TOPIC 1.

GROUP, TEAM
AND TEAM BUILDING
1. Team. Roles in a Team.
2. Differences between teams and working
groups
3. Team life cycle. Training teams leader
(Principles of team building)

Questions for the lecture

 Question 1: Team. Roles in a
Team.

A team is a small group of people working

towards a common goal, constantly
cooperating and coordinating their efforts.
Teamwork is considered to be a means of
improving organizational performance.
Inorder for teams to be effective, it is
necessary to ensure a variety of roles in
the team.
Richard L. Daft (born 1941), an
American organizational theorist,
assigns

the following roles to team

members.

1. Problem solving specialists. Their role is

to achieve the goals of the team.
Richard L. Daft shares the following
characteristics of the team members who play
this role:

Initiative
Exchange of views
 Information Retrieval.
Summing up
 vigorous (energetic)
 Members of the team who provide social
and emotional support.

Their role is to meet the emotional needs of

team members.
Richard L. Daft shares the following
characteristics of the team members who play
this role:
 inspire
 create harmony
 reduce tension
 willing to compromise
Team members playing a double role
Such people combine the two roles
described above: perform the task assigned
to the team and satisfy the emotional
needs of the team members.

Typically, people with dual roles become

team leaders.

Team members playing a double

role.
Team members playing the role of
outsider observer

Such people tend to stay detached from the

daily life of the team, actively involved
neither in solving problems nor in creating
a positive emotional climate.
 “Following through”
Following through
As a rule, a team’s success is judged by its
final results.
“Those who finish” complete all that begin.
They are reluctant to do anything where
there is doubt that it will be possible
Troublemakers always act as agents of
action, and if a team is prone to inaction
or complacency, the presence of the
“Instigator of Tranquillity” will bring it out
of this state.

Troublemaker
 “Acting”
The main quality of the Acting persons or
Operating persons, reflecting their
attitudes and character, is discipline.
Among their distinctive qualities should
also be named: organization, awareness,
commitment to obligations, serious
attitude to any cause, reliability,
practicality, tolerance to others.
 “Collectivist”
Representatives of this role have a
«mitigating» effect on the team.
 “Thinker”
The main purpose of the Thinker in the
team is to bring new and original
ideas.
“Judgmental”
Representatives of this role do not
manifest themselves clearly in the team
until the time comes to make important
decisions.
 Chairman.
The Chairman’s personal qualities are the
key to his success.

The Chairman is a good leader for a balanced team

that faces complex and multifaceted challenges that
require effective roles in a team
 “Resource Explorer”
This is another member of a team that
is focused on proposing new ideas.

They tend not so much to offer original

ideas themselves as to «select» fragments
of ideas of others and develop them.
Resource researchers are particularly adept
at exploring resources outside the team.
Ichak Adizes' command role model
(Izhak Adizes - business consultant,
professor)

Ichak Adizes model is connected with the

construction of the system of «correct»
management. The basic idea is to ensure
efficiency and effectiveness in the short and long
term of the organization’s existence.
 Four management functions:
 Production of results - (P)roducing. The function provides short-term
performance. It is aimed at customer satisfaction (fulfillment of the
task) at the moment of time. Evaluate this feature by determining the
number of people who return to purchase your competitive products or
services. This function is needed to answer the question: What should
be done?
 Administration - (A)dministrating. The function ensures efficiency in
the short term. It is necessary to monitor organizational processes. The
company must do the right things in the right sequence with the right
intensity. This function is necessary to answer the question: How
should this be done?
 Entrepreneurship - (E)ntrepreneuring. The function aims to define the
direction the organization should follow. The person performing this
function must be able to proactively act in an environment of constant
changes, which guarantees the long-term performance of the
company. This function is required to answer the question: When/why
should this be done?
 Integration - (I)ntegrating. Integration aims to create an atmosphere
and a system of values that will encourage people to act together and
will not allow anyone to become indispensable, will allow everyone’s
goals to be woven into the goals of the group and make individual risks
group, which will ensure the long-term viability and effectiveness of the
organization. This function is necessary to answer the question: Who
should do it?
For a company to be profitable in the
short and long term, it is necessary to
successfully perform all four functions.

If one or more functions are no longer

performed, we face a predictable,
reproducible model of mismanagement.
PAEI Model by Ichak Adizes
What is the PAEI Model?

The PAEI Model by the American dr. Ichak Adizes (1979) describes
four important roles that together make up a successful
management team.

Ichak Adizes is one of the leading management experts in the world.

The PAEI Model is an acronym that stands for Producer,
Administrator, Entrepreneur and Integrator (PAEI).
Explanation of the PAEI Model
Below, you will find a short explanation per management role:
Producer (Paei)
The main goal of any organisation is working towards and
achieving results. The producer feels particularly responsible
for the final product or service that is delivered to the
customer. In addition, he is ultimately responsible for achieving
the objectives.

Produces often work fast and have a tendency to focus on the

end-result. They are hard workers and tend to put a lot of time
pressure on their employees. Producers are very ambitious.
The final product has to meet the expected results and the
producer and his team work very hard to make that happen.
Administrator (pAei).
An administrator focuses on how tasks are completed and
therefore keeps a close eye on the work process. He checks is
everything is done according to rules and procedures. He has
strong analytical skills and a structured approach, and he develops
systems to work efficiently and productively.

Administrators are mainly interested in rules and policy measures

and focus on correctly following procedures. They have an often
slow but steady and structured approach to problem solving and
decision making.

Organisations depend on administrators for developing processes

and systems that ensure that everyone works efficiently and
productively. Administrators often work in accounting or other
process-oriented departments.
Entrepreneur (paEi).

The entrepreneur is very industrious and full of ideas. He has a

sharp vision for the future and is capable of taking calculated
risks.

His or her strategic insight makes him well suited to

distinguish between opportunities and threats to the
organisation and able to see which strategy is best for the
organisation and which new markets offer opportunities.

Entrepreneurs do not avoid unstructured approaches to

problem solving and decision making. Entrepreneurs and
entrepreneurship can mostly be found in senior
management position or in marketing, research and
development teams.
Integrator (paeI).

The integrator brings people together and is the beating heart of

a team or within an organisation. He is capable of creating
harmony within a group. His focus is on the process and not so
much on the end-result. The integrator is emotionally intelligent
and empathic and knows how to build trust and respect in a
team.

The integrator’s goal is to solve problems and he tends to work

slowly and methodically in order to focus on the process. He has
a friendly leadership style and always takes time to help others
and listen to their stories. Integrators can play an important key
role in the building of a corporate culture.
The team should have a super task, the
pursuit of which unites the efforts of all its
members, and which can be achieved only
when the team and the head of the
organization carry their «burden».
The team leader must be able to perform
the so-called complementary functions of
the team leader.
Material and moral rewards should be of
value to the team members, be perceived
as deserved and encourage their
members to perform common tasks.
 Question 2: Differences between
teams and working groups

A “team” where each member clearly

performs their tasks is opposed by a less
coherent and less productive “group”.
 What is a group?
In a group, two or more members work together to complete a
task. One leader directs a group to coordinate the task at hand,
delegating work among group members.

Members of a group work on their own specializations, with each

individual driving toward their own goal. Groups measure success
by what an individual completes.

Working groups share information and insights, but create their

own independent goals and responsibilities. Collaborative or
combined work does not occur within a group.
There are two kinds of groups.

A formal group is created by management or leadership to perform

a specific task for an organization. An informal group is formed
naturally around a common interest, identity, or social goal.

Think about it this way: you may have a formal group of managers
whose ultimate goal is the success of your company, but they
manage their teams on an individual basis and determine their own
objectives and key results.

Or maybe your business has a women's network that informally

comes together to share best practices in salary negotiation and
career development. While these groups may congregate often,
each member handles their own independent work.
 What is a team?

A team, like a group, has a shared goal but focuses more on a

collective purpose. Teams work together to build one product
through both individual and mutual contributions. This
interdependent work lends to one combined end result.

A team’s common goal gives each member a shared responsibility

toward it. Team-wide efforts are directly responsible for the
outcome. Team members elevate each other’s strengths and fill in
the gaps where teammates’ skills are lacking.

Because of this, teams are able to do more than the members

would on their own.
Having one specific goal in mind means that a team cannot
function on individual contributions.

Team members need a collaborative environment to combine

their specialized skills and achieve their end goal.
The main difference between a team and
a group is the synergy effect. It results
from effective interaction between players
on the basis of common aspirations and
values, as well as complementary skills,
and leads to the fact that the combined
effort of the team far exceeds the sum of
efforts of its individual players
 KATZENBACH AND SMITH MODEL
OF TEAM EFFECTIVENESS
The Katzenbach and Smith model ((J.R. Katzenbach & D.K.
Smith, Wisdom of Teams, 1993) was developed in 1993
following a study on the teams experiencing teamwork
challenges.
The researches suggested there are five levels of teamwork:
• A working group,
• a pseudo-team,
• a potential team,
• a real team,
• a high-performing team – the one all organizations are
striving to achieve.
Working Group
This is a group for which there is no significant incremental
performance need or opportunity the would require it to become a
team. The members interact primarily to share information, best
practices, or perspectives and to make decisions to help each
individual perform within his or her area of responsibility.

Pseudo-team
This is a group for which their could be a significant, incremental
performance need or opportunity, but it has not focused on
collective performance and is not really trying to achieve it. It has
no interest in shaping a common purpose or set of performance
goals, even though it may call itself a team. Pseudo teams are the
weakest of all groups in terms of performance impact.
Potential Team
This is a group for which there s a significant, incremental
performance need, and that really is trying to improve its performance
impact. Typically, however, it requires more clarity about purpose,
goals or work-products and more discipline in hammering out a
common working approach. It has not yet established collective
accountability.

Real Team
This is a small number of people with complementary skills who are
equally committed to a common purpose, goals, and working
approach for which the hold themselves mutually accountable.

High Performance Team

This is a group that meets all the conditions of real teams, and has
members who are also deeply committed to each other's personal
growth and success. That commitment usually transcends the team.
The high performance team significantly outperforms all other like
teams, and outperforms all reasonable expectations given its
membership.
The three outcomes of high performance teamwork placed
at the points of the triangular model are:

• Collective work products

• Performance results
• Personal growth
In order to achieve all three outcomes, a team must work on three
effectiveness factors: skills, accountability, and commitment
placed at the sides of the triangle.

Accountability
For a small number of people where there is accountability on a
mutual team basis and for each individual.

Commitment
Is driven by a meaningful and agreed purpose for the team, a
common approach with specific goals to achieve the purpose.

Skills
The team needs members to cover all the technical and functional
skills for the task in hand and develop problem-solving abilities
alongside effective interpersonal communication.

This model is a great tool for achieving the shift from an individual
mindset to a team mindset. It can help to increase engagement and
ownership, support the team members in defining a meaningful
purpose and communicating across the organization.