Quality Teamwork

What are Teams? Groups of two or more people Exist to fulfill a purpose Interdependent -- interact and influence each other Mutually accountable for achieving common goals Perceive themselves as a social entity 2

Groups versus Teams All teams are groups Some groups are just people assembled together Teams have task interdependence whereas some groups do not (e.g., group of employees enjoying lunch together) 3

Four Common Types of Teams in Organizations There are four main types of work teams: problem-solving teams self-managed work teams cross-functional teams virtual teams Groups differ from teams in that groups are usually authoritarian in nature, whereby one person is primarily in charge of assigning activities and is therefore ultimately held responsible for results. Teams are conducted in a more collaborative fashion, with authority equally dispersed among members.

Problem-Solving team The problem-solving team is usually an assemblage put together to solve a particular problem or improve activities within their own department. Once they conduct research and arrive at a proposed solution, they present their findings to the proper person or panel who may or may not implement the recommended course of action.

Self-Managed Work Teams Many large organizations, especially technology firms, find it efficient to construct formal self- managed work teams which operate independent of a supervisor and are given authority to complete an assignment, coordinate across departments, and allow team members to select tasks they would like to undertake. In other words, they must both manage and execute themselves. At the end, they are all held accountable equally.

Cross-Functional Teams Cross-functional teams are comprised of members from a diversity of specialized backgrounds. For example, a content delivery network account representative may request a conference call with a customer, to which he may invite a solutions engineer, a channel sales director, an account development representative, and a professional services member. The expertise and information each brings to the table will aid in a smoother more efficient sales process that is not only practical but may spur the customer to request a purchase order.

Virtual Teams Each of the members of any of the teams described herein, may be geographically isolated from one another. Therefore, they will require information technology tools such as computers and phones to communicate. The virtual team is composed of members that are dispersed in different areas, but are still able to work together by using technology to assist them in accomplishing their communications objectives.

Why Informal Groups Exist Innate drive to bond Social identity We define ourselves by group memberships Goal accomplishment Emotional support 9

Advantages of Teams Make better decisions Compared with individuals working alone, teams tend to: Make better decisions Make better products and services due to more knowledge and expertise Increase employee engagement 10

The Trouble With Teams Individuals better/faster on some tasks Process losses - cost of developing and maintaining teams Brooks’ Law -- more delays when adding members to a team already behind schedule Social loafing Occurs when individuals exert less effort when working in groups than alone 11

How to Minimize Social Loafing Make individual performance more visible Form smaller teams Specialize tasks Measure individual performance Increase employee motivation Increase job enrichment Select motivated employees 12

Team Effectiveness Model and Components Team Dynamics 13

Team Effectiveness Model Task characteristics Team size Team composition Team Design Achieve organizational goals Satisfy member needs Maintain team survival Team Effectiveness Organizational and Team Environment Team development Team norms Team cohesiveness Team trust Team Processes 14

Team’s Task and Size Task characteristics Team size Better when tasks are clear, easy to implement Share common inputs, processes, or outcomes Task interdependence Team size Smaller teams are better But large enough to accomplish task 15

Team Composition Effective team members must be willing and able to work on the team Effective team members are good at the 5 C’s: Cooperating Coordinating Communicating Comforting (psych support) Conflict resolving Team diversity Homogeneous or heterogeneous, depending on task requirements Gourami session in Asia -- Courtesy of Shell International Ltd Gourami session in U.S.A. -- Courtesy of Shell U.S. 16

Team Composition Effective team members must be willing and able to work on the team Effective team members are good at the 5 C’s: Cooperating Coordinating Communicating Comforting (psych support) Conflict resolving Team diversity Homogeneous or heterogeneous, depending on task requirements Gourami session in Asia -- Courtesy of Shell International Ltd Gourami session in U.S.A. -- Courtesy of Shell U.S. 17

Team Development Team development involves: Interpersonal knowledge and trust Understand and agree on roles Discover appropriate behaviors Learn to coordinate with each other 18

Stages of Team Development Performing Adjourning Existing teams might regress back to an earlier stage of development Norming Storming Forming 19

Team Norms Informal rules and shared expectations team establishes to regulate member behaviors Norms develop through: Initial team experiences Critical events in team’s history Experience/values members bring to the team 20

Changing Team Norms Introduce norms when forming teams Select members with preferred values Discuss counter-productive norms Reward behaviors representing desired norms Disband teams with dysfunctional norms 21

Team Cohesion The degree of attraction people feel toward the team and their motivation to remain members Calculative -- members believe the team will fulfill goals and needs Emotional -- team is part of person’s social identity 22

Influences on Team Cohesion Member similarity • Similarity-attraction effect • Some forms of diversity have less effect Team size • Smaller teams more cohesive Member interaction • Regular interaction increases cohesion • Calls for tasks with high interdependence 23

Influences on Team Cohesion (con’t) Somewhat difficult entry • Team eliteness increases cohesion • But lower cohesion with severe initiation Team success • Successful teams fulfill member needs • Success increases social identity with team External challenges • Challenges increase cohesion when not overwhelming 24

Team Cohesiveness Outcomes Want to remain members Willing to share information Strong interpersonal bonds Resolve conflict effectively Better interpersonal relationships 25

Trust Defined A psychological state comprising the intention to accept vulnerability based upon positive expectations of the intent or behavior of another person 26

Three Levels of Trust Identity-based Trust Knowledge-based Trust High Identity-based Trust Knowledge-based Trust Calculus-based Trust Low 27

Three Levels of Trust (con’t) Calculus-based trust Based on deterrence Fragile, limited, dependent on punishment Knowledge-based trust Based on predictability and competence Fairly robust, develops over time Identification-based trust Based on common mental models and values Increases with person’s social identity with team 28

Empowerment Empowerment simply means giving people authority – to make decisions based on what they feel is right, have control over their work, take risks and learn from mistakes, and promote change. It requires a sincere belief and trust in people.

Top 10 Principles of Empowerment 1. Demonstrate You Value People Your regard for people shines through in all of your actions and words. Your facial expression, your body language, and your words express what you are thinking about the people who report to you. Your goal is to demonstrate your appreciation for each person's unique value. No matter how an employee is performing on their current task, your value for the employee as a human being should never falter and always be visible.

Top 10 Principles of Empowerment 2. Share Leadership Vision Help people feel that they are part of something bigger than themselves and their individual job. Do this by making sure they know and have access to the organization's overall mission, vision, and strategic plans 3. Share Goals and Direction Share the most important goals and direction for your group. Where possible, either make progress on goals measurable and observable, or ascertain that you have shared your picture of a positive outcome with the people responsible for accomplishing the results.

Top 10 Principles of Empowerment 4. Trust People Trust the intentions of people to do the right thing, make the right decision, and make choices that, while maybe not exactly what you would decide, still work. 5. Provide Information for Decision Making Make certain that you have given people, or made sure that they have access to, all of the information they need to make thoughtful decisions

Top 10 Principles of Empowerment 6. Delegate Authority and Impact Opportunities, Not Just More Work Doesn’t just delegate the drudge work; delegate some of the fun stuff, too. You know, delegate the importantmeetings, the committee memberships that influence product development and decision making, and theprojects that people and customers notice. The employee will grow and develop new skills. Your plate will beless full so you can concentrate on contribution. Your reporting staff will gratefully shine - and so will you.

Top 10 Principles of Empowerment 7. Provide Frequent Feedback Provide frequent feedback so that people know how they are doing. Sometimes, the purpose of feedback is reward and recognition. People deserve your constructive feedback, too, so they can continue to develop their knowledge and skill

Top 10 Principles of Empowerment 8. Solve Problems: Don't Pinpoint Problem People When a problem occurs, ask what is wrong with the work system that caused the people to fail, not what is wrong with the people.

Top 10 Principles of Empowerment 9. Listen to Learn and Ask Questions to Provide Guidance Provide a space in which people will communicate by listening to them and asking them questions. Guide by asking questions, not by telling grown up people what to do. People generally know the right answers if they have the opportunity to produce them. When an employee brings you a problem to solve, ask, "what do you think you should do to solve this problem?" Or, ask, "what action steps do you recommend?" Employees can demonstrate what they know and grow in the process.

Top 10 Principles of Empowerment 10. Help Employees Feel Rewarded and Recognized for Empowered Behavior When employees feel under-compensated, under-titled for the responsibilities they take on, under-noticed,under-praised, and under- appreciated, don’t expect results from employee empowerment. The basic needs of employees must feel met for employees to give you their discretionary energy, that extra effort that people voluntarily invest in work Source: www.google.com.ph/#tbo=d&output=search&sclient=psy- ab&q=principles+of+empowerment+for+employees&oq=principles+of+empowerment&gs_l=hp.1.1.0l2j0i30l2.0.0.1.620.0.0.0.0.0. 0.0.0..0.0...0.0...1c..3.psy- ab.d7ysaJncLx0&pbx=1&bav=on.2,or.r_gc.r_pw.r_qf.&bvm=bv.42553238,d.aGc&fp=9ed5b3b77aa2c23a&biw=1024&bih=471

Theories in Motivation Maslow's Hierarchy of needs Herzberg Two-factor theory Theory XY