MODULE-4

Understanding
Work Teams
 Team Versus Group: What’s 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.
Comparison
Types of Groups-

• Formal groups
– Work groups that have designated work assignments and
tasks directed toward organizational goals.
Ex;- Command, Task, Cross- Functional , Managed

• Informal groups
– Groups that are independently formed to meet the social
needs of their members.
Stages of Group Development

Prestage 1 Stage I Stage II

Forming Storming

Stage III Stage IV Stage V

Norming Performing Adjourning
• Forming • Performing
– Members join and begin the – A fully functional group
process of defining the
group’s purpose, structure, structure allows the group
and leadership to focus on performing the
• Storming task at hand
– Intra group conflict occurs as • Adjourning
individuals resist control by – The group prepares to
the group and disagree over disband and is no longer
leadership concerned with high levels
• Norming of performance
– Close relationships develop
as the group becomes
cohesive and establishes its
norms for acceptable
behaviour .
 TYPES OF TEAMS
1. 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
2. Self-Managed Work Teams
Groups of 10 to 15 people who take on the responsibilities of their
former supervisors.
3. Cross-Functional Teams
Employees from about the same hierarchical level, but from
different work areas, who come together to accomplish a task.
4. 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
 Creating Effective Teams

Key Components

Context
Composition
Process
 Contextual Components
• Presence of adequate resources
• Effective leadership and structure
• Climate of trust in the team
• Performance evaluation and reward system that reflects team
contributions .
 Process Components
• Common plan and purpose
• Specific goals
• Team efficacy
• Common mental models
• Low levels of conflict
• Minimized social loafing
 Team Composition Components

• Abilities of members
• Technical expertise
• Problem-solving
• Interpersonal
• Personality
• Conscientious and open-minded
• Allocation of Roles
• Diversity
• Size of teams
• Member preferences
Characteristics of An Effective
Team
 Converting Individuals to Team Players

Selection –
Need employees who have the interpersonal as well as
technical skills
Training –
Workshops on problem-solving, communications, negotiation,
conflict-management and coaching skills
Rewards –
Encourage cooperative efforts rather than individual ones