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TEAM MANAGEMENT

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					TEAM MANAGEMENT

DEFINITION OF A TEAM:  A team is a unit of two or more people who interact and coordinate their work to accomplish a specific goal. The definition has three components:  Two or more people required. Teams can be quite large although most have fewer than 15 people.  People in a team have regular interaction  People in a team share performance goal whether it be to design a hand-held computer, build a car, or write a book.  Teams are more flexible and responsive to changing events than are traditional departments or other form of permanent groupings.  Teams have the capability to quickly assemble, deploy, refocus and disband.  Teams typically outperform individuals when the tasks being done require multiple skills, judgment and experience.  Teams facilitate employee participation in operating decision e.g assembly line workers as part of sales team calling customers.

DIFFERNCE BETWEEN TEAMS AND GROUPS: Work Group:  A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility.

Work Team:  A group that engages in collective work that requires joint effort and generates a positive synergy.

WORK GROUP Share information Neutral (Sometimes negative) Individual Random and varied ← ← Goal Synergy → →

WORK TEAM Collective performance Positive

← Accountability → ← Skills →

Individual and mutual Complementary

TYPES OF WORK TEAMS:  Teams can do variety of things, can make products, provide services, negotiate deals, coordinate projects, offer advice, and make decisions. Six common types of team are:     

Functional teams Problem-solving teams Quality Circles Self-managed work teams Cross-functional work teams Virtual teams.

FUNCTIONAL TEAMS:  A work team composed of a manager and the employees in his or her unit and involved in efforts to improve work activities or to solve specific problems within the particular functional unit.

PROBLEM-SOLVING TEAMS:  A group of 5 to 12 hourly employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.  In problem-solving teams, members share ideas or offer suggestions on how work processes and methods can be improved.  Rarely, these teams given the authority to unilaterally implement any of their suggested actions.

QUALITY CIRCLES:  Work teams composed of 8 to 10 employees and supervisors who have a shared area of responsibility and meet regularly to discuss their quality problems, investigate causes of the problem, recommend solutions and take corrective actions.  The team concept that allowed Japan to excel in the 1970s and 1980s.  It also started the participative management movement in North America.

SELF-MANAGED WORK TEAMS:  A group of 10 to 15 employees who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors.  Typically this includes the planning and scheduling of work, assigning task to members, collective control over the pace of work, making operating decisions, taking actions on problems, and working with suppliers and customers.

CROSS-FUNCTINAL WORK TEAMS  Teams made up of employees from about the same hierarchical level but from different work areas in an organization who come together to accomplish a particular task.  Task force or Committee composed of members across departmental lines are an example of cross functional teams.

VIRTUAL TEAMS:  Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.  Allow people to collaborate online – using communication links like Wide-area networks, Video conferencing or e-mail whether a room away or continents apart.  Three primary factors that differentiate virtual teams from face-to-face teams are: The absence of paraverbal and non-verbal cues  Limited social context, and  The ability to overcome time and space constraints

TEAMS ARE NOT ALWAYS THE ANSWER:  Teamwork consumer more time and resources than individual work.  Teams have increased communication demands, conflicts to be managed and meetings to be run.  Three tests be applied to see if the team fits the situation:  Complexity of the work requiring diverse work groups  Common purpose or set of goals  Interdependence between tasks.

CREATING EFFECTIVE TEAMS:  Teams differ in form and structure  Establish fact that team work is preferable over individual work  The key components making up effective teams can be subsumed into four general categories:  Work Design  Team composition.  Resources and other contextual influences that make teams effective.  Process variables. WORK DESIGN:  Effective teams need to work together and take collective responsibility to complete significant task.  The work design category includes variables like freedom and autonomy, the opportunity to use different skills and talents, the ability to complete a whole and identifiable task or product.  These characteristics enhance member motivation and increase team effectiveness. COMPOSITION:  Variables that relate to how teams should be staffed.  Abilities of members:  People with technical expertise  Problem-solving and decision making skills  Good listening, feedback, conflict resolution and other  Interpersonal skills.

 Size of Teams:  Ideally the team members should be 9 people  Excess members declines cohesiveness and mutual  Accountability  Increase in social loafing

CONTEXT:  Four contextual factors related to team performance are:    Presence of adequate resources Effective leadership A climate of trust Performance evaluation and reward system.

PROCESS:      A common purpose Specific goals Team efficacy Conflict levels Social loafing

CONTEMPORARY ISSUES IN MANAGING TEAMS:  Teams and Workforce Diversity  Teams and Quality Management

TEAM MANAGEMENT

DEFINITION OF A TEAM:  A team is a unit of two or more people who interact and coordinate their work to accomplish a specific goal. The definition has three components:  Two or more people required. Teams can be quite large although most have fewer than 15 people.  People in a team have regular interaction  People in a team share performance goal whether it be to design a hand-held computer, build a car, or write a book.  Teams are more flexible and responsive to changing events than are traditional departments or other form of permanent groupings.  Teams have the capability to quickly assemble, deploy, refocus and disband.  Teams typically outperform individuals when the tasks being done require multiple skills, judgment and experience.  Teams facilitate employee participation in operating decision e.g assembly line workers as part of sales team calling customers.

DIFFERNCE BETWEEN TEAMS AND GROUPS: Work Group:

 A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility. Work Team:  A group that engages in collective work that requires joint effort and generates a positive synergy.

WORK GROUP Share information Neutral (Sometimes negative) Individual Random and varied ← ← Goal Synergy → →

WORK TEAM Collective performance Positive

← Accountability → ← Skills →

Individual and mutual Complementary

TYPES OF WORK TEAMS:  Teams can do variety of things, can make products, provide services, negotiate deals, coordinate projects, offer advice, and make decisions. Six common types of team are:     

Functional teams Problem-solving teams Quality Circles Self-managed work teams Cross-functional work teams Virtual teams.

FUNCTIONAL TEAMS:

 A work team composed of a manager and the employees in his or her unit and involved in efforts to improve work activities or to solve specific problems within the particular functional unit. PROBLEM-SOLVING TEAMS:  A group of 5 to 12 hourly employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.  In problem-solving teams, members share ideas or offer suggestions on how work processes and methods can be improved.  Rarely, these teams given the authority to unilaterally implement any of their suggested actions.

QUALITY CIRCLES:  Work teams composed of 8 to 10 employees and supervisors who have a shared area of responsibility and meet regularly to discuss their quality problems, investigate causes of the problem, recommend solutions and take corrective actions.  The team concept that allowed Japan to excel in the 1970s and 1980s.  It also started the participative management movement in North America.

SELF-MANAGED WORK TEAMS:  A group of 10 to 15 employees who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors.  Typically this includes the planning and scheduling of work, assigning task to members, collective control over the pace of work, making

operating decisions, taking actions on problems, and working with suppliers and customers.

CROSS-FUNCTINAL WORK TEAMS  Teams made up of employees from about the same hierarchical level but from different work areas in an organization who come together to accomplish a particular task.  Task force or Committee composed of members across departmental lines are an example of cross functional teams.

VIRTUAL TEAMS:  Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.  Allow people to collaborate online – using communication links like Wide-area networks, Video conferencing or e-mail whether a room away or continents apart.  Virtual teams can do all the things that other teams do – share information, make decisions, complete tasks.  Can include members all from the same organization or link an organization’s members with employees from other organizations (e.g suppliers and joint partners).  Three primary factors that differentiate virtual teams from face-to-face teams are: The absence of paraverbal and non-verbal cues  Limited social context, and  The ability to overcome time and space constraints

TEAMS ARE NOT ALWAYS THE ANSWER:

 Teamwork consumer more time and resources than individual work.  Teams have increased communication demands, conflicts to be managed and meetings to be run.  Three tests be applied to see if the team fits the situation:  Complexity of the work requiring diverse work groups  Common purpose or set of goals  Interdependence between tasks. CREATING EFFECTIVE TEAMS:  Teams differ in form and structure  Establish fact that team work is preferable over individual work  The key components making up effective teams can be subsumed into four general categories:  Work Design  Team composition.  Resources and other contextual influences that make teams effective.  Process variables. WORK DESIGN:  Effective teams need to work together and take collective responsibility to complete significant task.  The work design category includes variables like freedom and autonomy, the opportunity to use different skills and talents, the ability to complete a whole and identifiable task or product.  These characteristics enhance member motivation and increase team effectiveness.

COMPOSITION:  Variables that relate to how teams should be staffed.  Abilities of members:  People with technical expertise  Problem-solving and decision making skills  Good listening, feedback, conflict resolution and other  Interpersonal skills.  Size of Teams:  Ideally the team members should be 9 people  Excess members declines cohesiveness and mutual  Accountability  Increase in social loafing

CONTEXT:  Four contextual factors related to team performance are:     Presence of adequate resources Effective leadership A climate of trust Performance evaluation and reward system.

PROCESS:      A common purpose Specific goals Team efficacy Conflict levels Social loafing

CONTEMPORARY ISSUES IN MANAGING TEAMS:

 Teams and Workforce Diversity  Teams and Quality Management


				
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