Topics: Teamwork, Team, Team building Pages: 7 (2439 words) Published: June 3, 2013
Building effective teams doesn't just happen; it requires thought, action and perseverance. This essay is talking about how effective group works in a team and also in an organisation. The report explains the steps of how the groups are made in an organization to have a complete team building exercise where the task is to form a group of 3 to 4 members depending on the work to be done in the team, and to build trust and good relations between the group members by communicating with each other and to avoid conflicts and stay in contact with each other as long as possible. It also reviews different types of frame work within the teams to promote the teams and also the organisation. Harris & Harris (1996) also explain that a team has a common goal or purpose where team members can develop effective, mutual relationships to achieve team goals. Teams and teamwork help to promote deep learning that occurs through interaction, problem solving, dialogue, cooperation and collaboration (Johnson & Johnson, 1995).

What is a team?
Team work has become an important part of the working culture and many organisations now look at team work skills when evaluating a person for employment. Most organisations realise the team work is important because either the product is sufficiently complex that it requires a team with multiple skills to produce, and / or a better product will result when a team approach is taken. Therefore, it is important that people learn the function in a team environment so that they will have team work skills when they enter the work place. A work team is an interdependent collection of individuals who share responsibility for specific outcomes for their organisations. Not everyone who works together or is in proximity belongs to a team. A team is a group of people who are interdependent with respect to information, resources and skills and who seek to combine their efforts to achieve a common goal.

Types of Team
Teams can do a variety of things. They can make products, provide services, negotiate deals, coordinate projects, offer advice, and make decisions. In this section we'll describe the four most common types of teams you're likely to find in an organization: problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams. In problem-solving teams, members share ideas or offer suggestions on how work processes and methods can be improved. Rarely, however, are these teams given the authority to individually implement any of their suggested actions. These are work teams of eight to ten employees and supervisors who have a shared area of responsibility and meet regularly to discuss their quality problems, investigate causes of the problems, recommend solutions, and take corrective actions. Self-managed work teams are groups of employees (typically 10 to 15 in number) who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors. Typically, this includes planning and scheduling of work, assigning tasks to members, collective control over the pace of work, making operating decisions, taking action on problems, and working with suppliers and customers. Fully self-managed work teams even select their own members and have the members evaluate each other's performance. Cross functional teams are made up of employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task. The entire major auto mobile manufacturers-including Toyota, Honda, Nissan, BMW, GM, Ford, and DaimlerChrysler currently use this form of team to coordinate complex projects. Cross-functional teams are an effective means for allowing people from diverse areas within an organization or even between organizations to exchange information, develop new ideas and solve problems, and coordinate complex projects. The previous types of teams do their work face-to-face. Virtual teams use computer...

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Bunker & J. Z. Rubin (Eds.), Conflict, Cooperation, and Justice (pp. 205-251). San Francisco: Jossey-Bass Publishers.
Harris, P. R., & Harris, K. G. (1996). Managing effectively through teams. Team Performance Management: An International Journal, 2(3), 23-36.
Johnson, D. W., & Johnson, R. T. (1995). Social Interdependence - Cooperative Learning in Education. In B.
Thompson, LL, 2011, Making the team: a guide for managers, 4th ed, Prentice Hall, Upper Saddle River, N.J.
Thompson, LL, 2011, Making the team: a guide for managers, 2nd ed, Pearson Prentice Hall, Upper Saddle River, N.J.
Welbourn, M, 2001, Understanding teams, Prentice Hall, Frenchs Forest, N.S.W.
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