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TEAMWORK

KART – a small motor-racing vehicle

TEA – hot drink using dried crushed leaves

TAME – not dangerous ( animal )

ROT – to decompose or decay

WET – it means covered or saturated with liquid

WORE – the past tense of WEAR.

MEAT – the flesh of an animal

META – phrase, which denotes a change of position or condition

Also denotes something of a higher or second order kind

WORM – invertebrate animal having a long slender body and no limbs

TEAM – two or more people working together

TEAMWORK – combined effective action of a group

Activity:
• For those who didn’t win.. factor? Why?
• Do you consider you’re your group as a TEAM? Leave the question answer in the
end

Differentiate first
Groups vs. Teams

• All teams are groups but no all groups are team

Group
A cluster, crowd, or throng; an assemblage, either of persons or things, collected
without any regular form or arrangement; as, a group of men or of trees; a group of
isles.
 • An assemblage of objects in a certain order or relation, or having some
resemblance or common characteristic; as, groups of strata.

• Team –
•
• - Social aggregation in which a limited number of individuals interact on a regular
basis to accomplish a set of shared objectives for which they have mutual
responsibility
•
• - Particular form of work group
•
• - TEAMS are Social units that work within a larger social system- the
organization
•
• Team Members
•
• have to work closely, interdependently and supportively
•
• has distinct and clear roles
•
• * ideally not more than 6 members

Table 1: Difference Between Work Groups and Teams

Work Groups Teams
Individual accountability Individual and mutual accountability
Come together to share Frequently come together for discussion, decision
information and perspectives making, problem solving, and planning.
Focus on individual goals Focus on team goals
Produce individual work Produce collective work products
products
Define individual roles, Define individual roles, responsibilities, and tasks to help
responsibilities, and tasks team do its work; often share and rotate them
Concern with one's own outcome Concern with outcomes of everyone and challenges the
and challenges team faces
Purpose, goals, approach to work Purpose, goals, approach to work shaped by team leader
shaped by manager with team members
Table 1 also indicates that teams meet more often than traditional work groups.
Work groups may meet periodically, based on the manager's style, primarily to
hear and share information. Teams, by comparison, do much more
than communicate when they meet. Team meetings are forums for planning work,
solving work problems, making decisions about work, and reviewing progress. In
short, meetings are vital to a team's existence.
The last item in Table 1 is crucial: Team leadership is participatory, in contrast to
the primarily manager-driven nature of regular work groups. On a team, the
manager or team leader frequently involves team members in helping shape the
goals and plans for getting the group's work done — may as well get them
involved, they've got to do the work! But in other kinds of work groups, managers
more commonly work with staff individually to set goals and determine
assignments. Of course, in many cases, managers just assign work with little
discussion or collaboration with the staff members. And staff are then left to
figure out what's expected and how best to get it done.

Read more: http://www.dummies.com/how-to/content/differences-between-work-

groups-and-teams.html#ixzz0wDaw8kDw

Stages of TEAM DEVELOPMENT

* group dynamics?

1. Forming * anxiety
2. Storming * conflict, opinion polarized
3. Norming * conflict resolved
4. Performing * carrying out task.. successfully
5. Adjourning

TYPES OF TEAMS

• Can be differentiate by objectives or by nature of interaction

1. PROBLEM-SOLVING TEAM

- focus on the purpose of resolution of a particular problem or issue

• must have high degree of *TRUST, focus on issue rather than predetermined
positions
• ask the to give example.. * Center for Disease Control, etc..

2. CREATIVE TEAMS

- for developing innovative possibilities or solutions

 • broad objective for developing new products, services *AUTONOMY
• example new product development team, software dev’t. team, research team

3. TACTICAL TEAM

- for executing a well defined plan or objective

• must have *TASK CLARITY and ROLE DEFINITION, important that each
member understands their role
• example.. SWAT, cardiac operation team

however we may add another type of team.. it is a hybrid cross bet. Problem resolution-
tactical

• ask the class if they have idea

AD HOC TEAM

- limited duration, to resolve one particular problem

example: SARS, DENGUE, or scandal

Factors that lead to creation of team in the work place

2. We entered the Information Age

- burgeoning of information and knowledge available that has to be
absorbed to respond to complex business issues.
3. We are becoming more educated and trained. * before highschool diploma lng
and needs constant supervision (on hand)
- we can now work interdependently with minimum supervision.

4. rate of change in work activities * fast phased, need to cope up, before isa lng
gagawin
- continuos innovation to improve/ produce new product, modify services,
alter processes to improve quality

• teams are not always better than individual. Merely one means of performing
work

PRINCIPLES OF TEAM WORK

Principle 1 : Teamwork implies that members provide feedback to and accept it

from one another

• constructive criticism
 Principle 2 : Teamwork implies the willingness, preparedness, and proclivity to back
fellow members up during operation.

* offers and accept help

Principle 3 : Teamwork involves group members collectively viewing themselves as a

group whose success depends on their interaction.

• high awareness of themselves as a team.

Principle 4 : Teamwork means fostering within-team interdependence.

• should be their virtue, essential

Principle 5 : Team leadership makes a difference with respect to the performance of the
team.

• team leaders are vital, have tremendous influence

TEAM STRUCTURE

• ask what do we usually mean by DIVERSITY? Age, race, gender.. but team can
have two types of diversity

INFORMATION DIVERSITY
Differences of WHAT THEY KNOW (factual knowledge, experiences, etc.)
“CAN DO”

VALUE DIVERSITY
Differences with regards to taste, preferences, goals and interest (wide range)
“WILL DO”

• between the two, which diversity have positive influence on team performance?

TEAM PROCESSES

Process – operations within a team that permit to function smoothly and efficiently.

1. SOCIALIZATION
- process of mutual adjustment between the team and its members,
especially new members.

• scan pic
 2. INTERPERSONAL
Communication
Conflict
Cohesion
Trust

TJ’s PART.

3. SHARED MENTAL MODELS

- cognitive process held in common by members
- fusion of cognition

Four Types of Shared Knowledge in Mental Models

Task Specific Information – allows them to act without need for discussion. * involves
particular procedure, actions, sequences.

Task Related Knowledge – common knowledge applied to different specific tasks.

Knowledge of Teammates – how well the members understand each other * helps
teammate compensate for one another

Shared attitude/beliefs – permits team members to arrive at comparable interpretation of

the problems.

• scan pic

GROUPTHINK – phenomenon associated with team decision making in which members

feel threatened by forces external to the team, resulting in deterioration in the cognitive
processing of information.

5. DECISION MAKING

VIRTUAL TEAMS
Recent advances in technology and electronic communications allowed for a
formation of boundaryless virtual environment.. hence virtual team.

“virtual” – being in essence or effect, but not in fact

Characteristic of Virtual Teams

1. communication takes place electronically
2. team members are dispersed geographically
3. may interact with each other synchronously ( conferencing) or asynchronously
(at different times, email).
PERSONNEL SELECTION FOR TEAMS

Requires identifying the best mix of personnel for effective team performance.
Involve complementing the abilities that individual will bring to the task and
considering those factors that account for individual compatibility.

TRAINING FOR TEAMS

Same logic as of individual training

Begins with TASK ANALYSIS aimed at functioning of teams
Results ( KSA team members must posses) were used to specify team training
objectives and to develop realistic scenarios for practice.

PERFORMANCE APPRAISAL IN TEAMS

Social Loafing – phenomenon identified in groups/teams in which individual

withhold effort or contributions to the collective outcome.

When team outcomes are emphasized, individuals see less connection between their
own contributions and the recognitions/rewards they receive.

Three ways in which lack of individual incentives can contribute to social loafing

Free riding. Desire to benefit from the work of others

Sucker effect. Rather than be the member “who contributes more”, they lower their
effort and match the free rider.

Felt dispensability. When they believe their effort would be redundant.