Teamwork in Management

Teamwork in Management

• Teamwork use has increased due to competition, adaptability need, and employee engagement desire.
• Teams increase productivity, quality, innovation, and employee satisfaction.
• FedEx and Xerox are examples of companies that use effective teams.

Defining Teams

• A team is a group of two or more people who interact and collaborate to achieve a common goal.
• Teams can vary in size but usually have fewer than 15 members.
• Team members frequently interact.
• Teams share a common performance goal.

Teams vs. Groups

• Teams share or rotate leadership roles whereas groups have a designated leader.
• Teams are accountable to each other, whereas groups are individually accountable.
• Teams have a specific team vision, whereas groups align with the organizational purpose.
• Teams produce collective work products. Groups produce individual work products.
• Teams encourage open-ended discussions. Groups prioritize efficient meetings.
• Team effectiveness is measured by the value of collective work, whereas group effectiveness is measured by the group's influence.
• Teams discuss, decide, and share work. Groups discuss, decide, and delegate work to individuals.

Dysfunctional vs. Effective Teams

• Dysfunctional teams lack trust, fear conflict, lack commitment, avoid accountability, and disregard results.
• Effective teams are characterized by trust, healthy conflict, commitment, accountability, and a result-oriented approach.

The Work Team Effectiveness Model

• This model defines factors that influence team effectiveness and starts with organizational context.
• The model has three types of teams: formal, self-directed, and informal.
• Team characteristics (size, roles) impact internal team process, which impacts output, satisfaction, and adaptability.
• Effective team leaders manage stages of team development, cohesiveness, norms, and conflict.
• Work team effectiveness can be evaluated using three factors: productive output, personal satisfaction, and adaptability.

Effective Team Leadership

• Effective leaders rally team members around a purpose.
• Effective leaders share power, information, and responsibility.
• Effective leaders acknowledge their own limitations and seek assistance when needed.

Types of Teams

• Formal teams are created as part of the organizational structure.
  • Vertical teams have a manager and their subordinates.
  • Horizontal teams are formed from employees at the same level but different departments.
  • Cross-functional teams are temporary workgroups focused on specific projects.
  • Committees are long-term teams focused on recurring tasks.
  • Task forces/project teams tackle specific issues or projects.
  • Self-directed teams have decision-making authority and perform a complete product or service.
• Informal teams emerge spontaneously from social interactions within the organization, and can support or hinder organizational goals.

Stages of Team Development

• Forming: The team is in its initial stages, and members are getting to know each other.
• Storming: Conflict and disagreement among members are common as they begin to assert their views.
• Norming: The team establishes a common set of rules and norms, which aid in cohesion.
• Performing: Cooperation and problem-solving are the main focus.
• Adjourning: The team completes its goals and disbands.

Team Cohesiveness

• Team cohesiveness measures the degree to which members are attracted to the team and motivated to stay.
• High cohesiveness leads to increased communication, positive attitudes, loyalty, and participation.
• Cohesiveness impacts both morale and productivity, particularly in relation with management.

Conclusion

• Effective teamwork is critical for organizations because of the dynamic environment and high performance.
• Leaders can foster collaboration, innovation, and high performance in their teams through understanding the characteristics of successful teams.