MODULE 21

TEAMS AND TEAMWORK

“Two heads can

be better than
one”

• Why is an understanding of teams so important?

• What are the foundations of successful teamwork?
TEAMS AND TEAMWORK

Importance Of Teams
 Team
 a collection of people who regularly interact to pursue
common goals.
 Teamwork
 the process of people actively working together to
accomplish common goals.
 Formal Group
 a group that is officially recognized and supported by
the organization.
 Informal Group
 a group that is unofficial and emerges from
relationships and shared interests among members.
 Team Roles &
Responsibilities
Team
Leader
 Leads team through problem solving process

 Invests appropriate amount of time on the project

 Maintains accurate records of team activities

and results

 Prepares for each team meeting

 Provides structure and guidance to allow maximum

participation

 Influences team decisions equally with team members

Team Roles & Responsibilities
(continued)
Additional

Team Member Roles
Team Recorder
 Writes down all the ideas and material generated during the
working meeting
 Team Timer
 Makes sure that team stays on its time budget for the
various tasks
 Team Gatekeeper
 Makes sure that all members of the team are participating

 Team Devil’s Advocate

 Makes sure that opposing ideas are brought up and
discussed
 Team Encourager
 Makes sure that everyone on the team is getting positive
recognition for their contribution
 Team Resource Holder
 This person holds team resources (e.g., calculators,
instructions, paper & pencils, etc.)
TEAMS AND TEAMWORK

Importance Of Teams

 Formal and informal groups are building

blocks of organizations.
 Organizations use a variety of committees,
task forces, and cross-functional teams.
 Virtual teams are increasingly common in
organizations.
 Teams offer synergy and other benefits to
their members and the organization.
 Teams can also suffer from common
performance problems.
TEAMS AND TEAMWORK

Importance Of Teams
 Types of Teams
 WORK TEAM
 These are primarily concerned with the work done by the
organization such as developing and manufacturing new
product, providing service for customer and so on. the
work team focus is on using organization resources
effectively
 Cross-functional Team
 operates with members who come from different
functional units of an organization.
 Employee Involvement Team
 meetson a regular basis to help achieve continuous
improvement.
TEAMS AND TEAMWORK

Importance Of Teams
 Types of Teams
 Management team :these consist of managers from various area
and coordinate work team. the primary job of management team is to
coach other team to be self managing by making decision within the
team and second work is coordination in the team.
 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
TEAMS AND TEAMWORK

Importance Of Teams

Assessing
the maturity
of a team
TEAMS AND TEAMWORK

Foundations Of Teamwork
MODULE GUIDE 21.2

 Teams need the right members and inputs to be

effective.
 Teams must use the right processes to be effective.
 Teams move through different stages of development.
 Team performance is affected by norms and
cohesiveness.
 Team performance is affected by task and maintenance
roles.
 Team performance is affected by use of communication
networks.
 Team performance is affected by use of decision-
making methods.
 Team performance suffers when groupthink leads to
bad decisions.
FOUNDATIONS OF TEAMWORK

Effective Teams
 Effective Teams
 make use of alternative communication networks
and decision-making methods to best complete
tasks.
 Group Process
 The way members interact and work together to
transform inputs into outputs

TEAM EFFECTIVENESS EQUATION

Team effectiveness =
Quality of inputs x (Process gains - Process losses)
FOUNDATIONS OF TEAMWORK

Effective Teams
FOUNDATIONS OF TEAMWORK

Effective Teams
FOUNDATIONS OF TEAMWORK

Effective Teams
GROUP V/S TEAM

The purpose of assembling a team is to

accomplish bigger goals than any that
would be possible for the individual
working alone. The aim and purpose of a
team is to perform, get results and achieve
victory in the workplace and
marketplace.  The very best managers are
those who can gather together a group of
individuals and mould them into a team.
Here are ten key differentials to help you
mould your people into a pro-active and
productive team.
1ST DIFFERENCE

1. Understandings.  In a group, members think

they are grouped together for administrative
purposes only.  Individuals sometimes cross
purpose with others.  In a team, members
recognise their independence and understand
both personal and team goals are best
accomplished with mutual support.  Time is
not wasted struggling over "Turf" or
attempting personal gain at the expense of
others.
2ND DIFFERENCE

1. Ownership.  In a group, members tend to

focus on themselves because they are not
sufficiently involved in planning the unit's
objectives. They approach their job simply
as a hired hand. "Castle Building" is
common.  In a team, members feel a sense
of ownership for their jobs and unit,
because they are committed to values-
based common goals that they helped
establish.
3RD DIFFERENCE

1. Creativity and Contribution.   In

a group, members are told what
to do rather than being asked
what the best approach would
be.  Suggestions and creativity
are not encouraged.  In a team,
members contribute to the
organisation's success by
applying their unique talents,
knowledge and creativity to
team objectives.
4TH DIFFERENCE

1. Trust.   In a group, members distrust the

motives of colleagues because they do not
understand the role of other members.
Expressions of opinion or disagreement are
considered divisive or non-supportive.  In a
team, members work in a climate of trust
and are encouraged to openly express
ideas, opinions, disagreements and
feelings. Questions are welcomed.
5TH DIFFERENCE

1. Common Understandings.   In a group,

members are so cautious about what
they say, that real understanding is not
possible. Game playing may occur and
communication traps be set to catch
the unwary.  In a team, members
practice open and honest
communication.  They make an effort to
understand each other's point of view.
6TH DIFFERENCE

1. Personal Development.   In a group,

members receive good training but are
limited in applying it to the job by the
manager or other group members.  In a
team, members are encouraged to
continually develop skills and apply
what they learn on the job.  They
perceive they have the support of the
team.
7TH DIFFERENCE

1. Participative Decision Making.   In a group,

members may or may not participate in
decisions affecting the team.  Conformity
often appears more important than positive
results.  Win/lose situations are common.   In
a team, members participate in decisions
affecting the team but understand their
leader must make a final ruling whenever
the team cannot decide, or an emergency
exists.  Positive win/win results are the goal
at all times.
8TH DIFFERENCE

1. Clear Leadership.   In a group, members tend to

work in an unstructured environment with
undetermined standards of performance.  Leaders
do not walk the talk and tend to lead from behind
a desk.  In a team, members work in a structured
environment, they know what boundaries exist
and who has final authority.  The leader sets
agreed high standards of performance and he/she
is respected via active, willing participation.
9TH DIFFERENCE

 Commitment.   In a group, members are

uncommitted towards excellence and personal
pride.  Performance levels tend to be mediocre. 
Staff turnover is high because talented individuals
quickly recognise that
 (a) personal expectations are not being fulfilled
 (b) they are not learning and growing from others
and
 (c) they are not working with the best people.
 In a team, only those committed to excellence are
hired.  Prospective team members are queuing at
the door to be recruited on the basis of their high
levels of hard and soft skill sets.  Everyone works
together in a harmonious environment.
Effective team work or team
effectiveness

 Cooperation
 Trust
 Training
 Rewards

See details of these four from

book
TIPS FOR EFFECTIVE TEAMS

 Make the team highly focused

 Handle conflict directly and be willing to
compromise.
 Actively participate in encourage to do the
same.
 Keep sensitive issue private.
 Communicate openly and positively.
 Take time to establish operating guideline
and clarify expectations.
 Monitor what is going on with the team
 Energize the team when the motivation is
low by suggesting new ideas.
 Be supportive of your team members
Key role of teams

Creator

Linker Promoter

Key role of
Maintainer Team Organizer

Advisor Controller

Producer