1. Methodology of Teamwork
Aleksandra Wiśniewska 1

2. Teamwork

3. Teamwork - lectures Teams & their applications within organizations
Types of teams
Stages of Development
Team Characteristics
Individual contributions to teams
Teamwork costs and benefits
Ability to manage teams – component of manager and organization success 3

4. Teamwork
Over the past two decades, the use of teams has increased dramatically in response to
new competitive pressures,
the need for greater flexibility and speed, &
a desire to give people more opportunities for involvement 4

5. Teamwork
Teamwork is essential when a group of people strive to achieve a common goal. Because teamwork is a process, a methodology is needed to better understand and master performance in this area. This module presents a methodology that can benefit team performance by experts as well as novices. To demonstrate how the methodology might be practiced by people with different levels of experience, two examples are presented: one that involves a team of students, and one that involves a team of faculty members.
Process – a series of actionsthat add value to a final result
Methodology – multiple-step models for complex processes
Performance – means by which one accomplishes an action or task
Team – people who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. 5 5

6. What is a Team? Unit of 2 or more people
Interact or coordinate their work
To accomplish a specific goal
When talking about teamwork, it is important to first properly define the term "team" – many people think they work in teams when really, they work in so-called pseudo teams – groups of co-workers put together and called a team, but without fulfilling basic requirements for effective teamwork.[10] Basic requirements for effective teamwork are an adequate team size (best seems to be about 6-8 members); a clearly defined and measureable goal (such as the creation of a new product in innovative jobs, a high patient survival rate in healthcare jobs, or customer satisfaction in service-oriented jobs) (see also Motivation and Cohesion), as well as autonomy, authority and resources needed to fulfil the team goal. Furthermore, roles within the team should be clearly defined. 6 6

7. Differences Between Groups and Teams
Shares/rotates leader
Accountable to each other
Specific team vision or purpose
Collective work products
Encourages open-ended discussions
Effectiveness=value of collective work
Discusses, decides, shares work
Designated leader
Individual accountability
Identical purpose for group & organization
Individual work products
Runs efficient meetings
Effectiveness=influence on business
Discusses, decides, delegates work to individuals 7

8. Work Team Effectiveness Model8

9. Formal Teams
Vertical - composed of a manager and subordinates, sometimes called functional or command teams.
Horizontal - composed of employees from the same hierarchical level but from different areas of expertise.
Special-Purpose - created outside the formal organization for special projects and disband once project is completed. 9

10. Self-Directed Team Elements
Typically permanent teams
Employees with several skills and functions
Given access to various resources – information, equipment, machinery, and supplies needed to perform the complete task
Empowered with decision making authority select new members - $ 10

11. Teams in the New Workplace
Virtual teams- consist of geographically or organizationally dispersed members linked via technology
Global teams- cross-border teams made up of members from different nationalities
intercultural
virtual 11

12. Challenges of Virtual Teams
Select the right team members
Manage socialization
Foster trust
Effectively manage communications 12

13. Characteristics of Teams
Teams of 5-12 seem to work best
Size--
Ideal size is thought to be 7
Variations of from 5 to 12 typically are associated with good team performance
Small teams (2-4 members) show more agreement, ask more questions
Large teams (12 or more) tend to have more disagreements; subgroups form, conficts among them occur 13

14. Characteristics of Teams
Size - Diversity Member Roles
Diversity
Produce more innovative solutions to problems
Source of creativity
Contribute to a healthy level of conflict that leads to decision making
Work team performance –racial, national, ethnic
Short term = difficulty learning to work together
Leadership helps problems fade over time 14

15. Characteristics of Teams
spend time and energy helping the team reach its goal
Member Roles-
Task specialist role spend time and energy helping the team reach its goal
Initiate ideas
Give opinions
Seek information
Summarize
Energize
Socio-emotional role support team members’ emotional needs
Encourage
Harmonize
Reduce tension
Follow
Compromise 15

16. Team Member Roles Task Specialist Role Dual Role Nonparticipator Role
Focuses on task accomplishment
over human needs.
Important role, but if adopted by everyone, team’s social needs won’t be met.
Dual Role
Focuses on task and people.
May be a team leader.
Important role, but not essential if members adopt task specialist and socioemotional roles.
High
Member
Task
Behavior
Nonparticipator Role
Contributes little to either task or
people needs of team.
Not an important role-if adopted by too many members, team will disband.
Socioemotional Role
Focuses on people needs of
team over task.
Important role, but if adopted by everyone, team’s tasks won’t be accomplished.
Low
Low
Member Social Behavior
High 16

17. Stages of Team Development
Adjourning:
Task completion
Leader: Bring closure, signify completion
Performing:
Cooperation, problem solving
Leader: Facilitate task accomplishment
Norming:
Establishment of order and cohesion
Leader: Help clarify team roles, norms, values
Storming:
Conflict, disagreement
Leader: Encourage participation
Forming:
Orientation, break the ice
Leader: Facilitate social interchanges 17

18. Team Cohesiveness
High cohesiveness is attractive feature of team
Extent to which team members are attracted to the team and motivated to remain in it
Determinants
Team structure
Context 18

19. Determinants of Team Cohesiveness
Team structure and context influence cohesiveness
Team Structure
Team interaction - the more time spent together, the more cohesive the team
Shared goals - members agree on goals, they will be more cohesive
Personal attraction to the team - similar attitudes and values and enjoy being together 19

20. Determinants of Team Cohesiveness
Team structure and context influence cohesiveness
Team Context
Moderate competition with other teams – cohesiveness increases as it strives to win
Team success & favorable evaluation of the team by outsiders – add to cohesiveness 20

21. Consequences of Team Cohesiveness
High morale – mixed team performance
Morale – higher in cohesive teams
Increased communication among members
Friendly team climate
Maintenance of membership
Team Performance – mixed
Cohesive Team members’ productivity tends to be uniform
Non-cohesive teams have wider variation in member productivity
Experiential Exercise: Is Your Group a Cohesive Team? 21

22. Team Norms
Standard of conduct that is shared by team members and guides their behavior
Valuable – define boundaries of acceptable behavior
Not written down 22

23. Development of Team Norms
Critical events
in team’s history
Primacy: first
behavior precedents
The Rainbow Warriors
Team
Norms
Explicit
statements
from leaders
or members
Carryover from
other experiences 23

24. Most important team characteristic
Conflict
Most important team characteristic
Antagonistic interaction in which one party attempts to thwart the intentions or goals of another
Conflict is inevitable whenever people work together in teams
Among members within a team or between one team and another
Can have healthy impact = energizes people toward higher performance 24

25. Balancing Conflict and Cooperation
Groupthink = tendency for people to be so committed to a cohesive team that they are reluctant to express contrary opinions
Abilene Paradox = (Jerry Harvey) tendency to go along with others for the sake of avoiding conflict
Low levels of conflict –associated with poor decision making in top management teams 25

26. Causes of Team Conflict
Scarce Resources: include money, information, and supplies.
Jurisdictional Ambiguities: conflicts emerge when job boundaries and responsibilities are unclear.
Communication Breakdown: poor communications result in misperceptions and misunderstandings of other people and teams.
Personality Clashes: personality clashes are caused by basic differences in personality, values, and attitudes.
Power and Status Differences: occur when one party has disputable influence over another.
Goal Differences: conflict often occurs simply because people are pursuing conflicting goals. 26

27. Balancing Conflict and Cooperation
Superordinate Goals = goal that cannot be reached bya single party
Bargaining/Negotiation = parties engage one another in an attempt to systematically reach a solution
Mediation = process of using a third party to settle a dispute 27

28. Guidelines for Helping Managers Facilitate Communication
Focus on substantive issues vs. interpersonal conflicts
Focus on facts
Develop multiple alternatives
Maintain a balance of power
Never force a consensus 28

29. Potential Benefits of Teams
Enhance individual productivity through
Increased member effort
Team members’ personal satisfaction
Integration of diverse abilities and skills
Increased organizational flexibility 29

30. Potential Cost of Teams
When teams do not work well it is usually because of
Power realignment
Free riding
Coordination costs
Revising systems 30

31. Good old lessons in teamwork
from an age-old fable
The Tortoise
And
The Hare

32. Once upon a time a tortoise and a hare had an argument about who was faster.
I’m the fastest
runner.
That’s not true.
The fastest runner is
me!

33. They decided to settle the argument with a race
They decided to settle the argument with a race. They agreed on a route and started off the race.
Ok, let’s have
a race.
Fine!

34. The hare shot ahead and ran briskly for some time
The hare shot ahead and ran briskly for some time. Then seeing that he was far ahead of the tortoise, he thought he'd sit under a tree for some time and relax before continuing the race.
Poor guy! Even if I take a nap, he could not catch up with me.

35. He sat under the tree and soon fell asleep.

36. The tortoise plodding on overtook him and soon finished the race, emerging as the undisputed champ.

37. The hare woke up and realized that he'd lost the race.

38. The moral of the story is that slow and steady wins the race.
This is the version of the story that we've all grown up with.

39. The story continues …

40. The hare was disappointed at losing the race and he did some soul-searching. He realized that he'd lost the race only because he had been overconfident, careless and lax. If he had not taken things for granted, there's no way the tortoise could have beaten him.
Why did I lose the race?

41. So he challenged the tortoise to another race. The tortoise agreed.
Can we have
another race?
Ok.

42. This time, the hare went all out and ran without stopping from start to finish. He won by several miles.

43. The moral of the story?
Fast and consistent will always beat the slow and steady. If you have two people in your organization, one slow, methodical and reliable, and the other fast and still reliable at what he does, the fast and reliable chap will consistently climb the organizational ladder faster than the slow, methodical chap.
It's good to be slow and steady; but it's better to be fast and reliable.

44. But the story doesn't end here …

45. How can I can win the hare?
The tortoise did some thinking this time, and realized that there's no way he can beat the hare in a race the way it was currently formatted.
How can I can win the hare?

46. He thought for a while, and then challenged the hare to another race, but on a slightly different route.
The hare agreed.
Sure!
Can we have another race? This time we’ll go through a different route.

47. They started off. In keeping with his self-made commitment to be consistently fast, the hare took off and ran at top speed until he came to a broad river. The finishing line was a couple of kilometers on the other side of the river.
Goal

48. The hare sat there wondering what to do
The hare sat there wondering what to do. In the meantime the tortoise trundled along, got into the river, swam to the opposite bank, continued walking and finished the race.
What should I do?

49. The moral of the story?
First identify your core competency and then change the playing field to suit your core competency.
In an organization, if you are a good speaker, make sure you create opportunities to give presentations that enable the senior management to notice you.
If your strength is analysis, make sure you do some sort of research, make a report and send it upstairs.
Working to your strengths will not only get you noticed, but will also create opportunities for growth and advancement.

50. The story still hasn't ended …

51. The hare and the tortoise, by this time, had become pretty good friends and they did some thinking together. Both realized that the last race could have been run much better.

52. So they decided to do the last race again, but to run as a team this time.
Hi, buddy. How
about doing our last
race again?
Great! I think we could do it much better, if we two help each other.

53. They started off, and this time the hare carried the tortoise till the riverbank.

54. There, the tortoise took over and swam across with the hare on his back.

55. On the opposite bank, the hare again carried the tortoise and they reached the finishing line together. They both felt a greater sense of satisfaction than they'd felt earlier.

56. The moral of the story?
It's good to be individually brilliant and to have strong core competencies; but unless you're able to work in a team and harness each other's core competencies, you'll always perform below par because there will always be situations at which you'll do poorly and someone else does well.
Teamwork is mainly about situational leadership, letting the person with the relevant core competency for a situation take leadership.

57. There are more lessons to be learnt from this story.
Note that neither the hare nor the tortoise gave up after failures. The hare decided to work harder and put in more effort after his failure. The tortoise changed his strategy because he was already working as hard as he could.
In life, when faced with failure, sometimes it is appropriate to work harder and put in more effort. Sometimes it is appropriate to change strategy and try something different. And sometimes it is appropriate to do both.
The hare and the tortoise also learnt another vital lesson. When we stop competing against a rival and instead start competing against the situation, we perform far better.

58. When Roberto Goizueta took over as CEO of Coca-Cola in the 1980s, he was faced with intense competition from Pepsi that was eating into Coke's growth. His executives were Pepsi-focused and intent on increasing market share 0.1 per cent a time.
Roberto decided to stop competing against Pepsi and instead compete against the situation of 0.1 per cent growth.

59. He asked his executives what was the average fluid intake of an American per day? The answer was 14 ounces. What was Coke's share of that? Two ounces. Roberto said Coke needed a larger share of that market. The competition wasn't Pepsi. It was the water, tea, coffee, milk and fruit juices that went into the remaining 12 ounces. The public should reach for a Coke whenever they felt like drinking something.
To this end, Coke put up vending machines at every street corner. Sales took a quantum jump and Pepsi has never quite caught up since.

60. To sum up, the story of the hare and tortoise teaches us many things:
Never give up when faced with failure
Fast and consistent will always beat slow and steady
Work to your competencies
Compete against the situation, not against a rival.
Pooling resources and working as a team will always beat individual performers

61. Let’s go and build stronger teams!

63. Model of Styles to Handle Conflict
Assertive
Competing
Collaborating
Assertiveness
(Attempting to
Satisfy one’s own
concerns)
Compromising
Unassertive
Avoiding
Accommodating
Cooperative
Uncooperative
Cooperativeness
(Attempting to satisfy the other
party’s concerns)
Source: Adapted from Kenneth Thomas, “Conflict and Conflict Management,” in Handbook of Industrial and Organizational Behavior, ed. M. D. Dunnette (New York: John Wiley, 1976), 900. 63

64. Teamwork
Over the past two decades, the use of teams has increased dramatically in response to
new competitive pressures,
the need for greater flexibility and speed, &
a desire to give people more opportunities for involvement 64

65. Układ Dwa elementy zawartości z grafiką SmartArt
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