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CHARACTERISTICS AND DIVERSITY - Coggle Diagram
CHARACTERISTICS
AND DIVERSITY
Team types
Parallel teams
Composed of members from various jobs who provide recommendations to managers about important issues that run “parallel” to the organization’s production processes.
Parallel teams require only part-time commitment from members, and they can be permanent or temporary, depending on their aim
Project teams
Members of some project teams work full-time, whereas other teams demand only a part-time commitment.
Product design team, research group, planning team are specific examples for project team.
Project teams are formed to take on “one-time” tasks that are generally complex and require a lot of input from members with different types of training and expertise.
Management teams
Management teams participate in managerial-level tasks that affect the entire organization.
Management teams are responsible for coordinating the activities of organizational subunits—typically departments or functional areas—to help the organization achieve its long-term goals.
Action teams
Action teams perform tasks that are normally limited in duration.
Some types of action teams work together for an extended period of time.
Work teams:
Work teams, which is designed to be relatively permanent.
Team members inspect each other’s work, and when they see a problem, they stop the line until they are able to resolve the problem.
Work teams designed to be relatively permanent. So, a self managed work team, production team, maintenance team, and sales team are specific examples for a work team.
SUMMARY
Teams can also be described using the nature of the
team’s interdependence with regard to its task, goals, and outcomes.
Teams can be described in terms of their composition. Relevant member characteristics include member roles, member ability, member personality, member diversity, and team size.
Teams can be described by categorizing them as a work team, a management team, a parallel team, a project team, or an action team.
Teams go through a progression of five stages shown in the top panel
Norming
Members realize that they need to work together to accomplish team goals, and consequently, they begin to cooperate with one another.
Feelings of solidarity develop as members work toward team goals.
Performing
Members are comfortable working within their roles, and the team
makes progress toward goals.
Storming
Members remain committed to ideas they bring with
them to the team.
This initial unwillingness to accommodate others’ ideas triggers conflict that negatively affects some interpersonal relationships and harms the team’s progress
Adjourning
Members experience anxiety and other emotions as they disengage and ultimately separate from the team.
Forming
Members orient themselves by trying to understand their
boundaries in the team.
Members try to get a feel for what is expected of them, what
types of behaviors are out of bounds, and who’s in charge.
Team composition
Member personality personality
Group members also possess many different personality traits in terms of personality and cultural values. Individuals have salient characteristics that influence the roles that team members take on.
Member diversity
The effect of diversity on teams is difficult because there are so many different characteristics that can be used to categorize people apart from the obvious differences between people in their physicality.
Member ability
Team members possess a wide variety of abilities. Depending on the nature of the tasks involved in the team’s work, some of these may be important to consider in team design.
Team size
Three group members are necessary and sufficient for groups to perform better than the best of an equal number of independent individuals
Member roles
Team task roles
Team task roles refer to behaviors that directly facilitate the accomplishment of team tasks.
Team-building roles
Team-building roles refer to behaviors that influence the quality of the team’s social climate.
Leader–staff teams
Leader–staff teams, the leader makes decisions for the team and provides direction and control over members who perform assigned tasks, so this distinction makes sense in that the responsibilities of the leader and the rest of the team are distinct.
Individualistic roles
Individualistic roles reflect behaviors that benefit the individual at the expense of the team.
Task-focused
Task-focused activities that define what the individual members are expected to do for their team.
Team interdependence
Goal interdependence
Defined as a situation in which members of a group share common goals, is one of the most widely studied forms.
A high degree of goal interdependence exists when team members have a shared vision of the team’s goal and align their individual goals with that vision as a result
Outcome interdependence
Relates to how members are linked to one another in terms of the feedback and outcomes they receive as a consequence of working in the team
Task interdependence
Task interdependence refers to the degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team.