MANAGEMENT

Lecture 5 - 4.1 Organising – Teamwork

POLC – Organising
 Organising
 Assigning tasks, grouping of tasks into departments and
allocating resources to departments.
 Teamwork (Lecture 5- unit 4.1)

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 Decision making (Lecture 6- unit 4.2)

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3
Lecture Outline
 What is a Team?
 Purpose of a Team
 Benefits of Teamwork
 Managers’ Roles in Teams
 Team Characteristics
 Roles in Teams
 Team Development Stages
 Forming
 Storming
 Norming
 Performing
 Adjourning
 Teams in the Workplace
 Functional and Dysfunctional Teams’ Characteristics
 Problems in Teams and Solutions to Address Them
 Groupthink
 Social loafing
 Dominant team member
 Team Conflict Management
 Types of Communication
 Communication Improvement Techniques
 Comprehension Quiz
What is a team?
 A unit of two or more people who interact and coordinate
their work to accomplish a specific goal.
 Two or more people (mostly less than 15)
 Regular interaction
 Share a performance goal
Purpose of a Team
 The best managers are those who can gather
together a group of individuals and mold them into
an effective team.
 Team benefits:
 Accomplish larger, more complex goals than what
would be possible for an individual working alone
 Learn from others
A survey by Coworking Magazine Deskmag found that people who work in a team feel more productive.

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Benefits of Teamwork

 Increased Efficiency
Each team member does what he/she does best.
 Better Time Management
Completing work faster by dividing and conquering the workload.
 Effective Communication
A flow of ideas.
 Greater Creativity
Creating something new together.
 Promotes a sense of ownership
A sense of being connected to a project or business. Building loyalty.
 Encourages healthy risk taking
A sense of shared responsibility and willingness to try new challenges.

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Managers and Teams
 Managers have 2 main roles in teams:
 Define teams
 Type of team (e.g.: formal teams, self-directed teams)
 structure, composition and diversity
 Permanent or temporary
Combination of
 Size and members’ roles skills and talents
 Lead Teams
Created by the organisation
 Contributes to team success
 Providing direction
 Motivating staff
 Acting as an example
 Team Characteristics (Roles in Teams)
 Dr. Meredith Belbin suggested that by understanding your
role within a team, you could develop your strengths and
manage your weaknesses as a team member.
 This could help you improve your contribution to the team’s
performance.

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Team Characteristics (Roles in Teams)

There are multiple different roles and you can be more than one of
these at the same time. They fall under 3 broad characteristics:

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Team Characteristics (Roles in Teams)
Thinking:
Monitor Evaluator – you see all different sides to the problem.
Plant – you are the ideas specialist, very creative.
Specialist – you have specific skills and are in high demand.
Team Characteristics (Roles in Teams)
Action
 Implementer – you are the practical one and are realistic
about what needs to be done.
 Shaper – you enjoy the pressure and thrive on change!
 Completer/Finisher – you get things done and are the
perfectionist of the group.
Team Characteristics (Roles in Teams)
People
 Resource investigator – you are the outgoing one in the
group and develop contacts.
 Co-ordinator – you are the mature one in the group who
recognises the talents of other people.
 Team worker – you are the diplomat and work well in a
group.
 Team Characteristics
 What characteristics do you think you have? Explain the
reason for your thought. You can choose more than one.
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Team Development
 Great teams do not just happen. They are developed.

 Each stage for development is different. They build upon

each other.
Growth

 Each stage has certain behaviour associated with them.

The way a person acts,

especially towards others.

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Stages of Team Development
 Developed by Dr. Bruce Tuckman in 1965
 Explain that teams develop maturity and ability,
relationships are established and the leader changes
leadership styles.
Team Development Stages - Forming
 The first contact a team has is known as the Forming
stage.
Making introductions and getting to know each other

Basic rules for how the team will operate

Traditional behaviour is kept in place

Team Development Stages- Forming
 Team behaviour associated with Forming:
 Little agreement on team aim
 Individuals’ roles and responsibilities are unclear
 Processes may be ignored
 Leader role in Forming:
 High dependence on leader for guidance and direction
 Leader must answer questions about team purpose,
objectives and external relationships.
 Leader directs the team
Team Development Stages- Forming
 Think about a situation in your study life when you
formed teams. What behaviour did you see in your team
when it was first formed? What did people do?

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Team Development Stages- Storming
 The second stage in team development is known as the
Storming stage.

 Team starts to attempt to work together

 Different opinions on what and how tasks should
be done can cause conflict.
 Conflict between team members is natural due
to individual styles
Unfriendliness or opposition
 Team Development Stages- Storming
 Team behaviour associated with Storming:
 Team members compete for positions.
Smaller groups within
 Team members challenge the leader. the larger group

 Power struggles and factions form

 Team may be distracted by relationships and emotional issues
 Leader role in Storming:
 Leader must be involved in this stage heavily to facilitate
teamwork
Assist/make easier
 Solve conflict
 Encourage communication
Team Development Stages- Storming
 Give one example of teamwork in which your members
showed Storming behaviour.

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Team Development Stages- Norming
 The third stage of team development is known as the
Norming stage.
 People start to resolve differences, appreciate the
strength of others and the benefits of the team.

 Working relationships are established.

 Team progresses towards goals.

Team Development Stages- Norming
 Team behaviour associated with Norming:
 Agreement among members is achieved.
 Roles and responsibilities are clear and accepted.
 Big decisions are made by group agreement.
 Processes and working styles are discussed and developed
 Commitment and unity are strong
 Leader role in Norming:
 Leader has more of a participative role Involve in
working with
the team
Team Development Stages- Norming
 Give one example of teamwork in which your members
showed Norming behaviour.

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 Team Development Stages - Performing

 The fourth stage in team development is known as the

Performing stage.
 Relationships are working well
 Team processes are effective
 Team members trust each other and can adapt to
Change

Systems of authority structure

Team Development Stages- Performing
 Team behaviour associated with Performing:
 The team knows clearly what it is doing and why.
 Team has a shared vision.
 There is high degree of autonomy.
 Team adjust processes and structure as required.
 Team works clearly towards it goal.
 Team members look after each other.

 Leader role in Performing:

 Leader delegates and oversees the group.

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Team Development Stages- Performing
 Give one example teamwork in your members showed
Performing behaviour.

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Team Development Stages - Adjourning
 Adjourning – (added in 1975)
 Task is completed
 Purpose is fulfilled
 The break up of the group
 There is grief or insecurity about what happens
next.
Team Development Stages
Teams in the Workplace
 The Dilemma of Teams
 We have to give up our independence.
 We have to tolerate “free riders”. People who do not contribute

 Teams are sometimes dysfunctional.

 Effective Teams
 Effectiveness is based on these outcomes:
 Satisfaction
 Productive output
 Capacity to adapt and learn
 Reduced conflict
 Improved communication
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Characteristics of Functional Teams
• Trust – a feeling of safety that means ideas are openly shared and
members are allowed to feel vulnerable. Unprotected

• Healthy Conflict – group members can disagree and challenge each

other to find the best solutions.
• Commitment – an engagement to reach the group’s goals successfully.
• Accountability – group members will hold each other accountable to reach
each of the group’s goals.
• Result Orientated– to reach the group’s final goals successfully and
together.
Directed

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Characteristics of Dysfunctional Teams
• Lack of Trust – Members don’t feel safe and don’t share concerns or
ideas.
• Fear of conflict – Members feel they have to go along with others’
ideas and thus won’t express theirs.
• Lack of commitment – Members feel a lack of connection to the
group. No commitment to ideas or goals.
• Avoidance of accountability – Members don’t take responsibility
when things go wrong and engage in finger pointing.
• Inattention to results – Members put own personal needs ahead of
the group’s and are less concerned with the group’s goals.

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Problems in Teams
1. Groupthink

2. Social loafing

3. Dominant team member

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Problems in Teams- Groupthink

Occurrence

 Groupthink is a group pressure phenomenon that increases the risk of making flawed
decisions on the part of the group.
 An internal pressure to conform may arise when some members change their
behavior to match the rest of the group.
Follow
Solution the group

Use techniques to generate new ideas:

 Brainstorming
 Rational decision making model
 Write down ideas individually then combine

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Team Problems - Groupthink
 Give one example of teamwork in which your members
showed group think behaviour.

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Problems in Teams- Social loafing

Social loafing refers to the tendency of individuals to put in less effort when working in
a group than alone.
 “Others aren’t pulling their weight, so why should I?”
 “Someone else will do this, so I don’t have to”.

Solution:
 Have clear job descriptions
 Assign each member their own objective with a deadline

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Team Problems – Social loafing
 Give one example of teamwork in which your group
member/s showed social loafing behaviour.

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Problems in Teams – Dominant team member

 One person may dominate the group and will not let others have an idea or
opinion.
To have power or
Dominant Team members: influence
 Limit team participation
 Take up most of the group’s time

Solution:
 Allocate specific time limits on speaking.
 Ask for each person’s idea in turn.
 Encourage everyone to speak.

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Problems in Teams – Dominant team member
 Give one example of teamwork in which you’ve experienced
a dominant team member.

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 Team Conflict Management

 Causes of conflict:
 A lack of resources
 Jurisdictional ambiguities (who does which activity)
 Communication breakdown
 Power and status difference
 Goal differences
 Lack of trust
 Clash of personalities

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 Team Conflict Management

 Styles to handle conflict:

 Super ordinate goals- opposing sides come together towards a common result
 Bargaining and negotiation
 Mediation - using a third party to negotiate

Ways to improve communication:

 Focus on facts
 Develop multiple alternatives
 Maintain a balance of power
 Never force a consensus
 Negotiation – find a solution that works for both parties

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 Types of Communication
Communication – the transfer and understanding of meaning

 For communication to be successful, information has to be

understood by the recipient/s.
 If someone disagrees with us, we might assume that the person
just didn’t fully understand what we were trying to say. That could
just mean they have different views or ideas from us!
Types of Communication
This includes body language,
facial gestures

 The written word is powerful,

have you expressed yourself
clearly?

The spoken word, how you say it

is as important as what you say.

We are the masters of using

images, such as drawings, art,
even emojis in text messages.
 Communication Breakdown
How personal
Words - verbal
communication is
broken down:

Facial
Voice – expression
Nonverbal -
Nonverbal

Think about how you talk with others and how others might hear you.
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 Verbal Communication Improvement
 Verbal communication can be improved upon by:
- Giving emphasis on key words or phrases in a positive way
- Active listening - acknowledging what the person has said in a positive way
- Emphatic listening - trying to listen to the person’s perspective (view point)
- Giving constructive (helpful) feedback to the other person - sometimes it might
be correcting what that person thinks is happening within the group.

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Non-Verbal Communication Improvement
 Non- verbal communication can be improved upon by:
- Sitting or standing at right angles and on the same level as others
respecting people’s personal space zones
- Using open gestures and body language
- Centring your attention exclusively on the other person
- Leaning slightly forward to show interest; a bit further forward to apply
pressure, slightly back to reduce pressure
- Making eye contact
Comprehension Quiz
1. Which of the following is NOT the benefit of teamwork?
a. Accomplishment of more complex goals
b. Increase in commitment
c. Higher accountability
d. Pursuit of personal agendas

2. What is the fourth stage of team development?

a. Performing
b. Forming
c. Norming
d. Storming

3. Joe is a conflict solver and encourages communication between members of her

team. Which stage of team development does this description illustrate?
a. Forming
b. Storming
c. Norming
d. Performing
Comprehension Quiz
4. Which of the following behaviour is associated with the Norming stage?
a. There is little agreement on the team’s aim.
b. Roles and responsibilities are clear and accepted.
c. Team members compete for positions.
d. There is a high degree of autonomy.

5. Which of the following is true about teams?

a. Teamwork discourages healthy risk taking.
b. The leader has a participative role in the Performing stage.
c. As a team member, you can have only one role in a team.
d. One dilemma of teams is the possibility of having free riders.

6. The division of tasks in a team is associated with…

a. Planning
b. Organising
c. Leading
d. Controlling
Comprehension Quiz
7. Which of the following is true about ‘Groupthink’?
a. Groupthink is the tendency to conform to the group’s behaviour or ideas
b. Brainstorming can be one effective way to avoid the problem of groupthink.
c. Groupthink can increase the risk of making flawed decisions.
d. All of the above

8. Communication can be improved by…

a. Emphatic listening
b. Providing constructive feedback
c. Persistence on personal perspective
d. A and B

9. Jack always limits team participation in our group and does not let others to
voice their thoughts. Which team problem does this scenario illustrate?
a. Groupthink
b. Dominant team member
c. Social loafing
d. Communication breakdown
Comprehension Quiz
10. Which of the following can solve the problem of social loafing in a team?
a. Allocating specific time limits for group members to share thoughts
b. Active listening
c. Having clear job descriptions
d. Brainstorming

11. In which stage of team development can team problems occur?

a. Performing
b. Storming
c. Adjourning
d. All stages

12. Which of the following is NOT an effective strategy for team conflict management?
a. Emphasizing power and status difference
b. Constructive negotiation
c. Mediation
d. Clarification of jurisdictional ambiguities