Teamwork and Team Dynamics

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@usirdi's subworice teaws Crews onboard Australia’s new Collins- class submarines have interesting team dynamics due to their unusual work environment, challenging tasks and difficult entry to this elite team. 

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Employees at Bear, Stearns, and Company (shown here), as well as other Wall Street brokerage firms are discovering the benefits of teamwork. 

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Okt we Teaws? * Groups of two or more people * Exist to fulfill a purpose * Interdependent -- interact and influence each other ١| * Mutually accountable for achieving common goals * Perceive themselves as a social entity 

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]) verow Traws ‘All teams are groups *Some groups are just people assembled together *Teams have task interdependence whereas some groups do not (e.g., group of employees enjoying lunch together) 

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Types oP Teaws urd Groups @erwodeut Dewporary Cored عمج ممصن ا-|” 9 Grows 22 aaa 

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Vypes oP teas Permanent teams * team-based departments = team-based organisation * quality circles Temporary teams " task forces > temporary teams that investigate a problem * skunkworks >» formed spontaneously, using borrowed resources, to develop products or solve problems 

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* Cross-functional teams that operate across space, time and organisational boundaries using information technology * Increasingly possible because of = technology = knowledge-based work * Increasingly necessary because of = globalisation = knowledge management "need for team work 

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Obkv iehorcwd woups exist * Relatedness needs * fulfil need for social interaction social identity * Goal accomplishment * Emotional support 

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*Compared with individuals working alone, teams tend to: " solve problems and identify opportunities more quickly share information and coordinate tasks better provide superior customer service due to more knowledge and expertise motivate employees to work toward the team’s goals 0 

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وولو وولو او ‎bevels oP‏ 

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ee ag ate eee ven eee 

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* Task characteristics = better when tasks are clear, easy to implement = task interdependence "share common inputs, processes or outcomes * Team size "smaller teams are better = but large enough to accomplish task * Team composition = members motivated/competent to perform task in a team environment =team diversity 

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Vea vlesvewss vulbowes QOewbers oP ookesive teas want to remain members are willing to share information have strong interpersonal bonds * want to support each other * resolve conflict effectively are more satisfied and experience less stress 

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5 3 و هويم لوت ‎Oolwsvevess‏ aos 

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Ve robe wik teas * Individuals better/faster on some tasks * Process losses - cost of developing and maintaining teams * Companies don’t support best work environment for team dynamics * Social loafing 

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Employees at Ericsson Cyberlab in Singapore climbed over rock walls, inched| across planks, scaled carg 5 to improve team dy nannies: 

Teamwork & Team Dynamics  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1 Australia’s submarine teams Crews onboard Australia’s new Collinsclass submarines have interesting team dynamics due to their unusual work environment, challenging tasks and difficult entry to this elite team. Courtesy of the Royal Australian Navy  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2 Teamwork on Wall Street  Employees at Bear, Stearns, and Company (shown here), as well as other Wall Street brokerage firms are discovering the benefits of teamwork. B. Matthews/AP Photo  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 3 What are Teams?  Groups of two or more people  Exist to fulfill a purpose  Interdependent -- interact and influence each other  Mutually accountable for achieving common goals  Perceive themselves as a social entity B. Matthews/AP Photo  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 4 Groups versus Teams All teams are groups Some groups are just people assembled together Teams have task interdependence whereas some groups do not (e.g., group of employees enjoying lunch together)  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 5 Types of Teams and Groups Permanent Temporary Formal Teams Production team Task force Management team Skunkwork Informal Groups Friendship group Community of practice  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 6 Types of teams Permanent teams  team-based departments  team-based organisation  quality circles Temporary teams  task forces › temporary teams that investigate a problem  skunkworks › formed spontaneously, using borrowed resources, to develop products or solve problems  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 7 Virtual teams  Cross-functional teams that operate across space, time and organisational boundaries using information technology  Increasingly possible because of  technology  knowledge-based work  Increasingly necessary because of  globalisation  knowledge management  need for team work  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 8 Why informal groups exist  Relatedness needs  fulfil need for social interaction  social identity  Goal accomplishment  Emotional support  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 9 Why Rely on Teams Compared with individuals working alone, teams tend to:  solve problems and identify opportunities more quickly  share information and coordinate tasks better  provide superior customer service due to more knowledge and expertise  motivate employees to work toward the team’s goals  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 10 Levels of Task Interdependence High A Reciprocal Sequential B A B C Resource Pooled Low C A B C  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 11 Team effectiveness model Organisational and team environment Team design • Reward systems •Task characteristics • Communication systems •Team size •Team composition • Physical space • Organisational environment • Organisational structure • Organisational leadership Team processes •Team development •Team norms •Team roles •Team cohesiveness Team effectiveness • Achieve organisational goals • Satisfy member needs • Maintain team survival  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 12 Team design elements  Task characteristics  better when tasks are clear, easy to implement  task interdependence  share common inputs, processes or outcomes  Team size  smaller teams are better  but large enough to accomplish task  Team composition  members motivated/competent to perform task in a team environment  team diversity  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 13 Stages of team development Performing Norming Storming Forming Existing teams might regress back to an earlier stage of development Adjourning  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 14 Causes of team cohesiveness Member similarity External challenges Team success Team cohesiveness Member interaction Team size Somewhat difficult entry  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 15 Team cohesiveness outcomes Members of cohesive teams  want to remain members  are willing to share information  have strong interpersonal bonds  want to support each other  resolve conflict effectively  are more satisfied and experience less stress © J. Major, Ottawa Citizen  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 16 Cohesiveness and performance Team norms support firm’s goals Team norms oppose firm’s goals Moderately high task performance High task performance Moderately low task performance Low task performance Low team cohesiveness High team cohesiveness  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 17 The trouble with teams  Individuals better/faster on some tasks  Process losses  cost of developing and maintaining teams  Companies don’t support best work environment for team dynamics  Social loafing  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 18 Team building at Ericsson Cyberlabs Employees at Ericsson Cyberlab in Singapore climbed over rock walls, inched across planks, scaled cargo nets and performed other daunting tasks to improve team dynamics. © H.Y. How/Sunday Times (Singapore)  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 19