Teamwork

1
Teamwork

• José Onofre Montesa Andrés
• Universidad Politécnica de Valencia
• Escuela Superior de Informática Aplicada
• 2003-2004

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Introduction

• The actually need of obtain new products in a
  little time.
• Teamwork are associate with effectiveness and
  efficiency.
• In same situations individual human being is
  insufficient, and this is the reason management
  needs to focus on teams.

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Why have teams become so popular?

• Outperforms individuals when the task being done
  require
• Multiple skills.
• Judgment.
• Experience.
• Better utilize employee talents.
• More flexibility.
• Motivational properties.

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Difference between group and team.

• Group interacts primarily to share information
  and to make decisions to help each member
  perform within his or her area of responsibility.
• Work team is a group whose individual effort in a
  performance that is greater than the sum of those
  individual inputs.

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Work group
Work teams
Synergy and coordinated effort
Share information Neutral (st. negative) Individua
l Random and varied
Collective Performance Positive Individual and
mutual Complementary
Goal Synergy Accountability Skills
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Team work are interesting for management

• If we have positive synergy
• We will increase output with no increase in
  inputs.

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Types of teams

• Problem Solving Teams
• Self-managed Work Teams
• Cross-functional Teams

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Problem Solving Teams

• 5-12 dep. few h/week improve q.
• Example quality circles

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Self-managed Work Teams

• Groups of 10 a 15 people who take on
  responsibilities of their former supervisors.
• Include
• Collective control over the pace of work,
• Work assignments.
• Organization of breaks.
• Choice of inspection procedures.

10
Cross-functional Teams

• Employees from about the same hierarchical level,
  but from different work areas, who come together
  to accomplish a task.
• Task force (temporary)
• Committees

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Linking Teams and group concepts.

• Size of Work Teams
• Abilities of members
• Allocating Roles
• Diversity
• Having a Commitment to a Common Purpose
• Establishing Specific Goals
• Leadership and Structure
• Social Loafing and Accountability
• Performance Evaluation and Rewards.
• High Mutual Trust

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Size of Work Teams

• Best smalls.
• More than 10 to 12 members difficult
• Large cant develop
• Cohesiveness, commitment, and mutual
  accountability.
• If we have more break the group into subgroups.

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Abilities of members

• Complementary
• Types
• Technical expertise,
• Problem solving and decision-making skills,
• Interpersonal skills.
• Dont need to have all the complementary skills
  in place at their beginningsame can learn, but
  is necessary to reach its full potential.

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Allocating Roles

• Put individuals into jobs that are compatible
  with their personalities.
• People should be selected for a team based on
  their personalities and preferences.

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Team Roles

• Creator-innovators
• Imaginative and good at initiating ideas..
• Independent and work on their own.
• Explorer-Promoters
• Like to take new ideas and champion their cause.
• Assessor-Developers
• Analyze decision options

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Team Roles

• Thruster-Organizers
• Provides structure
• Concluder-Producers
• Provide direction and follow through.
• Controller-Inspectors
• Check for details

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Team Roles

• Upholder-Maintainers
• Fight external battles.
• Reporter-Advisers
• Seek full information.
• Linkers
• Coordinate and integrate.

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Diversity

• Managers need to understand the individuals
  strengths that each person can bring to a team.
• Football,
• Better if different people
• Need people in all the functions.

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Having a Commitment to a Common Purpose

• Does the team a meaningful purpose that all
  members aspire to?
• Apple Macintosh
• Members of successful teams put a tremendous
  amount of time and effort into discussing,
  shaping and agreeing on propose that belongs to
  them both collective and individually.

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Establishing Specific Goals

• Successful teams translate their common purpose
  into
• specific
• Measurable
• Realistic
• Goals

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Leadership and Structure

• To provide focus and direction.
• By managers or other members, better
• Explorer-promoter, thruster-organizer,
  concluder-producer, upholder-maintainer, or
  Linker.

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Social Loafing and Accountability

• Its limited.
• People know their responsibilities as team and
  individually.

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Performance Evaluation and Rewards

• Reflect team performance.
• Group based appraisal, Profit sharing, .

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High Mutual Trust

• Characterize high performance teams.
• But trust is fragile
• It takes a long time to build
• Can be easy destroyed
• Is hard to regain.

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High Mutual Trust

• Integrity.
• Honesty and truthfulness
• Competence
• Technical, interpersonal
• Consistency
• Reliability, Predictability and good judgment
• Loyalty
• Willingness to protect and save face for a
  person.
• Openness
• Willingness to share ideas and information freely.

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Building trust

• Demonstrate that you are working for others
  interest as well as your own.
• Be a team player (defend).
• Practice openness.
• Be fair (objectivity and fairness).
• Speak your feelings (human).
• Show consistency in the basic values that guide
  your decision making.
• Maintain confidences.
• Demonstrate competence.

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Turning individuals into team players.

• Many people are not inherently team players.
• Individual achievements
• Loners
• Steps
• The challenge
• Shaping Team Players
• Rewards

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The challenge

• A barrier to teams is individual resistance
• Success no as individual performance
• Sublimate personal goals for the good of teams.
• The challenge is greatest if
• Culture is individualistic
• Historically we have reward individuals.

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Shaping Team Players

• Selection
• What do you think about teamwork?
• Training
• Experience the satisfaction that teamwork can
  provide
• Rewards
• Promotions, pay raises, , should be given to
  individuals for how effective they are as team
  members.

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And when it works

• If teams are mature and performing,
• Managers job isnt over...
• Stagnant
• Complacent
• Managers need to support teams with
• Advice and guidance,
• Training if these teams are to continue improve.