INTRODUCTORY

MANAGEMENT
(BDPP1103)
 TOPIC 8:
UNDERSTANDING
WORK TEAMS
 8. 1 WORK TEAMS – WHAT ARE THEY?
8.1.1 Stages of Establishing Teams
(a) Stage I – Forming
- In this stage, the employees involved in the team are brought
together.
- 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.

(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.
(c) Stage III – Norming
- A closer relationship is formed and members of the group begin to
manifest cohesiveness.
- The identity of the group can be seen clearly and camaraderie is nurtured.

(d) Stage IV – Performing

- The team structure is accepted by all members and they are
ready to function fully as a team.

(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.
8.1.2 Are Work Groups and Work Teams the Same?
(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.

(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).
 8.2 TYPES OF WORK TEAMS
8.2.1 Functional Teams
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.
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.
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.
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.

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.

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 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
“chat-rooms”.
 8.3 CHARACTERISTICS OF EFFECTIVE
TEAMS
8.3.1 Clear Goals
Clear goals will direct each individual to focus his/her full attention and effort to the
target that has been pre-determined.

8.3.2 Competent Individuals

They are capable of adapting their work skills to meet the needs.

Effective work teams have both technical and interpersonal skills.

8.3.3 Trusting Each Other

When they begin to get suspicious about the actions of a team member, this will
adversely affect the sharing of ideas.
8.3.4 Undivided Total Commitment
They are willing to allocate a part of their leisure time to complete a task that has
been assigned to them.

8.3.5 Good Communication

Team members must be capable of channeling 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

Team members must have the ability to confront and solve differences in
opinions amongst members.
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.

8.3.8 Conducive Environment

The last characteristic of effective teams is the support of the environment.

The infrastructure that is provided should be able to strengthen the behaviour of

members towards exemplary performance levels.
 8.4 CAN WE CONVERT INDIVIDUALS INTO
TEAM MEMBERS?
8.4.1 Challenges in Team Formation
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?
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.

8.4.3 How does a Manager Set the Behavioural Patterns of Team Members?
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.
8.4.4 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.

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

- Experts normally conduct training that will help employees
experience the satisfaction of working in teams.
(b) What is the Role of Rewards in Nurturing Team Members?
- The rewards system of an organisation should encourage
collectivism rather than individualism.
8.4.5 How does a Manager Revive the Spirit of Mature Teams?
Four ways to revive lifeless teams:

(a) Preparing Team Members to Deal with the Problem of Team Maturity
- 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.
(c) Advanced Training
- Mature teams can be exposed to advanced training which aims to
increase and enrich skills of members in solving problems.

(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.
 THE END
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