teams and team buildings
TRANSCRIPT
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Teams and Team Buildings
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Organizational Context for teams
1) Classical Concept The process of starting with the total amount of work to be done &
dividing it into divisions, department, work clusters, jobs & assignmentsof responsibilities to people.
How to achieve efficiency & integration of effort?
Division of work- Creating levels of authority & responsibility to others.
End Result: An operating hierarchy consisting of multiple levels ofauthority
Work: Carefully scheduled, tasks are specified, roles are defined strictly &most formal communications flows along the lines of hierarchy.
Mechanistic- To get people to act as efficiently & predictably as machines.Task Support
Support & SuppressDecline the use of structure?
Down-sizing & elimination of some middle mgt. position
Flexibility with the structure by changing them rapidly according to theneeds of their environment
Horizontal relations between chains of command
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4) Team Work
Individual perform operating tasks, but the vast majority of them work in regular small groups, where their
efforts must fit together. Small pieces of picture puzzle
Interdependent, develop cooperative state.
Task Team:
Cooperative small group
Know their objectives, contribute responsibly & enthusiastically to the task, supports one another,
exhibiting TEAMWORK!
Key Differences between Groups & Teams
Dimensions forcomparison
GROUP TEAM
Work Products Individual Collective
Performance monitoring
source
External Internal
Focus of activity Efficient task performance Problem solving
Leadership Single Shared
View of Conflict Dysfunctional &
discouraged
Functional & encouraged
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Lifecycle of a team Associated questions & issues faced at each stage
Developmental Stage
1. Forming
Who are these people?
What are their unique competence? What information should I share with them?
Will they accept me?
Will I be doing all the work?
2.Storming
What is our mission?
How do we develop team spirit?
What resources are available to us?
What problems do we foresee with theteam?
Why can't we agree on anything?
3. Norming
What do we believe in?
What behaviours do we expect of eachother?
What should we be doing?
How will we control each other's actions?
How do we handle conflicts?
4.Performing
What actions will contribute to our success?
Should we take risks?
Have we been empowered to succeed? How can we change and grow?
Why aren't all groups like this one?
5. Adjourning
How can we celebrate our successes?
What connections should we maintain?
What have we learned from our experience?
Where do we go from here?
How do I resolve my conflicting emotions?
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Potential Team Problems Study ; experience of 245 team developers
o Problems: Goal Clarity
Communications
Role issues
Problem solving & decision making
Conflict Mgt. etc
Most prevalent:
1. Changing composition
Too many membership changes & personnel transfers interfere with group relationship & prevent
the growth of teamwork.
Learn to manage internal turn-over:
Anticipate & accept
Develop plan for managing team turnover from the start
Most Critical. How best to integrate new members
Recognize a new member as an opportunity for improvement and not as treat to the teams
cohesiveness
Briefly return to earlier stages of team development process
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2. Social Loafing (Free Rider effect)
When employees think their contribution to a group cannot be measured, they may lessen their output.
Perception when unfair division of labor, a low achievement motivation, belief that co-worker are lazy,
a perception of a meaningless/largely invisible task, the feeling of being able to hide in a crowd &
therefore not be able to be singled out for blame. Sucker Effect:
one believes, others intend to withhold their efforts & thus he or she would be foolish not to do
the same.
Feeling of anger towards low performer/empathy/complain.
3. Lack of trust
5 Major Impediments towards a Cohesive team
Inattentiveness to team results
Failure to hold individual accountable to their goals
Lack of commitment to group effort.
Reluctance to engage in debate& conflict Absence of trust-insecure, stressed& reserved.
Slow decision making, low morale & damaged customer relations.
4. Other distractions:
Splitting hairs, non-stop talking, side conversations putdowns, uncontrolled anger, interrupting &doodling during discussions.
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Ingredient Effective Team4 Major Factors
1. Supportive environment
Encourage members to think like a team, provide adequate time for meetings, faith in members
capacity to achieve.
2. Skills & Role clarity
Reasonably qualified to perform their job & desire to cooperate.
All the members of the group knows the roles of all the others
Can act immediately as a team
3. Super ordinate goals
Oriented towards their overall tasks
A higher goal that integrates the efforts of 2 or more persons
4. Team rewards
Can stimulate teamwork
Financial / Non-financial (innovative)
Valued by team members, perceived as possible to earn, administered contingent on the groups
task performance
Authority to select new members of the group; recommendations Empowerment
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Team Building Encourages team members to examine how they work together
Identify their weakness
Develop more effective ways of cooperating
Goal?
To make the team more effective
Team coaching
Vital to team success; new teams Leaders intentional efforts & interaction with the team to help its members make appropriate use of their
collective resources.
When is Team Building needed?
Interpersonal conflicts among team members or between the team and its leader
Low degree of team morale or low team cohesiveness
Confusion/disagreement about roles within the team
Large influx of new members
Disagreement over the teams purpose & tasks
Negative climate within the team, evidenced by criticism & bickering Stagnation within the team, with members resisting change & new ideas.
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The Process of Team Building
Highly participative process
Team member providing DATA
Skilled Facilitator may assist in diagnosing & addressing their problems
Develops an ACTION PLAN(S)
End-result:
High performance team with high levels of future morale & cooperation
The best team building approach is the one that is carefully built upon a database
uncovered during the 2nd stage & then tailored to fit the specific team & team
problem.
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Skills used in Team Building
Consultation skills
Interpersonal skills
Research skills
Presentation skills Process Consultation
Feedback
Process Consultation
Utilizes facilitating behavior to help teams function more effectively
A set of activities that help others focus on what is currently happening around the team
Feedback
A useful data on which to base decisions
Encourage them to understand how they are seen by others within their team and to take
self-correcting action. The need for continuous improvement is a cornerstone of total quality mgt. programs & a
focus on teams is a critical structural element of many organizations as they operate in the21st century.
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Characteristics of Mature Teams
Exhibit several attitudinal & behavioural characteristics that organizational value, as well
as achieve desirable org. outcomes.
Members take pride in their achievements & contributions of their colleagues
They feel comfortable asking questions when they dont understand something
No one dominates the team or is a wallflower/non-contributors
Members know how to criticize others constructively & accept feedback
Theres an atmosphere of respect & trust
The group is not threatened by instability / change
The atmosphere is relatively informal & tension free
Members encourage & assist each other
Team consistently achieves its goals & sets progressively higher standards for itself.
Ethical dilemmas within Teams
Team member appraisals
Member assistance
Team Selection
Team perfection
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Self-Managing Teams
Self-Reliant / Self-directed
Advantages:
Improved flexibility of staff
More efficient operations through the reduced numbers of job description
Lower absenteeism & turnover rates
Higher levels of organizational commitment & job satisfaction
Multi-Skilling: Learn a wide range of relevant skills
Disadvantages:
Extended time to implement them (several yrs)
High training investment as members learn new skills
Early inefficiencies due to job rotation
Inability / Unwillingness to adapt to a team structure
Powerful example of the application of OB knowledge & Successful participative methods.
Virtual Teams
Groups of individual from around the globe that meet through the use of technical aids without all of their
members being present in the same location.
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