team is a group of people management
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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
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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 Hawthorneexperiments. 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. Themembers 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)
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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
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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 thespecified 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 whichdifferentiates 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)
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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
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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 onproductivity. (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 yourorganization'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 teamThe 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)
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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 sametasks 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 newperspectives 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)
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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.