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Team Work

The Organization Charts

Traditionally an authority is been delegated down from a top officer of organization to the Executive Vice Presidents who will in turn delegate the responsibilities to the levels of Directors until the responsibility is been accepted by the front-line Managers ultimately who are responsible for the workers performance in the department. Below this hierarchical structure of the organization, individual manager, “boss” personally decides who is there in a department and what will they do. A manager provides his/her workers all the information and the resources provided from the level above.

As the work becomes more and more complex, managers will often finds that more work can be achieved quicker with less effort and less time, if the workers do communicate and coordinate with each other as well as with their boss. This group of workers under the manager will form a team.


A Team
Team is a group consisting small number of people with the complementary skills who are committed to some common purpose, performance goals, and the approach for which they will hold themselves mutually accountable.

Team Charter and Mission

Charter for the team is written document which will formally defines a scope or the limits of a team and will confers authority to team — what the team is officially been allowed to do. Some of the charters also define outcomes expected from the group, such as a greater volume of the work produced, improvements in the efficiency, a better ratings for customer satisfaction, etc.

Team’s mission is team’s own purpose of why does it exists. It may be a written document or just informal. If the group lacks mission, teams approach might tend to be fragmented as each of the member will try to fill up the void of meaning by introducing person agenda of their own Thereby diffusing a team momentum toward the specific achievements.

The clear and the commonly accepted reason for why a team is together provides team the “touchstone” for a way the team identifies the issues to work on, it establishes the priorities, handles the conflicts, and makes the decisions.

The Team Size:
A conventional wisdom is that the teams will be most effective when they are small in size, usually not having more than 15 members in the team, and often will be between 5 and 10. Most effective teams achieve the balance between a diversity from the larger group and a dedicated focus which is more easily achievable in a small groups. Conventional thinking is larger and diverse the group is, it is more difficult (and the longer it takes) for them to come to the common agreement.

Self-directed Work Teams and the Flat Organizations:
The self managed teams will often use the different words to reflect changes to scope of the authority. Rather then having traditional manager who will direct people, self-managed teams will have coordinator who will facilitates work performance. This coordinator is elected from within the group to represent a group.

Less the number of managers flatter is the organizational structure, with a less layers between the top officer and a front-line workers.

Necessary foundation for the self-managed teams is a widespread personal individual adoption of the Continuous Process Improvement approach towards work. Ultimately the self-directed work team will thoroughly have to monitor and correct the work in the timely manner.

Team Interpersonal Skills

Engage With the Understanding

  • Recognizing the teamwork foundations

  • Understanding the communication styles of the team member

  • Creating the strategies for building up a team communication

Share the Constructive Feedback

  • Tuning into the communications cues

  • Planning and delivering the feedback

  • Handling the feedback effectively

Participate Actively In the Meetings

  • Planning for the productive meetings

  • Conducting the meetings effectively

  • Evaluating the meeting success

Resolve For the Consensus

  • Choose the conflict-resolution strategies

  • Accepting the team diversity

  • Applying all the team decision-making techniques

Solve the Team Problems

  • Implementing six-step problem-solving model

  • Applying all the problem-solving tools and the methods

  • Applying all the problem-solving model

Improving the Teamwork

A most guaranteed way of improving the teamwork is by applying the principles of the performance management to a group’s behaviors. This does involves these many basic steps:

  • Identifying what will the teamwork behaviors lead for the better performance (called TARGET behaviors)

  • Finding which of the teamwork behaviors that are currently being used (called CURRENT behaviors)

  • Undertaking the gap analysis between the target and the current teamwork behaviors, and also taking action to bring the current teamwork behaviors closer to a target

The Target Behaviors

One of the way to recognize the target teamwork behaviors is to complete a ITPQ (the Ideal Team Profile Questionnaire) instrument. This could be completed by a teams, peer groups, the customers, the staff, the senior management and some others to provide the wide range of views of which would make a team successful. This information will enables a team to:

  • Identify and also manage the conflicting expectations between them, say for example, the management and the customers.

  • Take the wide perspective while setting up the behavioral goals for themselves, which must improve the quality of those goals.

  • Facilitate the dialogue within a team and also with others outside a team on how to improve the performance.

The Gap Analysis

Once target and the current behaviors which are been identified, the team need to work out how to change their current behaviors to be more in line with a target. This will involve of assessing a behavioral gap and producing the action plan for a team to be implemented.

The Current Behaviors

A Current behaviors might be influenced by the factors, such as shown below:

  • An organizational culture

  • Preferences for the team members

  • The Current circumstances

  • Feedback from the people outside a team

  • And the many other factors

One of the way to identify the current behaviors is to complete MTR-i (which is Management Team Roles – indicator) instrument. This is been completed by a individuals within the team, and it will identify the roles which they are currently performing those can be aggregated to show the collective team behaviors.


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