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Block 2 Assumption, Beliefs and Values in Organisational Development

Unit 2 Team And Teamwork

1. Differentiate between teams and groups

Teams are characterised by interdependent members who are accountable for each other's performance. They have common goals and a commitment to achieving them. The performance depends on both individual and collective contributions.

Groups consist of individuals who interact and influence each other, but see themselves as separate entities producing individual outputs. They are not necessarily working towards a common goal and their performance depends on the work of individual members.

2. Discuss various activities carried out by teams:

1. Problem Solving: Teams meet regularly to examine work-related issues and develop solutions. Quality circles are a part of this team activity.
2. Organising: Teams may be formed to organise seminars, conferences, training programmes, and HR functions.
3. Producing: Teams can be involved in the production of goods or services, whether for existing or new products.
4. Inspecting: Teams evaluate and analyse problems, accidents, or strategies.
5. Linking: Teams serve as a bridge between different groups within an organisation, such as management and employees.

3. Explain the concept of team work:

Teamwork is when team members work together, using their individual skills to achieve a common goal. Team members support each other and contribute collectively. The goal must be clear and specific for the team to work effectively.

4. Discuss any two problems affecting team work:

1. Lack of clear communication: poor communication amongst team members can create problems.
2. Unclear goals: If the team’s goals are not clearly defined or understood, it is difficult for members to work collectively towards their achievement.
3. Interpersonal issues: Problems arising from poor interpersonal relationships can affect teamwork.

5. Highlight any three ways of enhancing team work:

• Optimal Team Size: Having the right number of members (ideally between 4-12) can enhance coordination and communication within a team.
• Focus on Skills: The team members should possess a combination of technical, problem-solving, and interpersonal skills.
• Training: Regular training in technical or interpersonal skills is necessary.
  • Team leaders should share power, provide information, and empower team members.
• Clear Communication and Expectations: Team leaders should ensure clear communication, set expectations, and maintain good interpersonal relationships among team members.

6. Discuss Role Analysis Techniques as a team intervention strategy:

• Role Analysis Technique (RAT) helps team members to understand their roles and responsibilities within the team and what is expected of them by others.
• It involves structured meetings where team members clarify their duties, responsibilities and expectations.
• A written summary is maintained.
• This technique is useful for new teams and teams with role ambiguity.

7. Describe team and team work and explain their significance in organisations:

1. A team is a group of individuals working together with a common objective, sharing accountability, and utilising their collective skills to achieve a common goal.
2. Teamwork occurs when team members collaborate and support each other to achieve this goal.
3. Significance: Teams are more effective in problem-solving, decision-making, and achieving goals compared to individuals. They also facilitate employee involvement, enhance motivation, and provide a support system.

8. Highlight the stages of team development:

• Forming: Team members get to know each other and establish a rapport.
• Storming: This is not mentioned in the unit, but is a stage where the team may face conflicts and power struggles. (Not explicitly in the sources).
• Norming: This is not mentioned in the unit but is a stage where team members start to develop norms and expectations. (Not explicitly in the sources)
• Performing: The team is ready to face complex tasks and achieve team goals effectively, after developing interpersonal relationships.
• Adjourning: This final stage is relevant for temporary teams where members wind up activities.

9. Explain various types of teams:

• Problem-solving teams: Focus on analysing work-related problems and finding solutions.
  • Quality circles can be used for solving issues related to quality, productivity, or costs.
• Cross-functional teams: Composed of members with diverse skills and expertise.
• Self-managing teams: Provide employees with the opportunity to function independently and take responsibility.
• Virtual teams: Not mentioned in unit 2, but can be inferred as a team using technology to perform their tasks and communicate.

10. Discuss in detail the characteristics of high performing teams:

• Strong Core Values: They have core values that guide their behaviour and performance.
• Shared Purpose: Team members share a sense of purpose to achieve the team objectives.
• Performance Standards: They set high performance standards and evaluate their performance regularly.
• Diverse Skills: These teams often consist of members with diverse skills.
• Creative Thinking: High performing teams engage in lateral and creative thinking.
• Rewards: These teams should be rewarded for their high performance.

11. Explain various barriers to effective team work and suggest suitable solutions to enhance teamwork:

• Barriers:
  • Communication Issues: Unclear or poor communication amongst team members, can be a barrier.
  • Unclear Goals: Vague or poorly defined goals create confusion and hinder collaborative efforts.
  • Lack of trust: A lack of trust amongst team members can be a major barrier.
  • Interpersonal conflicts.
• Solutions:
  • Clear Goals: Ensure goals are clearly defined and well-understood by all team members.
  • Optimal team size: Team size should be optimal for effective work
  • Focus on skills: Members should have a combination of technical and interpersonal skills.
  • Training: Regular training and development should be provided to team members.
  • Effective Leadership: Leaders should empower team members, encourage participation, and clarify roles and expectations.
  • Intervention strategies: Implement team intervention strategies such as role analysis to address specific issues.

12) How do we create a high-performance team?

• Setting High-Performance Standards: Management should set clear and specific goals for teams and communicate these effectively.
• First Team Meeting: The initial meeting is crucial for building rapport among team members and between the team and management. Specific goals and expected performance should be stated.
• Creating a Sense of Urgency: Establishing time limits for goal achievement fosters commitment among team members. They should be involved in planning and setting smaller goals with deadlines to efficiently achieve objectives.
• Selecting Members with the Right Skills: Teams should include members with diverse skills, good communication, interpersonal, and leadership abilities, matching the goal set for the team.
• Establishing Clear Rules and Norms: Team members need to be aware of their limitations and expected behaviours, which can be communicated in the first meeting.
• Ensuring Regular Team Meetings: Regular meetings are important not only to work towards goals, but also to foster cohesiveness among team members.
• Providing Training: Orientation and training programmes should be organised to better equip team members with the knowledge needed for their tasks.
• Providing Support: Adequate support from management and the organisation is essential for effective team performance.
• Giving Positive Feedback: Management should regularly monitor and provide feedback to the team.
• Rewarding High Performance: Recognising and rewarding high performance encourages team members to perform better and set higher standards.

13) Explain the concept of Family Group Diagnostic Meeting.

A Family Group Diagnostic Meeting is a team intervention strategy designed to identify a team's problems without necessarily solving them during the meeting itself. It's a structured process with the following key elements:

• Purpose: The main goal is to identify the root causes of problems within a team, not to come up with immediate solutions.
• Setting: The meeting is usually held away from the regular work environment.
• Preparation: Prior to the meeting, a considerable amount of preparation is required to understand the nature of the team, the goals it has been assigned, and any potential issues.
• Sharing Diagnostic Information: During the meeting, diagnostic information is shared, problem areas are discussed, and attempts are made to generate a preliminary action plan. However, the focus remains on diagnosis, not on implementing solutions at this stage.
• Focus: The meeting is designed to identify problems, not solve them. A preliminary action plan may be created, but the focus is on diagnosis.

In essence, the Family Group Diagnostic Meeting is a fact-finding mission aimed at uncovering issues affecting a team's performance, which then lays the groundwork for developing effective intervention strategies. It is a step to understanding the nature of a team, identifying problem areas, and making a plan for the future, but is not a space for fixing the problems themselves.