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    Teams Management

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    Krishna Kumar
    There are several types of teams that can be formed in organizations. Work teams are different from work groups in that work teams have individual efforts that result in a performance greater than the sum of individual inputs. Effective teams require the right context, composition, work design, and processes. The context includes adequate resources, effective leadership and structure, a climate of trust, and performance and reward systems that reflect team contributions. Composition considers the abilities and personalities of members as well as their preference for teamwork. Work design focuses on autonomy, skill variety, task identity, and task significance. Key processes include commitment to a common purpose, establishment of goals, efficacy, mental models, managed conflict, and accountability. Not all work is suited for teams,

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    Teams Management

    Uploaded by

    Krishna Kumar
    47 views16 pages
    There are several types of teams that can be formed in organizations. Work teams are different from work groups in that work teams have individual efforts that result in a performance greater than the sum of individual inputs. Effective teams require the right context, composition, work design, and processes. The context includes adequate resources, effective leadership and structure, a climate of trust, and performance and reward systems that reflect team contributions. Composition considers the abilities and personalities of members as well as their preference for teamwork. Work design focuses on autonomy, skill variety, task identity, and task significance. Key processes include commitment to a common purpose, establishment of goals, efficacy, mental models, managed conflict, and accountability. Not all work is suited for teams,

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    these will make u understand about how to build team

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    There are several types of teams that can be formed in organizations. Work teams are different from work groups in that work teams have individual efforts that result in a performance greater than the sum of individual inputs. Effective teams require the right context, composition, work design, and processes. The context includes adequate resources, effective leadership and structure, a climate of trust, and performance and reward systems that reflect team contributions. Composition considers the abilities and personalities of members as well as their preference for teamwork. Work design focuses on autonomy, skill variety, task identity, and task significance. Key processes include commitment to a common purpose, establishment of goals, efficacy, mental models, managed conflict, and accountability. Not all work is suited for teams,

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    47 views16 pages

    Teams Management

    Uploaded by

    Krishna Kumar
    There are several types of teams that can be formed in organizations. Work teams are different from work groups in that work teams have individual efforts that result in a performance greater than the sum of individual inputs. Effective teams require the right context, composition, work design, and processes. The context includes adequate resources, effective leadership and structure, a climate of trust, and performance and reward systems that reflect team contributions. Composition considers the abilities and personalities of members as well as their preference for teamwork. Work design focuses on autonomy, skill variety, task identity, and task significance. Key processes include commitment to a common purpose, establishment of goals, efficacy, mental models, managed conflict, and accountability. Not all work is suited for teams,

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    Download as ppt, pdf, or txt
    of 16

    Understanding Work Teams

    Why Have Teams Become So Popular?


    Great way to use employee talents Teams are more flexible and responsive to changes in the environment Can quickly assemble, deploy, refocus, and disband Facilitate employee involvement Increase employee participation in decision making Democratize an organization and increase motivation Note: teams are not ALWAYS effective

    Team Versus Group: Whats the Difference?


    Work Group
    A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility

    Work Team
    A group whose individual efforts result in a performance that is greater than the sum of the individual inputs

    Comparing Work Groups and Work Teams

    Characteristics of effective teams

    Types of Teams
    Problem-Solving Teams
    Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment

    Self-Managed Work Teams


    Groups of 10 to 15 people who take on the responsibilities of their former supervisors

    More Types of Teams


    Cross-Functional Teams
    Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task

    Very common
    Task forces Committees

    A Final Type of Team


    Virtual Teams
    Teams that use computer technology to tie together

    physically dispersed members in order to achieve a common goal

    Characteristics
    Limited socializing The ability to overcome time and space constraints

    To be effective, needs:
    Trust among members Close monitoring To be publicized

    Key Components of Effective Teams

    Context Composition Work Design Process Variables

    A Team-Effectiveness Model

    Creating Effective Teams: Context


    Adequate Resources
    Need the tools to complete the job

    Effective Leadership and Structure


    Agreeing to the specifics of work and how the team fits together to integrate individual skills Even self-managed teams need leaders Leadership especially important in multi-team systems

    Climate of Trust
    Members must trust each other and the leader

    Performance and Rewards Systems that Reflect Team Contributions


    Cannot just be based on individual effort

    Creating Effective Teams: Composition


    Abilities of Members
    Need technical expertise, problem-solving, decision-making, and good interpersonal skills

    Personality of Members
    Conscientiousness, openness to experience, and agreeableness all relate to team performance

    Allocating Roles and Diversity


    Many necessary roles must be filled Diversity can often lead to lower performance

    Size of Team
    The smaller the better: 5 to 9 is optimal

    Members Preference for Teamwork


    Do the members want to be on teams?

    Creating Effective Teams: Work Design


    Freedom and Autonomy
    Ability to work independently

    Skill Variety
    Ability to use different skills and talents

    Task Identity
    Ability to complete a whole and identifiable task or product

    Task Significance
    Working on a task or project that has a substantial impact on others

    Creating Effective Teams: Process


    Commitment to a Common Purpose
    Create a common purpose that provides direction Have reflexivity: willing to adjust plan if necessary

    Establishment of Specific Team Goals


    Must be specific, measurable, realistic, and challenging

    Team Efficacy
    Team believes in its ability to succeed

    Mental Models
    Have an accurate and common mental map of how the work gets done

    A Managed Level of Conflict


    Task conflicts are helpful; interpersonal conflicts are not

    Minimized Social Loafing


    Team holds itself accountable both individually and as a team

    Turning Individuals into Team Players


    Selection
    Make team skills one of the interpersonal skills in the hiring process.

    Training
    Individualistic people can learn

    Rewards
    Rework the reward system to encourage cooperative efforts rather than competitive (individual) ones

    Continue to recognize individual contributions while still emphasizing the importance of teamwork

    Beware! Teams Arent Always the Answer


    Teams take more time and resources than does individual work.

    Three tests to see if a team fits the situation:


    1. Is the work complex and is there a need for different perspectives: will it be better with the insights of more than one person? 2. Does the work create a common purpose or set of goals for the group that is larger than the aggregate of the goals for individuals?

    3. Are members of the group involved in interdependent tasks?

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