K 7/1 GROUP MECHANISMS TEAMS: A TEAM CONSISTS OF TWO OR MORE PEOPLE WHO WORK INTERDEPENTLY OVER SOME TIME

PERIOD TO ACCOMPLISH COMMEN GOALS RELATED TO SOME TASK-ORIENTED PURPOSE. - AS A SUBSET OF THE MORE GENERAL THEM GROUP WHERE PEOPLE ARE JUST A COLLECTION OF TWO OR MORE PEOPLE - TEAMS DIFFER FROM IN TWO PRIMARY RESPECTS ! THE INTERACTIONS WITHIN TEAMS REVOLVE AROUND A DEEPER DEPENDENCE ON ONE ANOTHER THAN THE INTERACTIONS WITHIN GROUPS. ! THE INTERACTIONS WITHIN TEAMS OCCUR WITH A SPECIFIC TASK-RELATED PURPOSE IN MIND. TEAM TYPES FIVE GENERAL TYPES OF TEAMS I" WORK TEAMS - ARE DESIGNED TO BE RELATIVELY PERMANENT - PURPOSE IS TO PRODUCE GOODS OR PROVIDE SERVICES-USUALLY A FULLTIME COMMITMENT FROM MEMBERS. K 7/# II" MANAGEMENT TEAMS - ARE DESIGNED TO BE RELATIVELY PERMANENT - PARTICIPATE IN MANAGERIAL-LEVEL TASKS THAT AFFECT THE ENTIRE ORGANI$ATION - SPECIFICALLY% MANAGEMENT TEAMS ARE RESPONSIBLE FOR COORDINATING THE ACTIVITIES OF THE ORGANIZATIONAL SUBUNITSTO HELP THE ORGANI$ATION ACHIEVE ITS LONG TERM GOALS. III" PARALLEL TEAMS - ARE COMPOSED OF MEMBERS FROM VARIOUS JOBS WHO PROVIDE RECOMMENDATIONS TO MANAGERS ABOUT IMPORTANTLY ISSUES THAT RUN PARELLEL TO THE ORGANIZATIONS PRODUCTION PROCESS. - PARELLEL TEAMS RE&UIRE ONLY PART-TIME COMMITMENT FROM MEMBERS% DEPENDING ON THEIR AIM IV" PROJECT TEAMS ARE FORMED TO TAKE ON ONE-TIME TASKS THAT ARE GENERALLY COMPLE' AND RE&UIRE A LOT OF IMPUT FROM MEMBERS WITH DIFFERENCE TYPES OF TRAINING AND E PERTISE.

K 7/( V" ACTION TEAMS - ACTION TEAMS PERFORM TASKS THAT ARE NORMALLY LIMITED IN DURATION - TAKE PLACE IN HIGHLY VISIBLE OR CHALLENGING CIRCUSTANCES. THEORY OF THROUGH A PROGRESSION OF FOUR STAGES TEAMS GO THROUGH A PROGRESSION OF FOUR STAGES I" FORMING - MEMBERS ORIENT THEMSELVES BY TRYING TO UNDERSTAND THE BOUNDRIES IN THE TEAM - MEMBERS TRY TO GET A FEEL FOR WHAT IS E'PECTED OF THEM% WHAT TYPES OF BEHAVIORS ARE OUT OF BOUND% AND WHO IS IN CHARGE II" STORMING - MEMBERS REMAIN COMMITED TO IDEAS THEY BRING WITH THEM TO THE TEAM - THIS INITIAL UNWILLINGNESS TO ACCOMMODATE OTHERS) IDEAS TRIGGERS CONFLICT THAT NEGATIVELY AFFECTS SOME INTERPERSONAL RELATIONSHIPS AND HARMS THE TEAM)S PROGRESS. K 7/* III" NORMING MEMBERS REALI$E THAT THEY NEED TO WORK TOGETHER TO ACCOMPLISH TEAM GOALS% AND CONSE&UENTLY THEY BEGIN TO COORPERATE WITH ONE ANOTHER FEELING OF SOLIDARITY DEVELOP AS MEMBERS WORK TOWARD TEAM GOALS. OVERTIME% NORMS AND E'PECTATION)S DEVELOP REGARDING WHAT DIFFERENT MEMBERS ARE RESPONSIBLE FOR DOING

IV" PERFORMING MEMBERS REALISE AND ARE CONFORTABLE WORKING WITHIN THEIR ROLES% AND THE TEAM MAKES PROGRESS TOWARD GOALS

NOTE: THIS SE&UENCE DOES NOT STRUCLY APPLY TO ALL TYPES OF TEAMS + LESS APPLICABLE IN CERTAIN TYPES-EC PROJECT TEAMS WITH ESTABLISHED RULES AND STANDARD OPERATING PROCEDURES THAT GUIDE THE TEAM MEMBERS

K 7/, TEAM INTERDEPENDENCE IN ADDITION TO TA'ONOMEES OF TEAM TYPES -,"% WE CAN DESCRIBE TEAM BY TALKING ABOUT THE INTERDEPENDENCE THAT GOVERNS CONNECTIONS AMONG TEAM MEMBERS INTERDEPENDENCE +THE WAY IN WHICH THE MEMBERS OF A TEAM ARE LINKED TO ONE ANOTHER-TO ACCOMPLISH ITS TASK

TASK INTERDEPENDENCE REFERS THE DEGREE TO WHICH TEAM MEMBERS INTERACT WITH AND RELY ON OTHER TEAM MEMBERS FOR INFORMATION% MATERIALS% AND RESOURCES NEEDED TO ACCOMPLISH WORK FOR THE TEAM

FOUR PRIMARY TYPES OF TASKS INTERDEPENDENCE I" POOLED INTERDEPENDENCE LOWEST DEGREE OF COORDINATION INTERDEPENDENCE GROUP MEMBERS COMPLETE THEIR WORK ASSIGNMENTS INDEPENDENTLY% AND THE WORK IS SIMPLY PILED-UP TO REPRESENT THE GROUP)S OUTPUT

II" SE!UENTIAL INTERDEPENDENCE DIFFERENT TASKS ARE DONE IN A PRESCRIBED ORDER% AND THE GROUP IS STRUCTURED SUCH THAT MEMBERS SPECIALI$ED IN THESE TASKS THE INTERACTION ONLY OCCURS BETWEEN MEMBERS WHO PERFORM TASKS THAT ARE NE'T TO EACH OTHER IN THE SE&UENCE OUTPUT A B C D

III" RECIPROCAL INTERDEPENDENCE SIMILIAR TO SE&UENCIAL% MEMBERS ARE SPECIALI$ED TO PERFORM SPECIFIC TASKS% HOWEVER% INSTEAD OF ACTIVITIES% MEMBERS INTERACT WITH A SUBSET OF OTHER MEMBERS TO COMPLETE THE TASKS.

IV" COMPREHENSIVE INTERDEPENDENCE - IN GROUPS WITH COMPREHENSIVE INTERDEPENDENCE% EACH MEMBER HAS A GREAT DEAL OF DISCRETION IN TERMS OF WHAT THEY DO AND WITH WHOM THEY INTERACT IN THE COURSE OF COLLABORATION INVOLVED IN ACCOMPLISHING THE TERMS TASKS. A B

OUTPUT

NOTE - THERE IS NO ONE RIGHT WAY TO RESIGN TEAMS WITH RESPECT TO INTERDEPENDENCE. - INCREASE IN TASK INTERDEPENT - INCREASE THE ABILITY OF THE TEAM TO ADAPT TO NEW SITUATIONS.

K7/. GOAL INTERDEPENDENCE - A HIGH DEGREE OF GOAL INTERDEPENDENCE E'ITS WHEN TEAM MEMBERS HAVE A SHARED VISION OF THE TEAM)S GOAL AND ALIGN THEIR INDIVIDUAL GOALS WITH THAT VISION AS A RESULT. - A MISSION STATEMENT CAN COME DIRECTLY FROM THE ORGANI$ATION OR TEAM LEADERS% BUT IN MANY CIRCUMSTANCES% IT MAKES MORE SENSE FOR TEAMS TO GO THROUGH THE PROCESS OF DEVELOPING THEIR OWN MASLOW STATEMENT. OUTCOME INTERDEPENDENCE - THE FINAL TYPE OF INTERDEPENDENCE + RELATES TO HOW MEMBERS ARE LINKED TO ONE ANOTHER IN TERM OF THE FEEDBACK AND OUTCOMES THEY RECEIVE AS A CONSE&UENCE OF WORKING IN THE TEAM. - A HIGH DEGREE OF OUTCOME INTERDEPENDENCE E'ITS WHEN TEAM MEMBERS SHARE IN THE REWARD THAT THE TEAM EARNS. K7// TEAM COMPOSITION - TEAM EFFECTIVENESS HINGES ON TEAM COMPOSITION + OR MI' OF PEOPLE WHO MAKE UP THE TEAM. - TEAM MEMBERS ARE NOT ONLY CAPABLE OF PERFORMING THEIR ROLE RESPONBILITIES EFFECTIVELY% BUT THEY ALSO COOPERATE AND GET ALONG FAIRLY WELL TOGETHER. FIVE ASPECTS OF TEAM COMPOSITION 1. MEMBER ROLES - A ROLE IS DEFINED AS THE BEHAVIOR A PERSON IS E PECTED TO DISPLAY IN A GIVEN CONTE'T. - IN A TEAM SETTING% THERE ARE A VARIETY OF ROLES THAT MEMBERS CAN TAKE OR DEVELOP + THESE ROLES HAVE A STRONG IMPACT ON THE TEAM EFFECTIVENESS. THE ROLE OF THE LEADER AND THE ROLE OF MEMBERS. 0" LEADER + STAFF TEAM LEADER MAKE DECISIONS FOR THE TEAM AND PROVIDES DIRECTION AND CONTROL OVER MEMBERS WHO PERFORM TASK ASSIGNED. 1" TEAM TASK ROLES REFER TO BEHAVIORS THAT DIRECTLY FACILITATE THE ACCIMPLISHMENT OF TEAM TASK. 2" TEAM BUILDING ROLES - REFER TO BEHAVIORS% THAT INFLUENCE THE &UALITY OF THE TEAM)S SOCIAL CLIMATE. - FARMONI$ING AND CONFLICT MANAGEMENT.

3" INDIVIDUALISTIC ROLES. REFLECTS BEHAVIORS THAT BENEFITS THE INDIVIDUAL AT THE E'PENSE OF THE TEAM. #. MEMBER ABILITY - TEAM MEMBERS POSSESS A VARIETY OF ABILITIES. o COGNITIF ABILITY o EMOTIONAL ABILITY o PHYSCIAL ABILITY (. MEMBER PERSONALITY - PERSONALITY TRAITS AFFECT HOW TEAMS FUNTION AND PERFORM AS UNITS. *. MEMBER DIVERSITY - REFERS TO THE DEGREE TO WHICH MEMBERS ARE DIFFERENT FROM ONE ANOTHER IN TERMS OF ANY ATTRIBUTE THAT MIGHT BE USED AS A BASIS OF CATEGORI$ING PEOPLE. ,. TEAM SI$E THE MORE THE MERRIER OR TOO MANY COOKS SPOIL THE POT WHAT IS THE RIGHT SI$E4

K7/1# WHAT CHARACTERISTICS CAN BE USED TO DESCRIBE TEAMS4

WORK TEAM MANAGEMENT TEAM PARALLEL TEAM PROJECT TEAM ACTION TEAM

TEAM TYPES

TASK INTERDEPENDENCE GOAL INTERDEPENDENCE OUTCOME INTERDEPENDENCE

TEAM INTERDEPENDENCES

TEAM CHARACTERISTICS MEMBER ROLES MEMBER ABILITY MEMBER PERSONALITY MEMBER DIVERSITY TEAM SIZE

TEAM COMPOSITION

K7/1( 1. TEAM PROCESSES - TEAM PROCESS IS A TERM THAT REFLECTS THE DIFFERENT TYPES OF ACTIVITIES AND REACTIONS THAT OCCUR WITHIN TEAMS THAT CONTRIBUTE TO THEIR ULTIMATE END GOALS. - TEAM PROCESSES HAVE A STRONG IMPACT ON TEAM EFFECTIVENESS. TASKWORK PROCESS ARE THE ACTIVITIES OF TEAM MEMBERS THAT RELATE DIRECTLY TO THE ACCOMPLISHMENT OF TEAM TASKS. ( TYPES OF TASKWORK PROCESSES 1. CREATIVE BEHAVIOUR - WHEN TEAMS ENGAGE IN CREATIVE BEHAVIOUR% THEIR ACTIVITIES ARE FOCUSED ON GENERATING NOVEL AND USEFUL IDEAS AND SOLUTIONS K 7/1* RULES FOR BRAIN-STORMING E'PRESS IDEAS-ALL-THAT COME TO MIND GO FOR &UANTITY RATHER THAN &UALITY DON)T CRITI$E OR EVALUATE IDEAS OF OTHERS II. DECISION MAKING - HOW PEOPLE USE INFORMATION AND INTUATION TO MAKE SPECIFIC DECISION - IN TEAM CONTE'TS% DECISION MAKING INVOLVES MULTIPLE MEMBERS GATHERING AND CONSIDERING INFORMATION THAT IS RELEVANT TO THEIR AREA OF SPECIALI$ATION% AND THEN MAKING RECOMMENDATIONS TO A TEAM LEADER WHO IS ULTIMATELY RESPONSIBLE FOR THE FINAL DECISION - THREE FACTORS ACCOUNT FOR A TEAM)S ABILITY TO MAKE EFFECTIVE DECISIONS 0" DECISION INFORMITY REFLECTS WHETHER MEMBERS POSSESS ADE&UATED INFORMATION ABOUT THEIR OWN TASK RESPONSIBILITIES CREATIVE BEHAVIORS ARE DRIVEN BY THE CREATIVITY OF THE INDIVIDUAL EMPLOYEES + ORIGINAL AND IMAGINATIVE THAN OTHERS THE BEST KNOWN ACTIVITY THAT TEAMS USE TO FOSTER CREATIVE BEHAVIOR IS BRAIN-STORMING

K 7/1, 1" STAFF VALIDITY - REFERS TO THE DEGREE TO WHICH MEMBERS MAKE GOOD RECOMMENDATIONS TO THE LEADER - HAVING A GOOD ABILITY% INSIGHT AND JUDGMENT 2" HIERARCHIAL SENSITIVITY - REFERS THE DEGREE TO WHICH THE LEADER EFFECTIVELY WEIGHS THE RECOMMENDATIONS OF THE MEMBERS III. BOUNDARY SPANNING - INVOLVES ACTIVITIES WITH INDIVIDUALS AND GROUPS OTHER THAN THOSE WHO ARE CONSIDERED PART OF THE TEAM TEAMWORK PROCESSES REFERS TO THE INTERPERSONAL ACTIVITIES THAT FACILATE THE ACCOMPLISHMENT OF THE TEAM)S WORK% BUT DO NOT DIRECTLY INVOLVES TASK ACCOMPLISHMENT ITSELF THE BEHAVIORS THAT CREATE THE SETTING OR CONTE'T IN WHICH TASKWORK CAN BE CARRIED OUT K 7/15 #. TEAMWORK PROCESSESS I" TRANSITION PROCESSESS ARE TEAM ACTIVITIES THAT FOCUS ON PREPARATION FOR FUTURE WORK MISSION ANYLISIS-CHALLENGES AND RESOURCE AVAILABILITY STRATEGY FORMULATION GOAL SPECIFICATION-DEVELOPMENT AND DECORITI$ATION II" ACTION PROCESSESS THE TASKWORK IS BEING ACCOMPLISHED MONITORING PROGRESS TOWARD GOALS COORDINATION-TO SYNCHRONI$ING TEAM MEMBERS ACTIVITIES IN A WAY THAT MAKES EFFECTIVELY III" INTERPERSONALPROCESSESS - RELATES TO THE MANNER IN WHICH TEAM MEMBERS MANAGE THEIR RELATIONSHIP MOTIVATING AND CONFIDENCE BUILDING-SENSE OF URGENCY AND OPTIMISM CONFLICT MANAGEMENT-RELATIONSHIP CONFLICT

K 7/17 (. TEAM STATES - REFERS TO SPECIFIC TYPES OF FEELINGS AND THOUGHTS THAT COALESCE IN THE MINDS OF TEAM MEMBERS AS A CONSE&UENCE OF THEIR E'PERIENCE WORKING TOGETHER TYPES OF TEAM STATES I" COHESION A STRONG EMOTIONAL ATTACHMENT-EMOTIONAL BONDS TO OTHER MEMBERS OF THEIR TEAM TEND TO FOSTER HIGH LEVELS OF TEAM PERFOMANCE II" POTENCY REFERS TO THE DEGREE TO WHICH MEMBERS BELIEVE THAT THE ETAM CAN BE EFFECTIVE ACROSS A VARIETY OF SITUATION AND TASKS WHEN A TEAM HAS HIGH POTENCY% MEMBERS ARE CONFIDENT THAT THEIR TEAM CAN PERFORM WELL-FOCUS MORE ON ACHIEVING TEAM GOAL. K7/1. III" MENTAL MODELS - REFER TO THE LEVEL OF COMMON UNDERSTANDING AMONG TEAM MEMBERS WITH REGARD TO IMPORTANTS ASPECTS OF THE TEAM AND ITS TASK. - SHARED MENTAL MODELS + TDE CAPABILITIESTHAT MEMBERS BRING TO THE TEAM + EFFECTIVENESS. - UDERSTANDING OF OTHERS CAPABILITIES 6 ABLE TO ANTICIPATE6 ABLE TO CARRY OUT WORK PROCESS EFFECIENTLY AND SMOOTHLY. IV" TRANACTIVE MEMORY - REFERS TO HOW SPECIALI$ED KNOWLEDGE IS DISTRIBUTED AMONG MEMBERS IN A MANNER THAT RESULTS IN AN EFFECTIVE SYSTEM OF MEMORY FOR THE TEAM -MENTAL MODELS". - ASSUMPTION NOT EVERYONE ON THE TEAM HAS THE SOME KNOWLEDGES.

WHY ARE SOME TEAMS MORE THAN THE SUM OF THEIR PARTS4

CREATIVE BEHAVIOR

DECISION MAKING

TASKWORK PROCESSES
PROCESS GAIN

BOUNDRY SPANNING

TRANSITION - ACTION PROCESSES PROCESSES INTERPERSONAL PROCESSES

TEAM PROCESSES

COHESION

PROCESS LOSS

POTENCY TEAM STATES MENTAL MODELS

TRANSACTIVE MEMORY