Teamwork

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Teamwork

• Collaborate with others towards achievement of
  specific objectives

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Team work explained
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Introduction

• Teams are the basic unit of performance in most
  buss
• Must be unity or team will fail
• TEAM - Together Everyone Achieves More

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Types of teams

• 1. Informal teams
• Common interests or goals
• Group of friends, running club etc
• In buss, people lunch together, form action
  cricket team etc
• Fiercely loyal, own code of conduct, protect each
  other interest

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Advantages of informal teams

1. Sense of identity
2. Friendship and support
3. Like minded people
4. Part of informal communication network-grapevine

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Formal Teams

• Created by management
• Achieving the goals of the buss
• Achieve outcomes such as
• Produce work
• Develop new ideas
• Manage a process
• Resolve conflict
• Improve working conditions and motivation of
  employees

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Benefits

1. Increased motivation and productivity
2. Decreased cost and wastage
3. Improved decision making
4. Less duplication of efforts
5. Greater flexibility and the ability to adapt to
   change

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Team characteristics and group identity

• Teams that have gelled have the following
  characteristics
• Identifiable membership
• A shared sense of direction
• Interaction
• Act in a cohesive manner towards a common aim
• Sense of identity can become very strong

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Putting a team together

• Simple team
• Leader, Doer, Thinker, Carer
• Belbins model
• Enables people to identify not only their primary
  role, but also their strengths and weaknesses
• Different roles for a team to work effectively
• Small team, duplication of roles to accomplish
  goals

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Problems re workload

• Role overload
• Takes on more than he/she can take
• Role conflict
• More than one member wants to play a certain role
• Role ambiguity
• Lack of clarity between the roles members are
  expected to play
• Team size is NB. Teams of 4 or less, sharing of
  roles must occur.
• Teams must adapt to the restrictions imposed by
  its resources

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Team dynamics (Stages)

• Forming
• Unrelated members are allocated or spontaneously
  come together
• Storming
• volatile stage
• team members are finding their roles
• ideas, discussions, disagreements, dissention

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• Norming
• calm after the storm
• team starts to gel, work together
• team roles assigned
• unworkable ideas discarded
• team briefing will occur to allocate roles etc
• Performing
• actual work is done
• members move off to perform tasks, break into
  sub-teams
• barriers and problems are addressed
• long stage, depending on nature of staff

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• Adjourning (Mourning, transforming)
• disband when task is completed
• unsuccessful, period of mourning, reflect and
  ask questions
• successful, period of celebration,
  achievement-reflection
• team will reform and start a new project

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Team briefing

• Communication of goals and processes is not
  effective, team members cannot work together to
  achieve the aims
• Team briefings
• Short and to the point
• Clear in comm roles, aims and responsibilities
• Timelines and expected outcomes
• Led by team leader
• Avoid non-specific discussions
• Allow for questions to be asked
• Be motivational and inspire members
• Assist individuals to cope with change and
  inovation

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Measuring the effectiveness of a team

• Page 14 in textbook
• If every team member puts in just a little more
  effort, the combined effect of their efforts
  would be massive.

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Empowering teams

• In SA we think empowerment is BEE or BBBEE
• Empowering employees can be very effective in
  gaining their cooperation and loyalty
• Move from autocratic to democratic management
• Give employees more opportunities to make
  decisions or contributions to buss
• Will improve creativity and commitment, save time
  and wastage of resources, make better use of
  talents, build self-esteem and create a sense of
  achievement

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To empower employees

1. Adequate training
2. Sufficient resources
3. Climate of trust and acceptance of innovative
   thinking
4. Back up systems such as admin
5. Incentives, rewards, praise, acknowledgement
6. Creating structures within which employees can
   operate successfully

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Managing Working Relationships in Teams

• Organisational culture
• Buss have personalities, linked to type of
  industry
• advertising companies are more informal
• legal more formal
• Prejudice
• Brought into the group by each member
• members do not know each other, having
  preconceived ideas
• Religion, race, culture

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• Values
• conflict will arise if the individuals values is
  not the same as the buss
• Diversity
• embracing diversity helped SA
• managing diversity is not about eradicating
  differences, but celebrating them but using them
  to stimulate creativity
• diverse people bring more ideas to a brainstorm,
  have more contact and come up with better
  solutions

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• Beliefs
• brought into the group by each member
• influence the way in which that group member
  will react to issues
• Past experience
• greatest time wasters is people who reinvent the
  wheel
• storming stage members will inform the team of
  any past experience
• group can note it as a potential future resource
  they can draw on

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A Manager NEEDS to MANAGE CONFLICT

• Ability to deal with change
• Tolerance regarding inclusivity and cultural
  diversity
• Communication skills
• Ability to think and act strategically
• Emotional intelligence
• Values and Ethics

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TOOLS TO MANAGE CONFLICT

• Negotiation
• Smoothing
• Forcing
• Avoidance
• Compromise