teams are a group of individuals working together to achieve goals.
A group is not always a team. Teams usually have members with complementary skills and generate synergies through a coordinated effort that allows each member to maximize their strengths and minimize their weaknesses. Naresh Jain (2009) claims:
Team members need to learn how to help each other, helping other team members realize their true potential, and create environments that enable everyone beyond their limitations. Teams can be broken into from large teams or one large group of people, even if these smaller secondary teams are temporary.
A team becomes more than just a collection of people when a strong sense of shared commitment creates synergies, resulting in greater performance than the amount of performance of each member.
Thus, teams of game players can shape (and reshape) to practice their craft/sport. Logistic transportation executives can choose a team of horses, dogs, or oxen for the purpose of carrying passengers or freight.
While academic research on teams and teamwork has grown consistently and has shown a sharp increase over the past 40 years, the team's social diffusion and teamwork have really followed the volatile trend in the 20th century. This concept was introduced into business at the end of the 20th century, followed by popularizing the concept of team building. A different opinion exists on the efficacy of this new management mode. Some see "team" as a four letter word: overused and useless. Others see it as a panacea that recognizes the passion of the human relations movement to integrate what it feels as the best for the workers and the best for managers. Still others believe in team effectiveness, but also see them as dangerous because of the potential to exploit workers - in team effectiveness can depend on peer pressure and peer monitoring. However, Hackman argues that team effectiveness should not be seen only in terms of performance. Although performance is an important outcome, a truly effective team will contribute to the personal well-being and adaptive growth of its members.
Compare the more structured/skilled concepts of a crew, the advantages of formal and informal partnerships, or the existence of clearly defined but time-limited task forces.
Video Team
Ukuran, komposisi, dan formasi tim
Team size and team composition affect team processes and team results. The optimal size (and composition) of the team is debated and will vary depending on the task at hand. At least one study on problem solving in the group showed optimal group size on four members. Another work estimates the optimal size between 5-12 members or a number of members who can consume two pizzas. The following extracts were taken from Chong (2007):
- Team interest gained momentum in the 1980s with the publication of Belbin's (1981) work on successful teams. Research into teams and teamwork follows two lines of questions. Authors such as Belbin (1981, 1993), Woodcock (1989), Margerison and McCann (1990), Davis et al. (1992), Parker (1990), and Spencer and Pruss (1992) focus on team roles and how team performance is affected. These studies show that team performance is a function of the number and type of roles that team members play. The number of roles for optimal performance varies from 15 (Davis et al., 1992) to four (Parker, 1990). This variation has been linked to how roles are defined. Lindgren (1997) believes that, in a psychological social sense, 'role' is a behavior that is shown within the limits set by the outside world for a person's job position for example. leaders, managers, supervisors, workers, etc. Personality traits, on the other hand, are internally driven and relatively stable over time and in various situations. These characteristics affect behavior patterns in a predictable way (Pervin, 1989) and, on many levels, become part of the definition of 'role' as well.
- Other inquiry paths focus on measuring the team's 'effectiveness'. Authors like Deihl and Stroebe (1987), Gersik (1988), Evenden and Anderson (1992), Furnham et al. (1993), Cohen and Ledford (1994) and Katzenbach (1998) are concerned about high performing teams and objective measurement of their effectiveness. McFadzean (2002) believes that the emergence of a number of team effectiveness models is an indication of variables such as personality, group size, work norms, status relationships, group structure, etc. That can impact on 'team effectiveness' and measurement.
David Cooperrider points out that the larger the group, the better. This is because larger groups are able to solve the whole system problem. So while a large team may be ineffective at performing a given task, Cooperider says that the relevance of the task should be considered, as determining whether the team is effective first requires identification of what needs to be resolved.
Regarding the composition, all teams will have elements of homogeneity and heterogeneity. A more homogeneous group, the more cohesive it will be. The more heterogeneous the group, the greater the perspective difference and the increased potential of creativity, but also the greater the potential for conflict.
Team members usually have different roles, such as team leaders and agents. Large teams can be divided into subteams as needed.
Many teams undergo life cycle stages, identified by Bruce Tuckman as: shaping, storming, demonstrating, performing and ending.
Maps Team
Type
The most important is the concept of different types of teams.
Interdependent and independent
One common difference is taken between interdependent and independent teams. The difference is determined by the actions the team performs while working.
Interdependent team
The rugby team provides a clear example of an interdependent team:
- no important tasks can be completed without the help and cooperation of each member;
- in their team members usually specialize in different tasks (running the ball, kicking the target and feeding the scrum), and
- The success of each individual can not be separated from the success of the whole team. No rugby player, no matter how talented, ever won the game by playing alone.
Independent team
On the other hand, path and field teams are classic examples of independent teams:
- race is executed, or points are scored, by individual or by partner
- everyone in a particular job performs essentially the same action
- how one player's performance has no direct effect on subsequent player performance
If all members of each team perform the same basic tasks, such as students who are working on problems in the math class, or outside sales employees who make phone calls, then chances are this team is an independent team. They may be able to help each other - perhaps by offering advice or practice time, by providing moral support, or by helping in the background during busy times - but the success of each individual is primarily due to the efforts of each individual. Runners do not win their own race just because other team members do it, and math students do not pass the test just because their neighbors know how to solve the equation.
In the business environment, traditional sales and professional teams (such as doctors, lawyers, and teachers) work in independent teams. Most of the teams in business settings are independent teams.
Train the differences between interdependent and independent teams
Coaching an interdependent team like a football team would require a different approach than coaching an independent team like a gym team, as the costs and benefits for individual team members - and therefore the intrinsic incentives for positive team behavior - are very different. Benefits of interdependent team members to get to know other team members socially, from developing trust with each other, and from conquering artificial collective challenges (such as those offered in off-line strings courses). Interdependent teams respond well to collective rewards, and independent teams work better with individual rewards.
Hybrid teams and hybrid awards, which try to combine the characteristics of both, are sometimes created in hopes of getting the best of both types. However, instead, they tend to produce negative features of each and no benefits, and consequently under performance.
Press the team to be independent or interdependent, on the grounds that management has decided that one type is intrinsically better than the other, resulting in failure. The nature of the team is defined by the type of work performed, and not by the wishes of management or by the latest mode management mode.
Multidisciplinary and interdisciplinary
Teams in work areas or learning as in the medical field, may be multidisciplinary or interdisciplinary .
The multidisciplinary team involves several professionals who independently address the various issues that the patient may experience, focusing on the issues they specialize in. The issue being addressed may or may not be related to other issues handled by individual team members.
The interdisciplinary team approach involves all team members working together toward the same goal. In an interdisciplinary team approach, core team members often combine, taking on tasks normally filled by people in different roles in teams. The common interdisciplinary team approach popularized by IDEO is a Balanced Team. IDEO interprets a balanced team as a composition of three discrete factors: desire, worthiness, and survival. These three factors are assumed through human resources/design-oriented, technically oriented resources, and business-oriented resources.
Category by subject
Although the concept of the team is relatively simple, social scientists have identified many different types of teams. In general, the team acts as an information processor, or takes a more active role in the task and actually performs the activities. Common categories and team subtypes include:
Executive team
An executive team is a management team that devises an activity plan and then directs this activity (Devine, 2002). An example of an executive team is a construction team that designs a blueprint for a new building, and then guides building the building using this blueprint.
Team command
The purpose of the command team is to combine instructions and to coordinate actions between management. In other words, the command team serves as the "middle man" in the task (Devine, 2002). For example, a courier at a construction site, delivering instructions from the executive team to the builder, will be an example of a command team.
Project team
A team that is only used for a certain period of time and for a separate and concrete purpose, often known as a project team. This team category includes subtypes of negotiations, commissions, and design teams. In general, this team type is multi-talented and consists of individuals with expertise in various fields. The members of this team may come from different groups, but receive assignments for the same project activity, allowing outsiders to see them as one. In this way, team settings supposedly facilitate the creation, tracking, and assignment of a group of people based on the project at hand. The use of the "team" label in this example often has no relationship to whether employees are working as a team.
Advisory team
The advisory team advises on the final product (Devine, 2002). For example, the quality control group on the assembly line will be an example of an advisory team: they can examine the resulting product and advise on how to improve the quality of the item being made.
Work team
The work team is responsible for concrete actions in creating real products and services (Devine, 2002). The actual worker on the assembly line will be an example of the production team, while the waiters and waiters at the restaurant will be examples of the service team.
Action team
The action team is a very specialized and coordinated team whose actions are heavily focused on producing a product or service (Devine, 2002). The NFL football team will be an example of an action team. Other examples occur in the military, paramedics, and transportation (eg, crew
Sports team
The sports team is a group of people who play sports (often team sports) together. Members include all players (even those who wait their turn to play), as well as support members such as team managers or coaches.
Virtual team
The development of information and communication technology has seen the emergence of virtual work teams. The virtual team is a group of people who work interdependently and with the common goal across space, time, and organizational boundaries using technology to communicate and collaborate. Virtual team members can be found in a country or around the world, rarely meet face-to-face, and include members from different cultures.
In their 2009 literature review paper, Ale Ebrahim, N., Ahmed, S. and Taha, Z. add two major issues to the definition of virtual teams: "as a small temporary group of geographically dispersed knowledge workers, organizations and/which coordinate their work primarily with information technology and electronic communications to complete one or more organizational tasks ". Many virtual teams are cross-functional and emphasize solving customer problems or generating new work processes.
The US Department of Labor reported that in 2001, 19 million people worked from home online or from other locations, and that by the end of 2002, more than 100 million people worldwide would work outside of traditional offices.
Cognition team
The cognitive team has been defined as an "emerging state that refers to the way in which the essential knowledge for team functions is organized, represented, and distributed within teams." This emerging state can manifest in two ways. The emergence of compromises occurs when individual-level cognitions are similar in form and function to their manifestations at the team level. The appearance of compilations, on the other hand, represents a greater level of synergy among team members and represents new team level constructs. Thus, the higher level of occurrence of compilations is more closely related to the process and team performance than the appearance of the composition.
Research into team cognition focuses on how teams develop mental models and transactive memory systems. The mental model refers to the degree to which team members have the same cognitive understanding of situations and performance goals that include a common representation of the task. Transactive memory systems relate to how knowledge is distributed among team members and taken in a coordinated manner, the way team members rely on the knowledge possessed by other members and how the sets of knowledge are differentiated within the team. The emergence of team cognition is thought to affect team effectiveness as it can influence the behavioral process, motivational circumstances, and team performance positively.
The cognition team consists of two broad types of content. The task of the associated model is related to the knowledge of the main tasks and resources the team has. The team-related model refers to interaction and interdependence among team members.
Team effectiveness
Team building is most appropriate for difficult, complex and important tasks. This type of task is often beyond the skills and abilities of each individual. However, team building to complete such tasks does not guarantee success. Instead, the proper implementation of the team is positively related to member satisfaction and increased effectiveness. Organizations that want to receive benefits provided by the team need to carefully consider how teams are built and implemented. Often, teams are created without training each member to develop the skills needed to work well in team settings. This is very important, because teamwork can be cognitively and interpersonally demanding. Even when a team is composed of talented individuals, these individuals must learn to coordinate their actions and develop functional interpersonal interactions. In their review of relevant scientific literature, Kozlowski and Ilgen show that such training can be of great benefit to team effectiveness. Finally, teams are more likely to succeed when they are fully supported by the organization
Not all groups are team
Some people use the word "team" when they mean "employee". The "sales team" is a common example of this loose use or perhaps euphemism, despite interdependencies within the organization, and sales groups may be disappointed by poor performance in other parts of the organization where sales depend, such as delivery, after-sales service, etc. However, "sales staff" is a more accurate description of typical settings.
The Group evolves into a team in four stages:
- dependence and inclusion
- against dependence and fight
- trust and structure
- works
In the first stage, group development is characterized by the dependence of members on the appointed leader (identical to 'Formation' in the Tuckman model). In the second phase, the group attempts to free itself from its dependence on leaders and groups having conflicts about goals and procedures (identical to the 'Storm' in the Tuckman model). In the third stage, the group managed to work through conflict (identical to 'Norming' in the Tuckman model). And in the last stage, the group focuses on team productivity (identical to 'Performing' in the Tuckman model).
One aspect of the team that can distinguish them from other groups is their degree of autonomy. Hackman developed a hierarchical autonomous team model consisting of four levels of team self-management. This is envisioned along the continuum, starting with a team led by a manager where team members complete the required tasks but someone outside the team performs executive functions. Next in the hierarchy is the self-managing team, followed by the self-designing team. Finally, at the top of the hierarchy, comes the self-regulating team. This model describes four different types of controls that a fully self-managing team can have. This includes control over task execution, monitoring and management of work processes, control over team design and performance, and overall team direction management.
To understand how teams deliver extra performance, we need to differentiate between teams and workgroups. The performance of the working group consists of individual results of all individual members. Team performance consists of individual results and collective results. The team produces the product/work result despite the combined contribution of the team members. This is what makes the team's collective performance greater than the sum of all the best performing individual members. In short, the team is more than the sum of its parts.
See also
References
- Devine, D. J. (2002). Overview and integration of classification systems relevant to teams within the organization. Group Dynamics: Theory, Research, and Practice, 6, 291-310.
- Forsyth, D. R. (2006). Team. In Forsyth, D. R., Group Dynamics (5th Ed.) (P. 351-377). Belmont: CA, Wadsworth, Cengage Learning.
Source of the article : Wikipedia
0 Comments