definition of the words:
team: teamwork can be defined in terms of a team’s ability to display skills involving error
identification and resolution. (McCallum A, et al 1989)
group: A number of people or things that are located, gathered or classed together.
are an aggregate of people with their own thoughts ideas and goals.
evolve from groups
teams tend to be more cohesive. teams focus on on achievement of collective groups.
loyalty is essential within a team
teams perform at a higher level.
Hargie, Dickson and Tourish 2004 says ‘’ an essential feature of teams is that the members co-operate to achieve jointly agreed goals.
katzenbach and smith 1993 defines a real team as
’’ a small number of people with complementary skills who are committed to a common purpose, performance, goals and an approach for which they hold themselves mutually accountable’’
characteristics of successful teams
the team should have genuine connectivity, rather than a random cohort.
should have a specific task
should have specific goals/objectives
should have clear boundaries
specified authority to manage their processes
membership stability over a reasonable time
interaction and feedback
roles should be complementing each other not clashing.
why managing teams matters
if an organisation wants to work effectively, or beat their competitors it needs to influence not only how people work but also how people work together
teams can be more or less than the sum of their parts
belbins nine team roles
PLANT- creative, imaginative, unorthodox, innovator, but they tend to have poor communication skills and they can be tempramental.
implementer: these are the people who put ideas into action and they are strong on method. however they are inflexible, they require fair plans to be able to work, and they don’t like change.
completer/finisher: They have a good attention to detail, they often deliver the goal on time. however they tend to be an introvert and worrier, they wont delegate and they dislike casuality. DELEGATE- A PERSON SENT OR AUTHORISED TO REPRESENT OTHERS, IN PARTICULAR AN ELECTED REPRESENTATIVE SENT TO A CONFERENCE.
Monitor/evaluate- they are good at critically analysing things, they are strategic and they provide options. on the other hand, they lack drive and inspiration and they can put dampners on mood and morale
resources investigator- they have many contacts, they are dynamic and are a fixer, but they can lose interest quickly and need controlling.
shaper- they have drive, they make things happen, they are dynamic and challenging. however they can get easily frustrated, they are impulsive and impatient and they need focus.
teamworker- they promote team harmony and they build on ideas. however they can be indecisive, they avoid conflict and they avoid commitment.
coordinator- they clarify goals and promote good communication but they can be manipulative and they may let others do the work.
specialist- they provide rare skills and are self starting/focused, but they have a narrow view and contribution and they are weak communicators.
mode of thinking in which individual members of small cohesive group tend to accept a viewpoint or conclusion that represents a perceived group consensus, whether not the group members believe it to be valid, correct, optimal.
the eight symptoms of groupthink (janis 1972)
illusion of invulnerability
belief of inherent mobility
stereotyped out groups
direct pressure on dissenters
illusion of unanimity