Teamwork José Onofre Montesa Andrés Universidad Politécnica de Valencia Escuela Superior de Informática Aplicada

GpiI-2B Teamwork1 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 Teamwork2 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 Teamwork3 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 Teamwork4 Share information Neutral (st. negative) Individual Random and varied Collective Performance Positive Individual and mutual Complementary Goal Synergy Accountability Skills Work groupWork teams Synergy and coordinated effort

GpiI-2B Teamwork5 Team work are interesting for management If we have positive synergy –We will increase output with no increase in inputs.

GpiI-2B Teamwork6 Types of teams Problem Solving Teams Self-managed Work Teams Cross-functional Teams

GpiI-2B Teamwork7 Problem Solving Teams 5-12; = dep.; few h/week; improve q. Example: quality circles ?

GpiI-2B Teamwork8 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 Teamwork9 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 Teamwork10 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 Teamwork11 Size of Work Teams Best smalls. –More than 10 to 12 members difficult… Large can’t develop… –Cohesiveness, commitment, and mutual accountability. If we have more… break the group into subgroups.

GpiI-2B Teamwork12 Abilities of members Complementary Types –Technical expertise, –Problem solving and decision- making skills, –Interpersonal skills. Don’t need to have all the complementary skills in place at their beginning…same can learn,… but is necessary to reach its full potential.

GpiI-2B Teamwork13 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 Teamwork14 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 Teamwork15 Team Roles Thruster-Organizers –Provides structure Concluder-Producers –Provide direction and follow through. Controller- Inspectors –Check for details

GpiI-2B Teamwork16 Team Roles Upholder- Maintainers –Fight external battles. Reporter-Advisers –Seek full information. Linkers –Coordinate and integrate.

GpiI-2B Teamwork17 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 Teamwork18 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 Teamwork19 Establishing Specific Goals Successful teams translate their common purpose into: –specific –Measurable –Realistic Goals

GpiI-2B Teamwork20 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 Teamwork21 Social Loafing and Accountability It’s limited. –People know their responsibilities as team and individually.

GpiI-2B Teamwork22 Performance Evaluation and Rewards Reflect team performance. –Group based appraisal, Profit sharing,.

GpiI-2B Teamwork23 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 Teamwork24 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 Teamwork25 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 Teamwork26 Turning individuals into team players. Many people are not inherently team players. Individual achievements Loners Steps –The challenge –Shaping Team Players –Rewards

GpiI-2B Teamwork27 The challenge A barrier to teams is individual resistance –Success no as individual performance –Sublimate personal goals for the good of teams. The challenge is greatest if –Culture is individualistic –Historically we have reward individuals.

GpiI-2B Teamwork28 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 Teamwork29 And when it works If teams are mature and performing, Manager’s job isn’t over... –Stagnant –Complacent Managers need to support teams with: –Advice and guidance, –Training if these teams are to continue improve.