...DESIGNING EFFECTIVE WORK TEAMS Types of Work Teams Most commonly, types of teams can be grouped into self-managed work teams, cross-functional teams, and virtual teams. As mentioned in part one, the authors of Organizational Behaviour define a group as “two or more people interacting interdependently to achieve a common goal” (Saks & Johns, 2014). In other words, a team is a collection of individuals who are interdependent in their tasks, who share responsibility for outcomes, who see themselves and who are seen by others as an intact social entity embedded in one or more larger social systems (for example, business unit or corporation), and who manage their relationships across organizational boundaries. (Sundstrom, De Meuse, & Futrell, 1990). Self-managed work teams are work groups that have the opportunity to do challenging work under reduced supervision. Cross-functional teams are work groups that bring people with different functional specialties together to better invent, design, or deliver a product or service; and virtual teams are work groups that use technology to communicate and collaborate across time, space, and organizational boundaries. (Saks & Johns, 2014). Designing Effective Work Teams According to Johns & Saks, there are three fundamental dimensions to teams functioning effectively: the task, team composition, and management support. (Saks & Johns, 2014). The task is what the team is required to carry out; a task is viewed by team members as a challenge...
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... 2. 2.1 Executive Summary.................................................................................................... 2 The Theory Underlying Groups and Teams................................................................ 3 Gibson, Ivancevich, Donnelly, Konopaske.......................................................3 Groups............................................................................................................... 3 Teams................................................................................................................ 4 2.1.1 2.1.2 2.2 Stephen P. Robbins.........................................................................................4 Groups............................................................................................................... 4 Teams................................................................................................................ 5 2.2.1 2.2.2 2.3 Jones, George, Hill ..........................................................................................7 Groups, Teams and Organisational Effectiveness............................................. 7 Groups and Teams as Performance Enhancers................................................ 7 2.3.1 2.3.2 3. 3.1 3.2 3.3 4. 4.1 4.2 Is this a Mature Work Group or Team?....................................................................... 8 Stages of Group Development .............................................................
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...its influence on Team Effectiveness | 11/15/2013 INTRODUCTION LEADERSHIP Leadership style is the manner and the approach of providing direction implementing plans and motivating people.Leadership is just more than science;it is an art as well. The art of leadership varies from leader to leader. Different situations call for different kind of leadership styles. Kurt Lewin led a group of researchers to identify three major styles of leadership. They are: * Authoritarian or Autocratic * Participative or Democratic * Delegative or Free Reign Although effective leaders use all three styles, with one of them normally dominant, most leaders tend to stick with a one style. Some leaders are very task- oriented; they simply want to get things done. Others are very people oriented; they want people to be happy. And others are a combination of two. If you prefer to lead by setting and enforcing tight schedules, you tend to be more production oriented(or task oriented). If you make people your priority and try to accommodate employee needs, then you are more people oriented. TEAM EFFECTIVENESS The other dimension to the study is team effectiveness. According to the team effectiveness model, the following are the factors that affect team effectiveness. Teams can continuously improve their effectiveness by focussing on improving their functioning in five key areas – goals, roles, procedures, relationships and leadership: * Goals: What the team aspire to achieve...
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...paper on REAL TEAMS Sagar. Ashok. Kulkarni MBA – 151202084 07/12/2015 REAL TEAMS Abstract The purpose of this paper is to review the research on how real teams are formed within an organizational environment and what challenges are faced during its formation and various other issues. Methodology/approach Douglas Smith there are basically five types of teams, each with a different level of performance and effectiveness and a real team is among those five types of teams. These five types of teams namely: 1. A working group/team 2. The Pseudo-Team A wide range of published works by 3. Potential Team renowned scholars which have analysed 4. Real Team the concept of real teams in excessive 5. High Performance Team detail and how effectively the team works in the current business scenario even though the concept of teams has been around us since ancient times of monarch to the current democratic form of working. These are the various types or we can also say how a team develops over a certain period of time. Performance Impact High performance team Keywords Real teams, Team task, stability of Real Team membership, impact of real teams, real teams and enabling conditions of team effectiveness. Introduction: As we know that a team consists of two or Working Group Potential Team -------------------------Pseudo Team more people with a common purpose or goal to achieve. A real team is just not formed...
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...a structure of team-based, I will also speak about different ways organizations can do to increase efficiency and increase productivity, and finally the different types of teams. Today organizations have chosen to make a system of team-based structures, which has meant a big change in society and the way in which organizations develop. Working with teams makes the work-system more comfortable and more flexible and also helps the workers in order to demonstrate their talents and to share their views and opinions more freely, creating a positive environment, which creates greater effectiveness. When an organization decides to bring a team-based structure, not only has a positive impact on the organization, also it makes workers share opinions and give ideas. When you perform a team-based structure, more ideas are generated, coordinate logistics and better atmosphere among workers is created. To make a coordinated team, we need to have a leader who knows how to efficiently coordinate and lead the team's goals. For a team to be effective, it must be provided good coordination which may facilitate motivation and participation of workers. In an organization you can find different types of team-based structures, depending on the sector and each situation an organization can perform five types of equipment: problem solving teams, cross-functional teams, self-managed work teams,multi team and virtual teams. The most common is the problem-solving team, where teams are composed from...
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...in 23 states have used the Organizational Health Instrument as a diagnostic tool for improving leadership and organizational effectiveness. The Organizational Health Instruments (OHI) consists of 80 item statements, eight for each of the ten dimensions. All members of a work unit respond to these questions. (To provide confidentiality of responses, data are collected in a group setting using a set of standardized data collection procedures.) Individuals respond to each question based upon their perceptions. Response choices are: Strongly Agree, Agree, Undecided, Disagree, and Strongly Disagree. Based upon these collective responses, raw scores are established for each of these ten dimensions. A line graph is created for each administrative unit, which contrasts the leader's perception with the composite view held by the work unit. The raw scores are converted into percentile scores. All certified staff completes the organizational health instrument, which assesses an organization's internal workings. The ten dimensions used are as shown below: 1. Goal focus--the ability to have clarity, acceptance, and support for goals and objectives; 2. Communication adequacy--the extent of open two-way communication; 3. Power equalization--the ability to maintain a relatively equitable distribution of influence between team members and their leader; 4. Resource utilization--the degree to which the leader knows and is able to...
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...Title page Executive summary The purpose of this report is to evaluate personal effectiveness of three members, Ajai Ratnakumar, Melissa Jayawardena and Shannelle Abayasekara who are to be working together as a team. The main objective of this report is to compare and fit the different characteristics of the three team members who are to work together as a team , so as to compliment each other’s working style, for the benefit of the team, and ultimately for the company. Third Eye Event Managers provide individuals and companies with an unforgettable and unique event that would be remembered for years to come. The company’s main aims are to achieve a balance of creativity and competent implementation of all undertaken events, be it a private or commercial One. Based on the tests conducted the report contains information about preferences, strengths, and techniques for increasing effectiveness of each individual. Conflicts that are likely to arise within this team and solutions for these conflicts have been suggested. Short Term and Long Term recommendations have been stated which would help the company increase efficiency and minimize conflicts within future teams. Contents 1 Introduction 4 2 Discussion 5 2.1 What is personal effectiveness?. 5 2.2 The importance of personal effectiveness 5 2.3 Indicators used to assess personal effectiveness? 5 2.3.1 Learning Style Preferences 5 2.3.2 Hemispherical Dominance 7 2.3.3 Big Five Locator 7 2...
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...is available at www.emeraldinsight.com/0048-3486.htm PR 38,5 The relationships between team learning activities and team performance Marianne van Woerkom Department of Human Resource Studies, Faculty of Social and Behavioural Sciences, Tilburg University, Tilburg, The Netherlands, and 560 Marcel Croon Tilburg University, Tilburg, The Netherlands Abstract Purpose – The purpose of this paper is to investigate how different team learning activities relate to different types of team performance as rated by team members and managers. Design/methodology/approach – The 624 respondents, working in 88 teams in seven different organizations indicate their perceptions of team learning and their performance ratings of the team. Moreover, managers in the organization are asked to evaluate the team performance. Findings – Team member ratings of effectiveness are positively related to the boundedness and stability of the team and information processing and negatively related to information acquisition. Manager ratings of effectiveness are positively related to boundedness and stability, information processing and information storage and retrieval. Team member ratings of efficiency are positively related to information processing and negatively related to information acquisition. Manager ratings of efficiency are positively related to boundedness and stability and information storage and retrieval. Team member ratings of innovativeness are positively related to information processing, while...
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...My team was assembled with the task of creating and performing a workshop on the topic of work values and national culture. In this essay I use the Ancona Model of Team Effectiveness to argue that my team was particularly effective as a result of composition, decision-making ability and alignment with rewards. Our effectiveness could however have been improved by better ease of communication, tighter boundary management and more attention paid to maintenance behaviours. Through this task I have learnt that an effective team requires focus on many other factors than merely the task alone. Using the Ancona Team Effectiveness Model, effectiveness is measured by four components; performance, member satisfaction, team learning and outsider satisfaction (Ancona et al. p13) (example from lit: why is this relevant). My team was effective in the member satisfaction component (example from lit); prior to this assignment we had never met but we shared a similar work ethic and there was mutual trust that all individual tasks were completed by our specified deadline. (individual needs: work was shared evenly and all had high hopes for grade & primary example.) My team was also effective within the performance component (example from lit), with particular regard to timeliness and efficiency. (primary example). The extent of the groups’ effectiveness affected by a number of underlying factors, both positively and negatively. Firstly I will discuss those factors that most positively...
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... | | | ➢ Name: VICTORIA NWANDU ➢ Student ID: L20093036 ➢ Course: PGD BUSINESS MANAGEMENT ➢ Module: LEADERSHIP AND CHANGE MANAGEMENT ➢ Assignment Title: MY PERSONAL AND MANAGERIAL EFFECTIVENESS ➢ College: LONDON SCHOOL OF BUSINESS AND COMPUTER STUDIES ➢ Modular Leader: MR. IDOWU OLOWE ➢ Word Count: 765 ➢ Year: 2011/2012. In summary, based on the questionnaire given out within my organisation and colleagues at school; I have been assessed on 22 qualities of my personal and managerial effectiveness. The questionnaire is an exploration towards identifying the relationship between my personal level and managerial effectiveness level which further examines the underlying dimensions of managerial effectiveness relevant for my organization. Having worked as a contact supervisor in my organisation and the outcome of the 22 qualities of which I have been assessed on by my colleagues includes; Morals, Energetic, Trustworthy, Approachable, Loyal, Understanding, Good Listener, Visionary, Committed, Parental,...
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...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...
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...Actions…………………………………………………………….….…..5 2.5 Impact on Organizational Effectiveness………………………………………….……..6 3.0Interpersonal Effectiveness…………………………….…………………………….…..6 3.1 Theory……………………………………………………………………………….…..6 3.2 Spark and MEIS…………………………………………………………………………7 3.3 Belbin Team Roles ……………………………………………………………………..7 3.4 Development Actions……………………………………………………………………8 3.5 social and cultural diversity considerations……………………………………………..9 3.6 Impact on Organizational Effectiveness……………………………………………...…9 4.0 Conclusion………………………………………………………………………………10 Reference list………………………………………………………………………………..11 Appendix…………………………………………………………………………………..…13 Assignment#1 1.0 Introduction Working in business is a unit whose aim is to develop an understanding of the skills which can make efficient works in business environment. In this portfolio, I am going to discuss the theories what I have learned in class, including intrapersonal, interpersonal and organizational effectiveness. I will also discuss my own experience which link to the theories. I will choose to concentrate on my learning style based on the Jackson Learning Style Profiler for intrapersonal effectiveness. In the second part I will choose SPARK feedback and MEIS to explain interpersonal effectiveness. It is important to develop self-awareness and effectiveness in intrapersonal, interpersonal and organizational areas because self-awareness and effectiveness can power people’s inner, improve the communication with others...
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...TEAM EFFECTIVENESS Besides the basic approach there is now a more applied focus on the impact that teams have on employee behavior, especially the contribution to satisfaction and performance, has also received attention. An overall summary of the way to use teams to enhance satisfaction and performance are as follows: 1. Organizing work around intact groups 2. Having groups charged with selection, training, and rewarding of members 3. Using groups to enforce strong norms for behavior, with group involvement in off the job as well as on the job behavior 4. Distributing resources on a group rather than an individual basis 5. Allowing and perhaps even promoting intergroup rivalry so as to build within-group solidarity Three factors seem to play the major role in determining group effectiveness: Task interdependence (how closely group members work together), outcome interdependence (whether and how group performance is rewarded) and potency as how members belief that the group can be effective. To assess team effectiveness first requires careful specification of criteria. Effective teams are characterized as being dependable, making reliable connections between the parts, and targeting the direction and goals of the organization. This is accomplished when members “buy in,” achieve coordination, have the desired impact, and exhibit the kind of vitality that sustains the organization over time as the environment shifts or changes. Factors that affect the success level of...
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...What appears to be the key elements of team effectiveness? In particular consider the importance of leadership in teams and reflect critically on your own leadership Effective team working is an essential ingredient for organisational success. Successful teams can help transform an organisation, increase outputs and deliver on organisational objectives. Gorman (1998) argues that the composition of teams, how they work together, how they are motivated and the quality of leadership within teams are just some of the elements that contribute to making a successful organisation. However it has been said that effective teams are not a natural phenomenon (Mcshane &Tavaglione, 2007). In conformance with the last statement a team is said to be a group of two or more people who influence and interact with one another, perceive themselves as a social entity within an organisation and who work towards, and are mutually accountable for, achieving shared goals associated with organisational objective (Mcshane &Tavaglione, 2007). This essay will discuss the key elements of team effectiveness; will then consider the importance of leadership in a team linking theory with practice, by critically analysing...
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...I invited 5 colleagues to join me on the ‘Anderson Team Journey.’ (ref) The first activity within this journey was the completion of a team effectiveness audit. The audit asked members of the Learning and Development team/workstream to answer seven questions on a 5 point Likert Scale of 1 being strongly disagree to 5 being strongly agree. An introduction to the team selected, the 5 point Likert Scale and the results of the audit can be found in appendix A. As a team we reviewed the results of the audit. The statement that received the strongest consensus of agreement of 4.6 was “we have a strong team identity – we know what the team is here to achieve and we know who is in the team.” No one was surprised that this first question had been...
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