teams prince dudhatra 9724949948

8/7/2019 Teams Prince Dudhatra 9724949948

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Groups, Teams andOrganizational Effectiveness

Team A group whose members work intensely

with each other to achieve a specific,common goal or objective. All teams are groups but not all groups are

teams.

Teams often are difficult to form.It takes time for members to learn how towork together.

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Groups, Teams andOrganizational Effectiveness

Characteristics distinguish teams fromgroups

Intensity with which team members worktogether Presence of a specific, overriding team goal

or objective

Mutual accountability



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Teams asPerformance Enhancers

Advantage of synergy

People working in a team are able toproduce more outputs than would havebeen produced if each person had workedseparately



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Types of teams

Cross-functional teams composed of members from different departments

(Planning, quality, HR, designing, finance; of same

level)Cross-cultural teams composed of members from different cultures or

countries



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S elf-Managed Work Teams

Supervise their own activities and monitor thequality of the goods and services they provide(10 to 15)

Keys to effective self managed teams: Give the team enough autonomy to be self-managing.

The teams task should be complex enough toinclude many different steps.

Select members carefully for their diversity, skills,and enthusiasm.

Managers should guide and coach, not supervise. Determine training needs and be sure it is provided.



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V irtual Teams

A team whose members rarely meet face-to-faceInteract by using various forms of informationtechnology

Email, computer networks, telephone, fax, andvideoconferencesMore task oriented

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Problem-solving teams

Typically composed of 5-12employees from the samedepartment

Discuss ways of improvingquality, efficiency, and workenvironment for a few hours

Rarely have the authority toimplement any of their suggested actions

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Key Components of Effective Teams

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ContextCompositionWork DesignProcess



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Context

Adequate resourceLeadership and structure (multi-teams)Climate of trust Reduces the need to monitor each others behavior Allows a team to be willing to commit to its leaders

decisions

Performance evaluation and rewardsystems Individual evaluation and reward system

(Incentives)

Group-based appraisals, profit sharing 15-9pRiNcE Dudhatra-9724949948


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Composition

Abilities of members (KSA) Technical expertise Problem-solving and decision-making

(identify problems, generate alternatives, evaluatealternatives, competent solution) Interpersonal (good listening, feedback, conflict

resolution)

Personality of members extravert Openness agreeable



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Diversity of membersMember believe others have moreexpertise, they will work to support them,leading to more effectiveness

Size of teamsThe most effective teams have 5-9membersExcess members cohesiveness andmutual accountability decline socialloafing increasepRiNcE Dudhatra-9724949948


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Work design

Skill variety (opportunities to use different skillsand talents)

Task identity

Task significance (task which has substantialimpact on others)i.e. to work together and to take collectiveaccountability of the outcome



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Process

Common plan and purpose Successful team put more time into discussing, shaping, and agreeing on a

propose

Specific goals Difficult goals have been found to raise team performance for whichtheyre set (SMART)

Team efficacy (Confidence for success)

Conflict level Task conflicts Relationship conflicts

Social loafing Need to hold members accountable at both the individual and team

level


teams prince dudhatra 9724949948

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