Working in Teams and Creating Successful Team Dynamics - Essay Example

WORKING IN TEAMS AND CREATING SUCCESSFUL TEAM DYNAMICS In any organization, individuals work in cooperation with others. Teams and teams are a characteristic of all social situations and almost everyone in an organisation will be a member of one or more teams. Work is a team-based activity and if the organisation is to function effectively it requires good teamwork. The working in teams and the influence they exert over their membership is an essential feature of human behaviour and of organisational performance. The manager must use working teams and be aware of their dynamics in order to achieve a high standard of work and improve organisational effectiveness. The aim of the paper is to examine the role of team dynamics in organizational effectiveness and analyze the factors which help the companies to create food working environment for their teams. Today, managers recognize the importance of teams dynamic in influencing behaviour at work. The concept of the organisation as a socio-technical system is concerned with the interactions between the psychological and social factors, as well as structural and technical requirements. Again, it may be remembered that technological change in the coal-mining industry had brought about changes in the social teamings of the miners (Campbell, 1997). Another important aspect if successful team dynamics is that team members in an organization will have one or more goals in common, such as to produce or market a product. Communication is essential within each team and members of a team have roles to play in order to achieve the team task. Expected behaviour patterns are developed within each team and these are referred to as norms. Any deviation from norms will bring team pressure to force a return to the 'norm'. Too low or too high an output as compared with the 'norm' may mean admonishment by team members. For instance, Apple Computer Corporation is a goof example of successful team dynamics: "Apple's management style was relatively in1ormal for a Fortune 100 company. As one employee in Finance said, "Things are done by committees, meetings, consensus. We have very few policies, systems, or controls. What we do is get a team of experts together and make a decision." (Gibbs, Beer, 1991) Distinctions have been made between formal and informal teamings. A teams team consists of carefully selected members who have skills and attributes that can assist the reaching of a desired goal. It will have a leader, subordinates, a location and a task to accomplish - for example, a planning committee. New methods of working disrupted the integration of small self-selecting teams of assembly line worker in Ford Motor Company who worked together as independent teams. The change had undesirable social effects and as a result the new method did not prove as economically beneficial as it should have done with the new technology. The result was a 'composite' method of working with more responsibility taken by the team as a whole. The composite method proved to be not only more rewarding socially to the workers but also more efficient economically than the previous new method of working (Sterman, 2000). To be able to create a good working environment, managers must be aware of certain aspects of team dynamics. Norms can be very influential in encouraging high or low productivity of members of the team. One method of increasing the dynamic in a team is to give members more say in the selection of persons they will be working with. Interview questions for employees: 1. Do like teamwork or prefer to work independently 2. Can you quickly see advantages and new opportunities 3. Is it easy for you to work in a diverse team 4. Is it important for you to be a leader of a team 5. Do you often influencing people without pressuring them 6. Can you work under pressure 7. What is your role in a team (now, previously) 8. What is you characteristic approach to teamwork 9. What is the best method of conflict resolution for you Explain. 10. When do you gain work satisfaction Explain. 11. When you are criticized What is you reaction 12. Can you start working without clear objectives Do you need a clear goal to perform you task To create a good working environment a manager should take into account people's behaviour in teams. This can give indications of why certain teams are effective and others are not. Research studies have been many in this area, prove that if two or more persons interact with and influence each other join together, they can be said to form a team. They need a common aim or purpose which may be permanent or temporary. The Dell Corporation is an example that teams provide security, social satisfaction for members, support individual needs and promote communication, formally or informally (Dell Builds a Framework for Success, 2005). They also are liable to show all the problems found in our consideration of committees. So it can be seen that a study of team concepts is important for studying aspects of communication, motivation and leadership. To create a good working environment for its teams Apple introduced Applelink system of communication. "Apple is highly relationship and network oriented. If you know the right people you can get things done-there are lots of inner circles. Management by coercion doesn't work here." (Gibbs, Beer, 1991). Apple Corporation (Gibbs, Beer, 1991) shows that if an employee has strong personal beliefs it helps him to cope with any stressful situation at work. The matter is that his attitude towards this situation differs. He or she considers complexity as a part of work but not as a stressful situation. The secular approach helps employees start to enjoy their work. It is a healthy way of thinking and life perception. The secular approach implies an optimistic attitude towards stressful situations. If an employee has a strong personal credo, he is not dependent upon external factors. Morale can be a combination of many factors. A simple definition is that it is the state of a a team's feelings and attitudes. In a more military sense, it is the quality that exists in a team of people, which arises from faith in their efficiency and discipline, and in the competent and fair way with which they are led. A rather broader meaning is given when it is used in business management - it is the collective attitude of workers towards each other, their work and management. The example of Proctor and Gambler shows that when morale is high, work is done willingly, and with less supervision; when it is low, work is of poor quality and problems arise, e.g. with a high labour turnover and absenteeism (Lafley, n.d., Procter & Gamble creates a collaborative community, 2005). When teams emerge in industry (for instance, car manufacturing), each person must sacrifice some part of his individuality, as he in effect joins the team to serve the team purpose, thereby agreeing to obey those who are in charge. Each team has a particular kind of acceptable behaviour, which is implanted in the member's thoughts, and this participation tends to give the members a feeling of superiority over non-team members. Craftsmen often adopt this attitude over non-craftsmen. The Apple case study (Gibbs, Beer, 1991) shows that if a team can constantly work towards the common purpose, morale can be maintained. The purpose of the team, e.g. to win a race, or to produce an article, becomes accepted as the purpose of the individual. Individual interests, though, must be subordinated to the team interest and, if this can be done, morale will be high. If morale is good, team spirit should be good as this arises where all members of the team know every member is working to achieve the team goal and obeys internal authority. But, if some members are aware that others are more interested in personal success, morale will be low and team spirit will be low. It is possible to single out five main types of teams are: Problem Solving Teams/Quality Circles Project Task Teams Cross-functional Work Teams Semi Autonomous/Directed/Lean Work Teams Self Directed/Self Managed/Autonomous Work Teams (Teamworking: an implementation manual, 2001). Cross-Functional Teams include people representing various functional areas that are required to achieve an agreed upon, specific objective. They are needed because problems do not completely reside within one department, nor do solutions. Cross-functional teams are required to provide solutions where all elements are considered. In Dell Corporation teams are cross-functionally organized in order to bring together the proper knowledge and skills to effectively achieve process change and improvement. "Work Teams are the type of team most people think about when discussing teams. Work teams are continuing work units responsible for producing goods or providing services. Their membership is typically stable, usually full-time, and well-defined (Cohen, Bailey 1997). Problem Solving Team (Apple Corporation) is likely to involve some degree of participation. The all-channel network involves full discussion and participation. This network appears to work best where a high level of interaction is required among all members of the team in order to solve complex problems. Leadership predictability is very low. There is a fairly high level of satisfaction for members. The all-channel network may not stand up well under pressure, in which case it will either disintegrate or reform into a wheel network. The circle is a more decentralised network. Overall it is less efficient. The group is unorganised, with low leadership predictability. Performance tends to be slow and erratic. However, the circle is quicker than the wheel in solving complex problems, and also copes with change or new tasks more efficiently. The circle network is most satisfying for all the members. Project team members (for instance, Proctor and Gambler) often feel considerable anxiety concerning their roles in the project. Particularly if they are new to management by projects they may feel more visible than in the management system they were used to. They may even feel concern that their careers are on the line. In addition they may feel unsure about how their personal lives will be affected by their time on the project. In team dynamics does not working it results in low productivity level and even financial loss. If members of a team fail to perform well on their tasks they may believe that external factors are the cause, and as a result may reduce the level of future effort. On the other hand, if team performs well but the manager perceives this as due to an easy task or to luck, the appropriate recognition and reward may not be given. If the team perceives that good performance was due to ability and/or effort the lack of recognition may have a negative effect (Handy, 1993). Low motivation and low moral are the typical examples when team dynamics does not work. The team is unable to complete the tasks on time. The manager's main concern is that members of a work team co-operate in order to achieve the results expected of them. Low dynamics prevent teams to produce a higher level of output. Performance varies with the extent to which the team accepts or rejects the goals of the organisation. Also, with a very high level of cohesiveness and attention to social activities, there may even be a fall in output. The level of production is likely to conform to a standard acceptable as a norm by the team and may result in maintaining either a high or a restricted level of output. However, cohesive teams may result in greater interaction between members, mutual help and social satisfaction, lower turnover and absenteeism, and often higher production (Handy, 1993). At the end of 1980s, organizational performance of Apple corporation is vivid example of low team dynamics. The case study shows that it influence the level of morale and attitudes which members of the organisation bring to bear on their work performance and personal relationships. It was admitted that many new employees differed greatly form the "old" staff. In Apple, a sense of belonging to the organization is very important. It is built upon the loyalty essential to successful industrial relations. When Apple was a relatively small company, the sense of belonging was created by managers through ensuring that the workforce is: informed, involved, sharing in success. Hotlinks discussion showed that there was a great necessity to implement a change in order to increase "revenue goals"(Gibbs, Beer, 1991). It should be mentioned that managers are nor able to prevent team pressures. They should obtain more employee participation in decisions that affect their interests so that team members will not be so much against management. In this case, motivation and recognition approach proved its effectiveness and high potential. Employees with a high achievement motivation may perceive that successful performance is caused by their own internal forces, and their ability and effort, rather than by the nature of the task or by luck. For instance, the case with Daimler-Chrysler shows the positive impact and outcomes of motivation provided by HR department. Some years ago, Daimler-Chrysler needed to improve team dynamics (www.daimlerchrysler.com). HR department paid attention to employees' motivation during the training program. The company introduced additional training focusing on employee's motivation and work design programs helping team members identify their goal and professional development strategies. As a result it increases the confidence, motivation of staff; provide recognition, enhanced responsibility, and the possibility of increased pay and promotion; give a feeling of personal satisfaction and achievement, and broader opportunities for career progression. It is evident that enhance motivation by introducing policies and processes which ensure that people are valued and rewarded for what they do and achieve and for the levels of skill and competence they reach Management of stress, an integral part of team dynamics, has assumed a vital strategic role in recent years as organizational attempt to compete through people. Today, firms can create a competitive advantage when they possess or develop human resources that are psychologically strong, and organized. The ability to raise team dynamics and reduce stress influence is now a core competence for the best managers. Managers must embrace stress management as a key weapon in the war to retain top talent, because good people will stay where they feel psychologically comfortable (Stress management. 2004) Today, there is a loss of connection with the human spirit beginning to materialize, with traditional support structures such as the family and job disintegrating. Employees must be excited and passionate about their work in order to be creative. The remedy for lack of team spirit is to give staff better education and knowledge of the other person's or section's problems and to make them aware of the fundamental interrelations between departments. High dynamics in a team may develop a critical or even hostile attitude towards people outside the group or members of other groups. This can be the case, for example, when group dynamics is based on common status, qualifications, technical expertise or professional standing (Team Dynamics , 2004). It may result in lack of co-operation with, or opposition to, non-members. As a result, resentment and inter-group conflict may arise to the detriment of the organisation as a whole. In order to help prevent conflict, the manager should attempt to stimulate a high level of communication and interaction between the teams, and to maintain harmony. Rotation of members among different teams should be encouraged. The manager should attempt to avoid the development of 'win-lose' situations. Emphasis should be placed on overall objectives of the organisation goals. These are goals over and above the issues at conflict and which, if they are to be achieved, require the co-operation of the competing teams. To get practical results, three interviews were provided with three managers of Microsoft Research center. Prior to each formal interview, I explained the purposes and nature of the interview to each individual. They were interviewed using an identical set of prepared questions. Interview questions for managers: 1. What is the size of your team 2. Can your say that your team is dynamic Explain. 3. What factors play a crucial role for the dynamic team Why 4. What is the role of climate and culture in your team 5. What is the nature of your teamwork 6. What is the role of individuality in your team 7. What methods do you usually use to avoid conflicts 8. What factors do you address to increase productivity level (participation) 9. What additional comments would you like to add to the interview Results 1. The size of the first team is 10 persons. Mr ___________. admitted that the identification of the key skills, knowledge and attitudes is crucial in determining team dynamics. Identification of the level of competence and motivation already possessed by the mamabers in relation to that which they need to reach in their new work environment should be a starting-point in the design process. This is importance because it enables a clear focus to be established and standards of performance and behaviour to be put in place. He says that the organisation's culture was such that debriefing and encouragement constantly to improve were the norm. He says, "I enjoyed being a member of a team, most of all the shared responsibility and support received from one another". This person is now managing his own project. One key to team effectiveness is to define milestones and recognise their achievement in a team way. Team spirit and relationships take time to develop. Cohesiveness is more likely when members of a team are to gather for a reasonable length of time, and changes occur only slowly. A frequent turnover of members is likely to have an adverse effect on morale, and on the cohesiveness of the team. Development of interpersonal process skills help him to encourage a better understanding of one's own behaviour, the other person's point of view, communication processes and problem solving The size of the second team is 7 persons. The second respondent, Mr ________________ said that co-operation among members determines teams dynamics. Membership of the team can be a rewarding experience for the individual and can contribute to the promotion of morale. In order to develop the effectiveness of work teams he is concerned with those factors that contribute to team cohesiveness, or that may cause frustration or disruption to the operation of the team. He supposes that the manager needs to consider, therefore, both the needs of individual members of staff, and the promotion of a high level of team identity. Also, he admitted that compatibility of the members has a great influence on ten dynamics and effective performance. The more homogeneous the team in terms of such features as shared backgrounds, interests, attitudes and values of its members, the easier it is usually to promote cohesiveness. Variations in other individual differences, such as the personality or skills of members, may serve to complement each other and help make for a cohesive team. On the other hand, such differences may be the cause of disruption and conflict. He said that harmony and cohesiveness within the team are more likely to be achieved if personnel policies and procedures are well developed, and perceived to be equitable with fair treatment for all members. Attention should be given to the effects that appraisal systems, discipline, promotion and rewards, and opportunities for personal development have on members of the team. Attention to the composition of groups and to factors which affect team reduces dysfunctional conflict. Encouraging personal self-development is a key element for effective and dynamic teamwork. The size of the third team is 11 persons. The third interviewer, Mrs_______________ explained that the activities of teams cannot be separated from management and the process of leadership. The form of management and style of leadership adopted will influence the relationship between the team and the organisation, and is a major determinant of team cohesive- ness. In general terms, team dynamics affected by such things as the manner in which the manager gives encouragement to the team, offers help and support, provides opportunities for participation, attempts to resolve conflicts, and gives attention to both employee relations and task problems. For this reasons, Mrs________ pays a special attention conflicts resolution and climate within her team. The clarification and continual refinement of goals and objectives, role definitions and performance standards help to avoid misunderstandings and conflict. Careful and detailed attention to just and equitable personnel policies and procedures may help to reduce areas of conflict. Also, she added that the more successful the team, the more dynamics it is likely to be. Success is usually a strong motivational influence on the level of work performance. Success or reward as a positive motivator can be perceived by team members in a number of ways. For example, the satisfactory completion of a task through co-operative action; praise from management; a feeling of high status; achievement in competition with other teams; benefits gained, such as high wage payments from a team bonus incentive scheme. In her team, the degree of dynamics is affected also by the manner in which teams progress through the various stages of development and maturity. This co-operation and adherence to team norms can work against effective organisational performance. Attempting to change the culture of the team into that of an intentional team in not easy. The intervention strategy is likely to be perceived as threatening to members of the team. She suggests that successful intervention involves the comparisons of perceptions and understandings in order to provide a thoughtful summary of the team's perceptions which is accepted by the members. This requires sensitivity to the anxiety of team members and the forces that mitigate against change. In managing the team, Mrs____________ takes into account culture as a major factor in the appropriateness of management's methods of motivation. In addition to arrangements for the carrying out of organisational processes, management has a responsibility for creating a climate in which people are motivated to work willingly and effectively. It teams dynamics, it is more something which is felt. She supposes that team dynamics is characterised, therefore, by the nature of the people-organisation relationship and the superior-subordinate relationship. These relationships are determined by interactions among goals and objectives, formal structure, the process of management, styles of leadership and the behaviour of people. It is possible to conclude that the characteristics of team dynamics are not always easy to isolate clearly. The underlying feature is a spirit of co-operation in which members work well together as a united team, and with harmonious and supportive relationships . This may be evidenced when members of a team exhibit: a belief in shared objectives; a sense of commitment to the team; acceptance of team values and norms; a feeling of mutual trust and dependency; full participation by all members and decision-making by consensus; a free flow of information and communications; the open expression of feelings and disagreements; and the resolution of conflict by the members themselves. Case studies and interviewers show that organisational climate will influence the level of team dynamics which members of the organisation bring to bear on their work performance and personal relationships. Morale, however, is another general concept which is difficult to measure objectively. A carefully designed and conducted attitude survey may help to establish the feelings of staff on factors contributing to organisational climate. When morale is low, and feelings of frustration or alienation are found to exist, it is important that positive action is taken to remedy the causes. References 1. Campbell, D. J. Organizations and the Business Environment. Oxford: Butterworth-Heinemann, 1997. 2. Cohen, S.G., Bailey, D.E. "What makes teams work: team effectiveness research from the shop floor to the executive suite" Journal Of Management. May-June, 1997. Available at: http://www.findarticles.com/p/articles/mi_m4256/is_n3_v23/ai_20147089 3. Dell Builds a Framework for Success. 2005. Available at: http://www.dfma.com/news/dell.htm 4. Dell Inc. Company profile. Available at: http://biz.yahoo.com/ic/13/13193.html 5. Gibbs, M., Beer, M. 1991. Apple Computer (B). Managing Morale and Corporate Culture Harvard Business School, pp. 1-18. Handy,C. B. Understanding Organisations. London: Penguin, 1993. 6. Lafley, A.G. (n.d.) Getting Procter & Gamble Back on Track .Available at: www.rotman.utoronto.ca/integrativethinking/Lafley.pdf 7. Procter & Gamble creates a collaborative community (2005). http://www.ugs.com/about_us/success/pg.shtml Stress management: stress at work, stress management techniques, stress reduction and relief. Available at: : http://www.businessballs.com/stressmanagement.htm Sterman, J. D., Business Dynamics: Systems Thinking and Modeling for a Complex World, Irwin McGraw-Hill, New York, 2000. Team Dynamics Defining the Team Essentials for Team Success. 2004. Available at: http://www.bestfittype.com/teamessentials.html 8. Teamworking: an implementation manual. 2001. Available at: http://www.smartlink.net.au/library/teamsman/teamsman.htm 9. www.ford.com 10. www.daimlerchrysler.com Microsoft Research Center. Available at: http://research.microsoft.com/aboutmsr/labs/sanfrancisco/default.aspx San Francisco Bay Area Research Center 455 Market St. #1690 San Francisco, CA. 94105, USA Read More