Now I am going to present the Team Effectiveness Model and the problems of Bryce’s team. This framework is an input, throughput, output model. Team output include individual and team characteristics, the characteristics of the tasks on which the team is working, and the manner in which the work is structured. The throughputs are the manner in which the team interacts over a period of time. They are the processes through which the team communicates, coordinates, makes decisions, and converts its inputs into outputs. The team output are changes in team and changes in individuals, which in turn may influence subsequent team performance (Tannenbaum, Beard, and Salas). The major categories of variables are listed under each box.
Task characteristics include variables of task organization, task type and task complexity. For Bryce’s team, there was a problem arisen in task complexity. Team members’ jobs needed to be done in two weeks at most, as put by the team leader at ABC Investment Bank, Bryce, to minimise the risk of losing their investment. Because of this pressure, Beatrice and Ben conflicted. They had differing values as to how the work should be done, and how much time needed to be taken. Beatrice valued doing a thorough and accurate job whilst Ben was urged to speed up working time by Bryce so he wanted jobs done as fast as possible. Productivity was lost as they spent more time trying to convince one another of the techniques used rather than actual work.
Work structure is the manner a team can approach a given task (Tannenbaum, Beard and Salas), which include specific variables of work assignment, team norms and communication structure. There were significant variations in the tasks and their complexity that each team done which meant that they were not entirely aware of each other’s responsibilities, job characteristics. In addition, they were separated task