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BUSINESS STRATEGY
TEAMS TEAMS
Lecturer: PHD. PHM QUC KHNH
Banking Academy (Vietnam)
khanhhvnh@gmail.com
Mobile: 0913210000
TEAMS
Learning outcomes
Strategic management process:
Empowering work TEAMS to realize
companys strategy!
After finishing these chapters, you will understand:
Areas in which teamworking may be more or less effective
TEAMS
Learning outcomes
Areas in which teamworking may be more or less effective
Which stage of development a team has reached, what
comes next
The types of people and behaviour required for an effective
team
Techniques for teambuilding and the dangers of too much
'teamspirit' team spirit
The dynamics of groups, with regard to behaviour,
communication and decision-making
The factors influencing the effectiveness of TEAMS, and the
contingency approach to team management
The effectiveness (or otherwise) of a team
Normal group and working group.
TEAMS
What is a work team?
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A group is any collection of people who perceive
themselves to be a group
TEAMS
What is a work team?
themselves to be a group.
Groups have certain attributes that a random crowd
does not possess:
A sense of identity: who is 'in' and who is 'out', who is
'us' and who is 'them'.
L lt t th f it th t f Loyalty to the group: conformity, or the acceptance of
the norms of behaviour and attitudes that bind the group
together and exclude others from it.
Purpose and leadership.
TEAMS
What is a work team?
Agroupisany
collection ofpeople
whoperceive
themselves to be a
Whileagroupis
informal,ateamis
formalizedtoachieve
l b
themselvestobea
group.
particularobjectives.
TEAMS
Why do leaders need teams?
Teams allow the performance of tasks that require the
skills and time of more than one person, without involving
TEAMS
Why do leaders need teams?
skills and time of more than one person, without involving
co-ordination across structural boundaries.
Teams encourage exchange of knowledge and ideas, and
the creation of new ideas through 'hitchhiking': one
person's idea or information sparks off an idea in someone
else's head.
The power of the teamover individual behaviour can be: The power of the team over individual behaviour can be:
A method of control or, better still, self control;
A powerful motivator, if the aims of the group can be harmonised with
the aims of the organisation.
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TEAMS
Teams roles
The co-
The shaper The plant
ordinator
The shaper The plant
The monitor-
evaluator
The
resource-
investigator
The
implementer
investigator
The team
worker
The finisher
The co-ordinator - presides and co-ordinates; balanced,
disciplined, goodat working throughothers.
TEAMS
Teams roles
disciplined, good at working through others.
The shaper - highly strung, dominant, extrovert, passionate
about the task itself, a spur to action.
The plant - introverted, but intellectually dominant and
imaginative; source of ideas and proposals but with
disadvantages of introversion (unsociability, inhibition, need
for control) for control).
The monitor-evaluator - analytically (rather than creatively)
intelligent; dissects ideas, spots flaws; possibly aloof,
tactless - but necessary.
The resource-investigator - popular, sociable, extrovert,
relaxed; source of newcontacts, but not an originator; needs
TEAMS
Teams roles
relaxed; source of new contacts, but not an originator; needs
to be made use of.
The implementer - practical organiser, turning ideas into
tasks, scheduling, planning and so on; trustworthy and
efficient, but not excited; not a leader, but an administrator.
The team worker - most concerned with team maintenance;
supportive understanding diplomatic; popular but supportive, understanding, diplomatic; popular but
uncompetitive; contribution noticed only in absence.
The finisher supports and makes the team to meet
deadlines, attend to details; urgency and follow-through
important, though not always popular.
TEAMS
When should we have a work team?
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Brainstorming: is a process whereby people produce
spontaneous, uncensoredideas, sparkedoff by a particular
TEAMS
When should we have a work team?
spontaneous, uncensored ideas, sparked off by a particular
problem or task.
Quality circles: are groups, who meet regularly to discuss
problems of quality and quality control in their area of work.
Project or product/service teams.
Training or study groups.
Employee representative committees
TEAMS
Forming a team
Selectingteam
members
Stagesinteam
development
Teambuilding
Effectiveteamworkclip!
TEAMS
Forming a team
Selecting team members:
Existing arrangements
Organisation: a task force or project/product
team may require a representative from each of
the functions involved in the task, for the sake of
co-ordination
Politics: representatives of particular interest
groups
Election
TEAMS
Forming a team
Prospective members?
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TEAMS
Forming a team
Prospective members:
Skills and knowledge for tasks
Experiences
Political power
Access to resources
Competence
TEAMS
Forming a team
Stages in team development:
Forming Storming Norming Performing
Readthefollowingstatementsanddecidetowhichcategorythey
belong (forming storming norming performing) belong(forming,storming,norming,performing).
1. Twoofthegrouparguingastowhoseideaisbest
2. Progressbecomesstatic
3. Desiredoutputsbeingachieved
4. Shymemberofgroupnotparticipating
5. Activitiesbeingallocated
TEAMS
Forming a team
Teambuilding involves:
Gi i f l t f Giving a group of people a greater sense of
their identity as a team; this is sometimes
called 'esprit de corps or 'team spirit'
Encouraging group loyalty or solidarity, so that
members put in extra effort for the sake of the
group group
Encouraging the group to commit themselves
to shared work objectives, and to co-operate
willingly to achieve them.
TEAMS
Forming a team
Teambuilding- identity:
Givingthe
teama
Givingthe
teama
badge or
Expressing
theteam's
Buildinga
team
mythology
name
badgeor
uniform
selfimage
mythology
/legends
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TEAMS
Forming a team
Team solidarity:
Expressing
solidarity
Encouraging
interpersonal
relationships
Controlling
conflict
Controlling
intragroup
competition
Encouraging
intergroup
competition
TEAMS
Forming a team
Commitment to shared objectives:
Clearly setting out the team's objectives, and
their place in the activity of the organisation as a
whole
Involving the team in setting specific targets and
standards, and agreeing methods of organising
work
Providing the right information, resources,
training and environment for the team to achieve
its targets
TEAMS
Forming a team
Commitment to shared objectives:
Giving regular, clear feedback on progress and
results including constructive criticism.
Encouragingfeedback, suggestions and ideas
from the team, and doing something about them.
Giving positive reinforcement (praise or reward) gp (p )
for creativity, initiative, problem-solving,
helpfulness and other behaviour/
TEAMS
Team dynamics
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TEAMS
Team dynamics
Group
norms
Decision-
making
behaviour
Contribution
patterns
TEAMS
Team dynamics
Group norms:
W k t bli h Work groups establish norms or common
patterns of behaviour, to which all members of
the group are expected to conform.
Norms may be reinforced in various ways by the
group.
Id tifi ti ith th b ff d Identification with the group may be offered as a
reward for compliance, through marks of belonging,
prestige and acceptance.
Sanctions or penalties of various kinds may be
imposed as a deterrent to non-conforming behaviour
TEAMS
Team dynamics
Decision-making behaviour:
empowerment involves groups in
decision-making.
Pooling skills, information and ideas
Participation in the decision-making p g
process makes the decision acceptable
to the group
TEAMS
Team dynamics
Contribution patterns: One way of
analyzing the functioning of a team is
to assess: Who (if anybody) is performing each
of Belbin's team roles:
Who is the team's plant?
Who is the co-ordinator?
Who is the monitor-evaluator?...
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TEAMS
Team effectiveness
TEAMS
Team effectiveness
A contingency approach: An
effective team is one which:
Achieves its task objectives
Maintains co-operative working through
the satisfaction and interrelationships of
its members
TEAMS
Team effectiveness
[?] Characteristics of effective work teams:
Quantifiable factors Quantifiable factors
Qualitative factors
[?] Characteristics of ineffective work teams:
Quantifiable factors
Qualitative factors