Team Is A Group Of People

Published Date: 02 Nov 2017

The definition of a team is a group of people with complete set of complementary skills to complete a project or job. Members of the management team of the highly interdependent, sharing of power and responsibility to self management. They are also responsible for the collective performance, share awards and work towards a common goal. When a strong mutual commitment to creating synergies, resulting in better performance than the sum of its individual members, a team can become a collection of people. (Business Dictionary, 2013)

The complexity of the size of the team depends on the tasks to be completed. Ideally, a team should be composed of 7 to 10 members. Too many members would give rise to confusion and misunderstanding. (Management Study Guide, 2012)

It is not always that we need a team. The team should be formed in a somewhat complex task. Single brain sometimes does not separate all of the key decision-making, therefore set up team member contributions to the same task easier. The team can work miracles, if all of the team members work together. (Management Study Guide, 2012)

In this section will describe the four most common types of teams in an organization. They are problem-solving teams, cross-functional teams, self-managed work teams, and virtual teams.

Type of teams

Team can make the products, services, negotiate deals, and coordination of the project to provide advice and make a decision. According to Stephen and Timothy (2011), teams can be problem-solving teams, cross-functional teams, self-managed work teams and virtual teams. Problem-solving teams is five to twelve employees in the same department a few hours weekly meetings to discuss how to improve the quality, efficiency and environmental groups. These teams share ideas or suggestions on how to improve work processes and methods. They rarely have any powers of unilateral implementation of its recommendations. Some organizations have created a team not only to solve the problem, but implementation of the solution and accountable for results.

Cross-functional teams are a team of employees from the different areas of work in the same hierarchical level. They come together to complete a task. The cross-functional team of representatives brings together people from across the organization to cooperate with each other, in different tasks require the completion of a large project in effective way. Self-managed work teams to perform high correlation or interdependence of employment opportunities and take a responsibility of their former managers. In general, these missions planning and scheduling work, to make business decisions, assign tasks to members, taking action on the issue and work with customers and suppliers. Completely self-managed work teams even to choose their own members and to assess each other's performance. Importance reduced to supervisory positions and sometimes even eliminates. (Stephen and Timothy, 2011)

Virtual teams are teams that are described in the previous section to do their work face-to-face. Using computer technology, virtual team members scattered physically unite to achieve a common goal. They allow people to online collaboration if they leave the room or continents part by using communication links for example e-mail, wide-area networks and video conferencing. Virtual teams are so universal and technical progress so far, it may be a bit of a misnomer called "virtual". Despite the special challenges faced by their ubiquitous virtual team. They may be affected because there are direct interaction and less harmonious relationship between the members of the community. They cannot repeat the normal give and take a face to face discussions. (Stephen and Timothy, 2011)

How can the team become more effective?

Writing in 1989, Larson and LaFasto argued that the characteristics of effective teams. First the team must have a common goal and objectives. The objective of the team is clear. Take the time to express the team's performance targets and how the team to contribute to the success of the company. Even if the working group has existed for some time may never do so. If you are a new employer, you will put your own stamp on the common objectives of the group.

Secondly, clear each person's role in achieving a common goal. Define each person's contribution to the work of the group and the company overall goals. This must be done in concrete terms and not vague generalizations. For example, May in charge of overall project coordination and Sophia to take responsibility for writing the brochures. (Rudi, 2013) Thirdly, the team must have competent team members to contact people who use what they do. Confirm that the team of internal or external customer or are being carried out on the basis of the client's needs. In the educational environment, this means that the team members can solve their own level of knowledge. (Larson and LaFasto, 1989)

Fourthly, dealing with conflict. It is natural conflicts arising that when people work in groups. Team members can produce constructive ideas if conflict handled well. The right way to deal with conflict may contribute significantly of the team to team is different. Involves all team members should be given time to explain the problem. (Rudi, 2013) Sometimes team members will hurt each other's feelings, each other's offended, or irritate each other. Honest differences can become a personal and intense. Seems to be efficient workflow can be broken. So the team can get external support and encouragement. Motivate the team as good as it works with personal encouragement and praise. (Larson and LaFasto, 1989)

Finally, input of the team members at the meeting. Team members are mainly deal with their problems and propose to you, or do they directly interact with each other in meeting it? Encourage team members to ask for help and provide to each other, rather than channeling all through your. Team synergy achieved when team members feel comfortable speaking on the basis of creativity and the recommendations of other members of the team. (Rudi, 2013)

The Hawthorne Studies

The Hawthorne studies is to observe the motivation of the staff affected as much or more awareness and show concern, because it is by improving their working conditions. From 1927 to 1932 at Chicago's Western Electric's Hawthorne plant near the Hawthorne Studies. This series of studies, first by the Harvard Professor Elton Mayo and his colleagues Fritz Roethlisberger and William J. Dixon begins by examining the physical and environmental impacts in the workplace (such as light and humidity brightness) and lead and moved into a psychological such as broken group, work hours, stress management and leadership. (World Academy Online, 2010)

The first major study of the impact of different levels of lighting on productivity in the Hawthorne experiments. Researchers work lighting systems to manipulate a group of women in the region. Productivity is compared and measured with the other group (control group), the lighting remains unchanged. Increase as the lighting for the experimental group, rising productivity, but it is interesting to doing the control group productivity. Even the light weakens, the two groups continued to increase productivity. The researchers concluded do not have any relationship with the productivity of lighting. Finally, General Electric (GE) withdraws its sponsorship of the project. (World Academy Online, 2010)

Group Formation

Next, the characteristics of the five phases model of group formation. The first phase is forming. Forming characteristics is the purpose of the organization, structure and leadership of the great uncertainty. The members are trying to determine what type of behavior is acceptable and show some resistance. This resistance needs to be managed, elegant, humorous, and some team building activities. For example, team members can talk about the hopes and fears associated with the class. When members began to consider themselves as part of a group, this stage has been completed. (Jerald and Robert, 2009)

The storming phase is one of conflict between group’s members. Members accept the existence of the group but there are constraints on the personality of the resistance. Furthermore, one way to understand this phase is testing of members of the security and its relationship with the mentor. When comparing a clear understanding of leadership and hierarchy, this phase has been completed. (Jerald and Robert, 2009)

The third phase is norming. The norming is characterized by the development of close cooperation between the members have a strong sense of group identity. The cooperation will begin settlement with the lecturer. When this phase is completed, the group is a continuous structure and membership has absorbed a common set of expectations in appropriate and inappropriate behavior. (Jerald and Robert, 2009)

The fourth phase is performing. At this phase, the relationships and leadership of group problem has been resolved and the group is prepare to work. Fully developed will make the members dedicate the effort to complete the collective task. The last phase is adjourning. At this stage, the group ready to be dissolved. High performance is no longer the priority of the group. On the contrary, attention is directed to the parcel activities. Reaction of the group members in this phase is not the same. Some are optimistic and indulge in the group's achievements. Some may be depressed feelings and friendship of others loss of life during the working groups. (Jerald and Robert, 2009)

Group Structure

The group structure of the group with members to help them realize the relationship between the specified target patterns. The structure can be described in a variety of different ways. The group structure is the most important element of roles, status, norms, and cohesiveness. (Stephen et al, 2009)

Role is defined as attributable to a set of expected patterns of behavior of the people occupy a given position of a social unit. Roles include role identity, role perception, role expectation and role conflict. The identity of the role is the role of certain attitudes and behaviors. Role perception is the personal view of how he or she should be in the case of a given action. An expectation of the role is how people believe that a person should take action in a given case. However, conflict of roles is one of them facing different set of role expectations. For example, filial piety versus loyalty to the emperor. (Stephen et al, 2009)

Status defined of the society or to the members of the group or groups of other members which differentiates between the group members. According to the theory of status properties, the tendency of the status will come from one of three sources. First is the power of one person to lead to others. Second is a person's ability to contribute to promote the group's target. Third are the personal characteristics of the individual. (Stephen et al, 2009)

The norms are acceptable standards of behavior shared for members of the group. The norms can cover almost any group behavior. Perhaps the most common group norm is performance norms, appearance norms, social arrangement norm and allocation of resources norms. Performance norms determine to how hard they work, and how to complete the work, what should be the level of their output and what level is appropriate for being late. An appearance norm is the norm of what to wear. For example, when dress rules look lively and unspoken rules. The social arrangement norms are about friendship. For example, eating lunch with other people, whether to establish friendship and close the work. The allocation of resources to regulate the distribution and allocation of work materials. (Stephen et al, 2009)

Cohesiveness is members of the group are attracted to each other and the degree of incentive to stay in the group. This is an important concept because it is related to the performance and productivity of the group. But it can be used as a double-edged sword. It may raise or lower the work efficiency of the group depends on the target group (performance specification) is consistent with organizational goals. Study results showed the group cohesion in the relationship between productivity and group cohesion preside over the group nature of the performance norms. If the group is highly cohesive, more members will be in accordance with their goals. If the set of performance norms is high, (consistent with organizational goals the productivity and quality also will high, outsiders and non-member customer orientation) and cohesiveness in higher, more members will try to give their best for the implementation, so the group to achieve its goals. In contrast, if the group's performance norm, lower and high cohesiveness will have more members collude to suppress productivity. When this occurs, when cohesion unions decided not to implement optimally or resort "work to rule". When group cohesiveness lower and high-performance norm, there is likely to be a moderate improvement in productivity. However, when the group cohesiveness and performance norm both also lower, there could not be a significant impact on productivity. (Stephen et al, 2009)

The right environment for the facilitation of groups

The right environment is important part for the facilitation of groups. Trust is the basic tenants of all relationships, to establish an environment of trust is the most important things that you can create a good working environment. It is a concept must be reflected in you and your staff to do everything. Trust is doing what you said, being who you say you are and where you were going to do. It is about ensuring that you are responsible, reliable, accountable, and consistency for everything that they can rely on you display in your staff. Everyone listening, respect for each members and commend has said this is the best completion. An important aspect of communication open in order to meet your employees and your organization's philosophy, assignment, goals and values​​ of the discussion. Asking for their opinions and ideas, how they separate as a team help your unit to illustrate these. (Sandra, 2013)

Next is to build the teamwork spirit. Promoting the team felt each one of you must be communicated to all staff play an important role. When you create a team spirit and identity, the staff will see themselves as a group member for a goal instead of competing individuals. Finally, there is the physical environment. Do everything possible to ensure that your physical environment of the workplace is bright, attractive and clean. Please ensure that it is as much natural light as possible and each room for staff members have their own personal space. (Sandra, 2013)

The purpose of team

The purpose of created team is intended to provide a framework that will increase staff capacity in planning, problem-solving and decision-making to provide customers with better service. First of all is aimed a common goal of the team. Rather than focusing on one or two people, the team reached consensus on what needs to be done. Each team member brings her unique perspective and skills of the group. (Helen, 2013)

Next is to solve the problem. As the team is usually made up of different skills, one of the purposes of the teamwork is completely solve the problem. In addition to improving the efficiency of the team members are exposed to new ideas, knowledge and problem-solving methods from each other. This may result in an increasingly strong support and willingness to cooperate. (Helen, 2013)

Furthermore is cooperation. American Management Association, pointed out that the team spirit to meet the needs socialize with fellow employees. Effective team requires each member of the team needs to participate and listen. Everyone should have the opportunity to present their own ideas and opinions. Team members must learn to identify the best ways to work together in a peaceful manner and find common ground. The staff can better understand their colleagues are like and they have learned to establish a trust relationship. Employees may form a relationship between social. These relationships may become conducive to the future of the individual and team projects. (Helen, 2013)

A common team purpose in order to increase productivity. The more employees assigned to the same tasks in a shorter time to complete the work. For example, individuals may become difficult to manage workload during peak periods. In IT organization, teams might try to may attempt to resolve a staff of trouble tickets. The next day, the same team might try to solve a different staff workload. Team collaborative approach to ensure that customer’s problems are not left unresolved for a long time. (Helen, 2013)

How groups can benefit organizations?

How organizations can benefit from group? First is to improve the performance. Individuals, teams, and functional area performance increase is due to collective decisions become more solution-oriented, positive attitude to get results of the responsibilities and accountabilities of the action in order to get new perspectives necessary to improve results. (Phoenix Seminar, 2013)

The second is to increase the efficiency of production. Focus on goal setting, achievement of objectives and creative problem solving, efficient use of the available time combinations create submission to a high-priority task. A general state of mind and sense of urgency to achieve higher levels of productivity. (Phoenix Seminar, 2013)

The third is to improve the efficiency. When people have respect and appreciate the talents of each person bring to the team, you get to improve the channel of communication and decision-making. The results obtained beyond the personal agenda to plan and budget for interpersonal relationships. (Phoenix Seminar, 2013)

Finally, there understands the change. When individual understanding the change a role in their success, they are more willing to be a positive impact of the changes. Resistance to change is the stagnation of the efforts and the continuation of the status quo, rather than the sign of change in the purpose of a course of higher levels of performance. Individuals need a high degree of sensitivity of different roles in successful change. Active change creates a natural connection to goals and organization's strategies. (Phoenix Seminar, 2013)

Conclusion

Teams represent an important dynamic in the study of organizational behavior. Type of teams, purpose of team, group formation and group structure are the particular relevance to the study of organizational behavior. Group formation is explained the theoretically as a relationship among the activities.

Almost everyone in the workplace the work environment is likely to be one or more members of the team. Efficient team working can transform the working place. It can help create clear open channels of communication, provide individuals with purpose and sense of identity and improve the productivity.