12 BDPP1103 T8

Topic  Understanding
Work Teams
8
LEARNING OUTCOMES
By the end of this topic, you should be able to:
1. Describe the five stages of establishing work teams in an organisation;
2. State at least four differences between work groups and work teams;
3. Describe the five types of normal work teams;
4. Explain the eight characteristics of effective work teams;
5. State the three ways to transform individuals into effective team
members; and
6. State the four ways to revive the spirit of mature teams.
 INTRODUCTION
No matter where you work, most of the tasks are undertaken by teams. Lately, you
will find, directly or indirectly, you have been absorbed into a work group or
committee, and all of a sudden, you have become a member of that group and are
expected to work with other people. What happens to an individualÊs work
output? Why is it that work that was handled by an individual, is now being taken
over by work teams?
Actually, working in teams is not a new phenomenon. Do you remember the last
time you were involved in preparing for a feast? What was your task? Try and
recollect if you worked alone. The answer is definitely not. You worked with your
other relatives and siblings. Some cooked, washed and set up camps, while others
served, decorated and handled other tasks.
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104  TOPIC 8 UNDERSTANDING WORK TEAMS
In the past, if an organisation practised teamwork, it was unusual news, but now,
if an organisation does not practice teamwork, it is considered odd. Teamwork has
currently become very popular because it has proven to be more effective than
working alone when a task needs a variety of skills, views and experiences.
Organisations which have restructured themselves to be more effective and
efficient have set up work teams as they can bring out the latent talents of the
employees.
8.1 WORK TEAMS – WHAT ARE THEY?

According to Sandstorm, Meuse and Fultrell (1990), work teams are defined as
interdependent collections of individuals who share responsibility for specific
outcomes for their organisations. In the following subtopic, we will explore more
about work teams.
8.1.1 Stages of Establishing Teams

Many teams undergo continuous change. Generally, there is a pattern to describe
the establishment of teams. As shown in Figure 8.1, this occurs over four stages,
which are the forming stage, storming stage, norming stage and performing stage.
For ad-hoc teams, there is one more, the adjourning stage.
(a) Stage I – Forming

In this stage, the employees involved in the team are brought together. At
this point, each of them does not know why they have been brought together
and what needs to be achieved. They are also not aware of the structure of
the team such as with whom they will be working and what their working
relationship will be like. Leaders are also not known, for example, who is
responsible for whom, or to whom they should report their performance.
This stage is over as soon as each member of the team considers himself to
be a part of that team.
(b) Stage II – Storming

In this stage, there will be conflict within the group. Members will resist the
control imposed on each individual in the team. They are still unaccustomed
to working in a team where the members have differing expectations. This
stage ends when an obvious leader emerges from the team.

TOPIC 8 UNDERSTANDING WORK TEAMS  105
(c) Stage III – Norming

In this stage, a closer relationship is formed and members of the group begin
to manifest cohesiveness. At this stage, the identity of the group can be seen
clearly and camaraderie is nurtured. This stage ends when there is a solid
structure and team members respectively understand and accept common
expectations.
(d) Stage IV – Performing

The team structure is accepted by all members and they are ready to function
fully as a team. For permanent teams, this is the final stage in the team
formation process.
(e) Stage V – Adjourning

This stage is only for ad-hoc teams, i.e. the team has completed a task
assigned to it and needs to be dissolved. This stage may adversely affect
some teams which have a high degree of cohesiveness.

Figure 8.1: Stages of team establishment
For many organisations, the setting up of teams does not occur in the stages
described in this subtopic. One stage may overlap another. Still, it must be
remembered that this is basically a general framework.
SELF-CHECK 8.1
Briefly explain the stages of establishment of teams.

ACTIVITY 8.1
Before we proceed, think about the following statement. „Work groups

and work teams sound almost similar‰. In your opinion, are they the
same? Share your thoughts in the myINSPIRE online forum.
8.1.2 Are Work Groups and Work Teams the Same?

Teams are composed of people grouped together, are they not? Are they not
brought together through a process of gathering individuals? If this question exists
in your mind, you are making a logical link. But it must be reiterated that groups
and teams are different.
(a) Work Groups

Groups are made up of two or more people who are brought together to
achieve a goal. Work groups are gathered with the objective of sharing
information and making decisions which will help the group members to
carry out the tasks under their responsibility. Work groups are not involved
in collective work and cooperation, i.e. the outcome does not influence the
members. There is no positive synergy, whereby the joint effort will produce
greater output than if carried out individually.
(b) Work Teams

The most salient difference between groups and work teams is the synergy
that is produced as a result of the collaboration of the individuals. The
management hopes that the positive synergy of each team member will
produce a greater output without the need to increase input (or better still
with reduced input). The differences between teams and groups are further
clarified in Figure 8.2.

Figure 8.2: Comparison between work teams and work groups
8.2 TYPES OF WORK TEAMS

Work teams can be divided into five categories. These five categories will be
discussed further in the following subtopics.
8.2.1 Functional Teams

Have you participated in a work team comprising colleagues from the same
division or department? Members of functional teams comprise a manager and
workers from the same unit. Issues like authority, decision-making, leadership,
and interaction are relatively simple and clear. Functional teams are usually
involved in efforts to improve work activities or to solve any problem within one
functional unit. For example, at Yamaha Motors, workers from sales, installation
or services form teams separately and solve customer problems.
8.2.2 Problem-solving Teams

Workers grouped together from the same department who meet for several hours
in a week to improve quality, efficiency and the work environment are known as
problem-solving teams. Members meet to share ideas and put forward suggestions
on how work processes and methodologies can be improved. One such team

frequently used is quality circles. Team members meet often to discuss quality
problems, examine root causes of the problems, suggest solutions and take
corrective action. They are responsible for improving quality problems as well as
generating and evaluating feedback. However, this team is rarely given the full
authority to implement the suggestions and solutions.
8.2.3 Self-managing Work Teams

A self-managing work team is a formal work group that functions without a
manager. It is responsible for completing a part of or the whole work process to
deliver a product or service to internal or external customers. This kind of team
has control over the rate of work progress, determination of tasks and so on. An
ideal self-managing work team (or one which is actually self-managed) carries out
selection activities, in fact, even evaluation is self-conducted. In short, the
importance of work at the supervisory level is less or it may be dropped
completely.
8.2.4 Cross-functional Work Teams

Members of this team comprise members from the same hierarchical level but from
different work areas within the organisation. They are brought together to
complete a task. The formation of cross-functional teams is an effective method to
allow workers from different departments, units and divisions within the
organisation to communicate so that they can share and generate new ideas, solve
problems, and coordinate complex tasks.
However, this cross-functional team is sometimes difficult to manage. In the initial

stages, workers will face difficulties in working in differing work environments –
in terms of experience, work methods, norms, attitudes, personalities and other
aspects. Thus, it will take quite some time for the workers to adapt to the situation.
Lack of common perspectives or opinions from workers with different

backgrounds means that these workers invariably take a longer period to discuss
related issues. This is done to reduce the probability of arriving at a less than
optimal solution for the problem.

8.2.5 Virtual Work Teams

Virtual teams are a follow-up from the electronic meetings discussed in Topic 4.
Virtual teams allow members to meet irrespective of space or deadlines and it
allows the organisation to bring together members who could not previously work
together. Team members use technological tools to solve problems irrespective of
deadlines and the place they are in. They can communicate by teleconferencing,
email, Intranet, Internet and Âchat-roomsÊ.
SELF-CHECK 8.2
Match the type of work team to the description of its characteristics.
Characteristics Type of Team

Members comprise a manager and workers from the same
unit.
This type of team has control over the rate of progress,
determination of tasks, etc.
Teams allow workers to meet without worrying about
space or deadlines and it allows the organisation to bring
together workers who could not previously work together.
Workers from the same department meet for several hours
in a week to improve quality, efficiency and the work
environment.
Members of this team are from the same hierarchical level
but from different work areas within the organisation.
Cross- Self-
Problem-
functional managing Virtual Functional
solving
Work Work Work Teams Teams
Teams
Teams Teams

8.3 CHARACTERISTICS OF EFFECTIVE TEAMS

When an organisation establishes work teams, this does not guarantee automatic
success. There have been cases of work teams that have failed. Researchers have
identified several characteristics which will ensure the success of teams. The main
characteristics of successful work teams are shown in Figure 8.3.
Figure 8.3: Characteristics of high performing teams
8.3.1 Clear Goals

Effective work teams have a clear understanding of their goals and believe that the
achievement of the goals will bring about an important outcome. Clear goals will
direct each individual to focus his/her full attention and effort to the target that
has been pre-determined. Goals also help to clarify to the members what is
expected of them and ensure that everyone understands the importance of
cooperating to achieve that goal.

8.3.2 Competent Individuals

Work teams that comprise members with relevant technical skills and abilities will
drive the team forward. They are capable of adapting their work skills to meet the
needs of the team. Effective work teams have both technical and interpersonal skills.
8.3.3 Trusting Each Other

Effective work teams comprise members who trust each other. When they begin
to get suspicious about the actions of a team member, this will adversely affect the
sharing of ideas. Members of the work team believe that their members have
integrity, positive personality and capability.
In addition, members of effective teams demonstrate high levels of loyalty and

dedication to their team. They look upon team membership as a very important
facet of their lives.
8.3.4 Undivided Total Commitment

Members of effective teams are highly dedicated to their goals and are also
willing to expend a great deal of effort to achieve that goal. They are willing to
allocate a part of their leisure time to complete a task that has been assigned to
them. Have you ever given up the opportunity to go on holiday or to rest just to
finish your tasks?
8.3.5 Good Communication

Team members must be capable of channelling their ideas to others in a form that
is easy to understand and accept, be it pleasant or unpleasant news. Good
communication also refers to feedback received from team members and the
management.
8.3.6 Negotiation Skills

Effective teams demonstrate the willingness to make changes when necessary.
Team members must have the ability to confront and solve differences in opinions
amongst members. As such, they must have negotiation skills.

8.3.7 Capable Leadership

Effective leaders have the ability to influence and guide the team members in
facing a difficult situation. Leaders help to clarify goals and convince members
that change is not impossible. They increase the confidence level of each member
and help them to realise their innate potential. Leaders of effective teams play the
roles of coach and facilitator.
8.3.8 Conducive Environment

The last characteristic of effective teams is the support of the environment. To
become effective, work teams should be provided with the right infrastructure,
sufficient training, simple performance measurement techniques, incentive
programmes and a supportive human resource system. The infrastructure that is
provided should be able to strengthen the behaviour of members towards
exemplary performance levels.
ACTIVITY 8.2
A work team should have several characteristics to make it more

effective. Draw a mind map of the characteristics of effective teams. Post
your answer in the myINSPIRE online forum for sharing and comparing.
8.4 CAN WE CONVERT INDIVIDUALS INTO

TEAM MEMBERS?
When we have realised the importance of establishing work teams, we will want
to know the methods that can be used to form teams. We will begin our discussion
with several challenges faced by organisations which aspire to use teams as the
main organisational driving force.
Some people like to be recognised for their work accomplishments individually and
there are others who feel that only the fittest can survive. You will face such
resistance when you try to form teams in a Âsurvival of the fittestÊ atmosphere. Work
teams will succeed in an environment which gives importance to collective work.

8.4.1 Challenges in Team Formation

In a team, the success of a team member is dependent on the success achieved by
the team as a whole. To function well as a team member, every member must be
able to communicate openly and honestly with each other. They should be able to
face differences and resolve the conflict. They should also prioritise the goals of
the team over individual interests.
The challenges to set up teams are great when:

(a) The national culture appreciates individual work. For example, the United
States is a country which gives more priority to individual accomplishments
as compared to collective accomplishments.
(b) The organisation values individual contributions. Some organisations
recognise individual contributions by having a monthly best worker award,
etc. compared to other organisations which recognise work teams.
8.4.2 What are the Roles Played by Team Members?

An ideal work team should comprise members who are multi-skilled. The
following explanation is from a holistic and not individualistic aspect.
Good and imaginative team members will generate ideas and concepts. They are
independent and prefer to work at their own level, speed, method and time. There
are some members who take on new ideas and try to implement them. They will
try and find sources to support these ideas.
ACTIVITY 8.3
How do managers in your organisation form a team for a particular

project? Discuss in group and share your findings in the myINSPIRE
online forum.

8.4.3 How Does a Manager Set the Behavioural

Patterns of Team Members?
By now you may be convinced of the advantages of forming teams. As a manager,
you will be aware of the advantages of using teams to carry out tasks. But not all
employees like to work in teams.
Thus, it is not surprising that you, as a manager, must know how to transform
individuals into effective team members. Several approaches can be used. Three
of the most popular methods are explained next.
(a) What is the Relationship between Selection and Team Formation?

Team formation begins when managers decide to recruit a new worker. You
hope that this candidate has team skills, i.e. the skills of working with others.
It is not a surprise if there are candidates who do not have such skills or who
do like to work in teams.
If you can discern these signs, it is better not to hire such candidates as they
might hinder your aspirations to set up teams. If a candidate demonstrates
some skills which need to be adapted, you can hire him on a trial basis and
mandate him to undergo training.
(b) How to Train Individuals to Become Team Members?

The ability to perform a task well in a team requires a certain kind of
behaviour which can be learnt. Even a person who has been exposed to an
environment of individual accomplishment can be trained to become an
effective team member. Experts normally conduct training that will help
employees experience the satisfaction of working in teams.
Workshops conducted normally cover topics like problem-solving skills,
communication, negotiation, conflict resolution and counselling.
(c) What is the Role of Rewards in Nurturing Team Members?

The rewards system of an organisation should encourage collectivism rather
than individualism.
For example, rewards should be given to each team member based on the
achievement of team goals. Promotions, salary increments and other kinds
of rewards should be given to workers on the basis of how effectively they
function as team members. In this way, individual contributions are
balanced with contributions to the team.
Managers, like you and me, are normally advised to save organisational
costs. However, we are given limited control over finances. So, what can we
do? Besides monetary rewards, team members can also be given non-
monetary rewards. Working in a team gives a feeling of cohesiveness to all

members. Effective team members constantly help each other and encourage
the development of character, spiritualism and the mind.
As discussed in Topic 2, employees are driven to perform a task not because
of being directed by top management per se but also because of team
influence.
Another form of reward which cannot be measured is the satisfaction and
pride of being a member of a successful team. As such, it is logical for us to
spend our time in teams, to the best of our ability.
SELF-CHECK 8.3
State three ways in which a manager can encourage team members to
work more effectively.
8.4.4 How Does a Manager Revive the Spirit of

Mature Teams?
The effectiveness of a team may not flourish if it has been in existence for too long.
The passion felt initially may not last. A team, by itself, does not remain in the
implementation stage forever.
Sometimes, team success and familiarity with each other will encourage
complacency. When this happens, mature team members will become more easily
affected by groupthink symptoms, i.e. members of the team simply accept any idea
proposed by the majority.
At this stage, you might ask, what should I do? Here, we will suggest four ways to
revive lifeless teams.
(a) Preparing Team Members to Deal with the Problem of Team Maturity
Team members must be reminded that this is not a case peculiar to them as
every successful team will go through this phase. Team members must not
feel disappointed or sad if conflict starts to exist.
(b) Refresher Training Courses

Managers must consider the provision of refresher training courses. For
example, in communications, conflict resolution, revitalising teams or other
similar areas. Such programmes will restore self-confidence and rebuild trust
among members.

(c) Advanced Training

Mature teams can be exposed to advanced training which aims to increase
and enrich the skill of members in solving problems. Such programmes will
assist members to solve more complex problems, which they did not have
the opportunity to do previously.
(d) Consider Self-development as a Continuous Process

Team members should be reminded to consider self-development as a
continuous learning experience. As with organisations involved in
management by objectives (MBO), all organisations should also be involved
in re-evaluation and improvement.
SELF-CHECK 8.4
Name four ways in which managers can revive the spirit of a team
which has reached its peak.
 Teamwork has proven to be more effective than working alone when a task
needs a variety of skills, views and experiences.
 Work teams are defined as interdependent collections of individuals who share

responsibility for specific outcomes for their organisations.
 There are five stages in forming a team; forming, storming, norming,

performing and adjourning.
 Work groups and work teams are not the same in terms of goals, synergy,
responsibility and skills.

 Work teams can be divided into five categories;
– Functional teams;
– Problem-solving teams;
– Self-managing teams;
– Cross-functional teams; and
– Virtual work teams.
 An effective work team has the following eight characteristics:
– Clear goals;
– Competent individuals;
– Trusting each other;
– Undivided total commitment;
– Good communication;
– Negotiation skills;
– Capable leadership; and
– Conducive environment.
 A manager can help transform an individual into effective team members in

the following three ways:
– Hire new workers with the necessary skills required as a team;
– Conduct workshop to train existing workers on problem-solving skills,

communication, negotiation, conflict resolution and counselling; and
– Use a reward system that encourages collectivism rather than

individualism.

 Matured work teams need to be revived after sometimes and these can be
accomplished through; reminding team members not to feel disappointed or
sad if conflict starts to exist, organise refresher training courses.
 For example, in communications, conflict resolution, revitalising teams or

other similar areas, provide advanced training which aims to increase and
enrich skills of members in solving problems and remind work team members
to consider self-development programme as a continuous learning experience.
Work groups Work teams
Sundstrom, E., Meuse, K. P., & Futrell, D. (1990). Work teams: Applications and
effectiveness. American Psychologist, 45 (2), 120-133.

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Topic  Understanding

Copyright © Open University Malaysia (OUM)

8.1 WORK TEAMS – WHAT ARE THEY?

8.1.1 Stages of Establishing Teams

(a) Stage I – Forming

(b) Stage II – Storming

Copyright © Open University Malaysia (OUM)

(c) Stage III – Norming

(d) Stage IV – Performing

(e) Stage V – Adjourning

Copyright © Open University Malaysia (OUM)

Figure 8.1: Stages of team establishment

Briefly explain the stages of establishment of teams.

Copyright © Open University Malaysia (OUM)

Before we proceed, think about the following statement. „Work groups

8.1.2 Are Work Groups and Work Teams the Same?

(a) Work Groups

(b) Work Teams

Copyright © Open University Malaysia (OUM)

Figure 8.2: Comparison between work teams and work groups

8.2 TYPES OF WORK TEAMS

8.2.1 Functional Teams

8.2.2 Problem-solving Teams

Copyright © Open University Malaysia (OUM)

8.2.3 Self-managing Work Teams

8.2.4 Cross-functional Work Teams

However, this cross-functional team is sometimes difficult to manage. In the initial

Lack of common perspectives or opinions from workers with different

Copyright © Open University Malaysia (OUM)

8.2.5 Virtual Work Teams

Match the type of work team to the description of its characteristics.

Characteristics Type of Team

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8.3 CHARACTERISTICS OF EFFECTIVE TEAMS

Figure 8.3: Characteristics of high performing teams

8.3.1 Clear Goals

Copyright © Open University Malaysia (OUM)

8.3.2 Competent Individuals

8.3.3 Trusting Each Other

In addition, members of effective teams demonstrate high levels of loyalty and

8.3.4 Undivided Total Commitment

8.3.5 Good Communication

8.3.6 Negotiation Skills

Copyright © Open University Malaysia (OUM)

8.3.7 Capable Leadership

8.3.8 Conducive Environment

A work team should have several characteristics to make it more

8.4 CAN WE CONVERT INDIVIDUALS INTO

Copyright © Open University Malaysia (OUM)

8.4.1 Challenges in Team Formation

The challenges to set up teams are great when:

8.4.2 What are the Roles Played by Team Members?

How do managers in your organisation form a team for a particular

Copyright © Open University Malaysia (OUM)

8.4.3 How Does a Manager Set the Behavioural

(a) What is the Relationship between Selection and Team Formation?

(b) How to Train Individuals to Become Team Members?

(c) What is the Role of Rewards in Nurturing Team Members?

monetary rewards. Working in a team gives a feeling of cohesiveness to all

8.4.4 How Does a Manager Revive the Spirit of

(b) Refresher Training Courses

Copyright © Open University Malaysia (OUM)

(c) Advanced Training

(d) Consider Self-development as a Continuous Process