1. Quality Teamwork

2. 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

3. 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

4. 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.

5. 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.

6. 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.

7. 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.

8. 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.

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

10. 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

11. 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

12. 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

13. Team Effectiveness Model and Components
Team Dynamics 13

14. 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

15. 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

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. 16

17. 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

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

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

20. 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

21. 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

22. 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

23. 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

24. 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

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

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

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

28. 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

29. 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.

30. 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.

31. 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.

32. 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

33. 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.

34. 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

35. 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.

36. 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.

37. 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
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38. Theories in Motivation
Maslow's Hierarchy of needs
Herzberg Two-factor theory
Theory XY