2. Study Objectives
Definition and types of
teams
What are the stages of
team development?
Developing effective teams

3. What is TEAM?
Group of people with complementary
skills, brought together to achieve a
common purpose for which they hold
themselves collectively accountable.

5. What Is the Difference Between Team &
Teamwork
TEAM TEAMWORK
Group of people with complementary when team members accept their
skills, brought together to achieve a collective responsibility to best use
common purpose their skills by actively working together
to achieve goals.
Need to learn how to help one another, willingness of every member apply
help other team members realize their their personal talents to the work,
true potential, and create an cooperate, accept suggestions, and
environment that allows everyone to go communicate well with the other team
beyond their limitations members.
a focus on jointly resolving conflict,
A team is any group of people organized building consensus, and refraining for
to work together interdependently and any behaviors that would be disruptive
cooperatively to meet the needs of their or distract the team from its task.
customers by accomplishing a purpose
and goals.

6. Team
Formal Informal
teams groups
Officially designated to Emerge without being
serve a specific officially designated by the
organizational purpose. organization and without any
purpose.
Permanent - department
- division Addition to the formal
- team team, create their own
interlocking networks in an
Temporary – created to organization.
solve specific problem and
dissolve once the purpose Friendship group and
accomplish. interest group

7. Cross-
functional
teams
Self- Problem-
managing solving
teams teams
Formal
groups
Virtual Employee
groups involvement
teams

8. Cross-functional teams Problem-solving teams
• members assigned from • specific task and temporally
different functional
departments. • Usually headed by chair
persons or team leader
• Work together with a positive who are accountable for
combination of functional meeting the task goal.
expertise.
Employee involvement team
• The advantages is better
information and faster • Members meet regularly to
decision making. collectively examine
workplace issues.
• Beat the functional silos • Example: Quality circle
problem.

9. Virtual group Self-managing team
• Members work together  Small teams empowered to
via computers make the decisions needed to
manage themselves on a day-
• Members can accomplish to-day basis.
same tasks as other formal  Duties often replace those
teams without face to face. that were traditionally done
by the manager.

10. Virtual group
Advantage Disadvantages
– Obvious cost and time – The lack of personal contact
efficiency. between team members may
– Focuses task impair development of work
accomplishment and relationship and productivity.
decision making
– reducing the emotional – Group decisions are made in
considerations that may a limited social context.
surface in face-to-face
meetings.
– Electronic store for
continuous access.

11. Self-managing Team
Advantage Disadvantages
– Productivity and quality – Structural changes in job
improvements. classifications and
management levels eliminate
– Production flexibility and the need for first-line
faster response to supervisors.
technological change. – Managers must learn to deal
– Reduced absenteeism and with teams rather than
turnover. individuals.
– Hard for team member to
– Improved work attitudes and adjust to the self managing
quality of work life. responsibilities..
– Supervisors who are displaced
by self-managing teams may
feel threatened.

13. Forming
Adjourning Storming
5 Stages of Team
Development
Performing Norming

14. Task
Team
Performance
Viability
Members
Satisfaction

15. a phenomenon that occurs
when a team achieves greater results
than the sum of its parts.
people working together and
accomplishing more through teamwork
than by working alone.
teams gain a clearer sense of
direction, clarify roles and
responsibilities, improve operating
processes and bolster both
interpersonal and interteam
relationships.
“synergy is the goal and it always should be.”

16. Make better Increase
decisions commitments
to action
Improve
Help control
creativity
their
members
Good for
people
Help offset large
organization size

17. first, When there is no clear “expert” for a particular task or
problem, teams seem to make better judgments than does the
average individual alone.
Second, Teams are typically more successful than
individuals when problems are complex, requiring a
division of labor and the sharing of information
Third, because of their tendencies to make riskier
decisions, team can be more creative and innovative than
individuals.

18. • Social loafing (ringelmann effect)
- social facilitation
- prevent social loafing
• Personality conflicts
• Uncertain or competing goals
• Poorly defined agendas
• Perception that team lacks progress

19. Open Systems Model of Team Effectiveness
Inputs Throughputs Outputs
Resources & setting Norms Task Performance
Nature of task Cohesion Member satisfaction
Team size Roles Team viability
Team composition Communication
Decision making
Copyright © 2010 John Wiley & Sons, Inc. 7-19

20. Technology –
Important accessibility and
contributors to reliability
team effectiveness
include:
Resources
and setting
Office design
Sufficient (open spaces vs.
resources small, isolated
cubicles).

21. Team effectiveness is affected by the nature of the task
• Well defined tasks contribute to effectiveness.
• Complex tasks pose challenges of
uncertainty, information needs, and team members
interaction.
• Provide intense satisfaction when achieved.
• Technical demand vs social demand

24. Team composition
– A team must have the right skills and
competencies available for task
performance and problem solving.
– In homogeneous teams, members are very
similar to one another.
– In heterogeneous groups, members vary in
age, gender, race, and ethnicity.

25. Any
Question?
???