to a Common Purpose Establishing Specific Goals Leadership and Structure Social Loafing and Accountability Performance Evaluation and Rewards. High Mutual Trust
GpiI-2B Teamwork 10

Size of Work Teams

Best smalls.
More than 10 to 12 members difficult

Large cant develop

Cohesiveness, commitment, and mutual accountability.

If we have more break the group into subgroups.

GpiI-2B Teamwork

11

Abilities of members
Complementary Types
Technical expertise, Problem solving and decisionmaking skills, Interpersonal skills.

Dont need to have all the complementary skills in place at their beginningsame can learn, but is necessary to reach its full potential.
GpiI-2B Teamwork 12

Allocating Roles
Put individuals into jobs that are compatible with their personalities. People should be selected for a team based on their personalities and preferences.

GpiI-2B Teamwork

13

Team Roles
Creator-innovators
Imaginative and good at initiating ideas.. Independent and work on their own.

Explorer-Promoters
Like to take new ideas and champion their cause.

Assessor-Developers
Analyze decision options

GpiI-2B Teamwork

14

Team Roles
Thruster-Organizers Concluder-Producers ControllerInspectors
Provide direction and follow through.

Provides structure

Check for details

GpiI-2B Teamwork

15

Team Roles
UpholderMaintainers
Fight external battles.

Reporter-Advisers
Seek full information.

Linkers
Coordinate and integrate.

GpiI-2B Teamwork

16

Diversity
Managers need to understand the individuals strengths that each person can bring to a team. Football,
Better if different people Need people in all the functions.

GpiI-2B Teamwork

17

Having a Commitment to a Common Purpose

Does the team a meaningful purpose that all members aspire to?
Apple Macintosh

Members of successful teams put a tremendous amount of time and effort into discussing, shaping and agreeing on propose that belongs to them both collective and individually.
GpiI-2B Teamwork 18

Establishing Specific Goals

Successful teams translate their common purpose into:
specific Measurable Realistic

Goals

GpiI-2B Teamwork

19

Leadership and Structure

To provide focus and direction. By managers or other members, better:
Explorer-promoter, thruster-organizer, concluder-producer, upholder-maintainer, or Linker.

GpiI-2B Teamwork

20

Social Loafing and Accountability

Its limited.
People know their responsibilities as team and individually.

GpiI-2B Teamwork

21

Performance Evaluation and Rewards

Reflect team performance.
Group based appraisal, Profit sharing, .

GpiI-2B Teamwork

22

High Mutual Trust

Characterize high performance teams. But trust is fragile
It takes a long time to build Can be easy destroyed Is hard to regain.

GpiI-2B Teamwork

23

High Mutual Trust

Integrity.
Honesty and truthfulness

Competence
Technical, interpersonal

Consistency
Reliability, Predictability and good judgment

Loyalty
Willingness to protect and save face for a person.

Openness
Willingness to share ideas and information freely.
GpiI-2B Teamwork 24

Building trust
Demonstrate that you are working for others interest as well as your own. Be a team player (defend). Practice openness. Be fair (objectivity and fairness). Speak your feelings (human). Show consistency in the basic values that guide your decision making. Maintain confidences. Demonstrate competence.
GpiI-2B Teamwork 25

Turning individuals into team players.

Many people are not inherently team players.
Individual achievements Loners

Steps
The challenge Shaping Team Players Rewards
GpiI-2B Teamwork 26

The challenge
A barrier to teams is individual resistance
Success no as individual performance Sublimate personal goals for the good of teams. Culture is individualistic Historically we have reward individuals.

The challenge is greatest if

GpiI-2B Teamwork

27

Shaping Team Players

Selection
What do you think about teamwork?

Training
Experience the satisfaction that teamwork can provide

Rewards
Promotions, pay raises, , should be given to individuals for how effective they are as team members.
GpiI-2B Teamwork 28

And when it works

If teams are mature and performing, Managers job isnt over...
Stagnant Complacent

Managers need to support teams with:

Advice and guidance, Training if these teams are to continue improve.

GpiI-2B Teamwork 29