How Groups Become Teams

1. How Groups Become Teams

2. Group • Two or more interacting and interdependent individuals who come together to achieve particular goals.

3. Formal groups • Work groups defined by the organization’s structure that have designated work assignments and tasks. • Appropriate behaviors are defined by and directed toward organizational goals.

4. Informal groups • Groups that are independently formed to meet the social needs of their members.

5. Why people form groups? • Benefits for organizations • Benefits for group members

6. Work Team • A group whose members work intensely on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills.

7. How teams develop? • Basic group activities • The passage of time • Team development activiteis

8. Group activities • Forming • Storming • Norming • Performing

9. The passage of time • The first meeting • The midway point between the initial meeting and a deadline

10. From groups to teams • Supervisory leadership • Participatory leadership • Team leadership

11. Why groups sometimes fail • To build high-performance teams requires maintenance and costs a lot. • Teams should be launched with enough training and support systems. • It is difficult to keep a balance between encouraging autonomy and rewarding team innovations without letting the team out of control.

12. Characteristics of Effective Teams • Have a clear understanding of their goals. • Have competent members with relevant technical and interpersonal skills. • Exhibit high mutual trust in the character and integrity of their members.

13. Characteristics of Effective Teams • Are unified in their commitment to team goals. • Have good communication systems. • Possess effective negotiating skills • Have appropriate leadership • Have both internally and externally supportive environments

14. Building Effective Teams

15. Three criteria for team effectiveness • 1. The productive output of the team meets or exceeds the standards of quantity or quality; the team’s output is acceptable to those customers, inside or outside the organization, who receives the team’s products or service.

16. Three criteria for team effectiveness • 2. Team members realize satisfaction of their personal needs. • 3. Teams members remain committed to working together again.

17. A performance focus • A commitment to a common purpose is the key element of effective teamwork. • Purpose: clear, strong, motivating • Why?

18. A performance focus • General purpose and specific goals • The advantages of team-based performance goals • Team-based measurement system

19. Working together • They discuss and agree upon such things as how tasks and roles will be allocated, and how the group will make decisions. • Accountability to one another and its advantages • How to generate team effort • Measure system and reward system

20. Member contribution • How to select team members • Skills required by team members • How to train team members

21. Norms • Norms are shared beliefs about how team members should think and behave. • Norms can be positive or negative. • Norms can vary greatly from one group to another.

22. Roles • Roles are different sets of expectations for how various individuals should behave. • The difference between norms and roles • Task specialists and team maintenance specialists

23. Roles • The role of the team’s formal leader • The role of coach in self-managed teams

24. Cohesiveness • What is cohesiveness? • The importance of cohesiveness

25. The Contributions of Teams

26. What is a working group? • What is a real team?

27. Three primary types of teams • Work teams • Project and development teams • Parallel teams

28. Work teams make or do things such as manufacture, assemble, sell, or provide service. • Project and development teams work on long-term projects, often over a period of years. They have specific assignments such as research or new-product development, and disband once their work is completed.

29. Parallel teams operate separately from the regular work structure of the firm on a temporary basis. Their charge is to recommend solutions to specific problems.

30. Effectiveness of teams: • Building block for organization structure • Force for productivity • Force for quality • Force for cost reduction • Force for speed • Force for change • Force for innovation