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1/12

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15, 2014UNDERSTANDING WORK TEAM AND COMMUNICATION

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WHAT IS A TEAM?

Teams are small groups of people who have complementary skills and hold themselves mutually

accountable for team results (Robbins & Judge, 2007). Furthermore, teams share a common purpose, goals,

values, and approach. Whereas, Teamwork is commonly used in businesses and other work settings, but

observations and empirical data do not support that organizational leaders know how to create, support, or

use teams effectively. Many times, people are assigned to teams but the collective body works as a group,

where individuals on the team contribute their parts without integrating their efforts with those of others

assigned to the team. Many leaders have a group rather than team mentality, which immediately limits

what people assigned to teams can accomplish.

WHY HAVE TEAMS BECOME SO POPULAR?

As organizations have restructured themselves to compete more effectively and efficiently, they have turned

to teams as a better way to use employee talents. Teams are more flexible and responsive to changing events

than traditional departments or other forms of permanent groupings. They can quickly assemble, deploy,

refocus, and disband. But dontoverlook the motivational properties of teams.

DIFFERENCES BETWEEN GROUPS AND TEAMS

Some may argue that the definition of teams could apply to groups, but the major difference is that

people within groups are not necessarily accountable to others, with the exception of the leader who assigns

a task or responsibility. In short, not all groups are teams, but all teams are groups because similarly-minded

people are bound together through mutual accountability toward achieving a common purpose. In a classic

Harvard Business Review article, Katzenbach and Smith (1993) delineated several key differences between

groups and teams.

A work group is a group that interacts primarily to share information and make decisions to help

each member perform within his or her area of responsibility. Work groups have no need or opportunity to

engage in collective work that requires joint effort. So their performance is merely the summation of each

group members individual contribution. There is no positive synergy that would create an overall level of

performance greater than the sum of the inputs.

Katzenbach& SmithKatzenbach& Smith (1993) explained groupshave a strong, clearly focused

leader with individual accountability for individual work products. The purpose of the group is invariably the

same as the broader mission of the organization, and the purpose of the group is to discuss and delegate tasks

that are performed outside of the context of the group. Committees are good examples of groups.

A work team generates positive synergy through coordinated effort. The individual efforts result in a

level of performance greater than the sum of those individual inputs. On the other hand, teams share

leadership roles because individual and mutual accountability exist. Rather than individual work products,

collective products result from work that is done together. Teams have a specific purpose, which extends

beyond mere discussion to actually accomplishing work together (Katzenbach& Smith, 1993). Sports teams


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are visible examples of this definition in action, no team can survive on a handful of stars. Everyone must

contribute for the team to be successful, so it is with business teams as well.

TYPES OF TEAMS

a. Problem-Solvi ng Teams

Problem-solving teams are typically established for brief periods to solve specific organizational

problems or to encourage organizational improvements (Fiore and Schooler, 2004). Problem-solving

teams is a group ofindividuals assembled towork on aproject that involves resolving one or

moreissues that have already arisen or todeal effectively with issues as they arise. In some cases, issues

can be avoided or dealt with efficiently through comprehensive planning prior to executing a project.

Other situations require workplace problem solving skills from management and staff in order to avert a

crisis. Being able to recognize examples of workplace problem solving will help you to better prepare to

deal with work-related issues.

b. Self-Managed Work Teams

Self-managed work teams are groups of employeeswho perform highly related or interdependent jobs

and take on many of the responsibilities of their former supervisors.Examples of self-management teams

are found in many work groups and collaborative teams.

c. Cross-Functional Teams

Employees from about the same hierarchical level but from different work areas, who come together to

accomplish a task.
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d. Virtual Teams

Whosemembers are interacts primarily throughelectroniccommunications.Virtual teamsuse computer

technology to unit physically dispersed members andachieve a common goal.Members of a virtual team

may be within the samebuilding or across continents. The teams described in the preceding section do

their work face to face.

CREATING EFFECTIVE TEAMS

Many have tried to identify factors related to team effectiveness. However, some studies have organized

what was once a veritable laundry list of characteristics into a relatively focused model. The model

attempts to generalize across all varieties of teams, but avoid rigidly applying its predictions to all teams.

Context: What Factors Determine Whether Teams are Successful

The four contextual factors most significantly related to team performance are adequate resources, effective

leadership, a climate of trust, and a performance evaluation and reward system that reflects team

contributions.

a. Adequate Resources

A scarcity of resources directly reduces the ability of a team to perform its job effectively and achieve its

goals. As one study concluded, after looking at 13 factors related to group performance, perhaps one of

the most important characteristics of an effective work group is the support the group receives from the

organization. (Timely information, proper equipment, adequate staffing, encouragement, and

administrative assistance).

b. Leadership and Structure

Empower team by delegating responsibility.

c. Climate of Trust

Members trust each other and their leaders.

d. Performance Evaluati on and Reward Systems

Groupbased appraisal, profit sharing, gain sharing, small group, incentive, etc. That is reinforces team

effort and commitment.
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Team Composition

a. Abilities of Members

Part of a teams performance depends on the knowledge, skills, and abilities of its individual members.

Smart team leaders help less-intelligent team members when they struggle with a task. But a less

intelligent leader can neutralize the effect of a high-ability team.

b. Personality of Members

Many of the dimensions identified in the Big Five personality model are also relevant to team

effectiveness a review of the literature identified three. Specifically, teams that rate higher onmean levels

of conscientiousness and openness to experience tend to perform better, and the minimum level of team

member agreeableness also matters: teams did worse when they had one or more highly disagreeable

members.

One study found that specific behavioral tendencies such as personal organization, cognitive structuring,achievement orientation, and endurance were all related to higher levels of team performance. Open

team members communicate better with one another and throw out more ideas, which make teams

composed of open people more creative and innovative.

c. Allocation of Roles

Teams have different needs, and members should be selected to ensure all the various roles are filled.

Successful work teams have selected people to play all these roles based on their skills and preferences.

d. Diversity of Members

Increased conflict makes membership less attractive, so employees are more likely to quit. Similarly, the

losers in a power struggle are more apt to leave voluntarily or be forced out. Two meta-analytic reviews

of the research literature show, however, that demographic diversity is essentially unrelated to team

performance overall, while a third actually suggests that race and gender diversity are negatively related

to team performance. Proper leadership can also improve the performance of diverse teams.


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e. Size of Teams

Most experts agree, keeping teams small is a key to improving group effectiveness. If a natural working

unit is larger and you want a team effort, consider breaking the group into subteams.

f. Member Preferences

When people who prefer to work alone are required to team up, there is a direct threat to the teams

morale and to individual member satisfaction.

Team Process

These will be especially important in larger teams and in teams that are highlyinterdependent.

a. Common Plan and Purpose

Teams that consistently perform better have established a clear sense of what needs to be done

and how. Like a ship following the wrong course, teams that dont have good planning skills are

doomed; perfectly executing the wrong plan is a lost cause. Teams should also agree on whether their

goal is to learn about and master a task or simply to perform the task; evidence suggest that different

perspectives on learning versus performance goals lead to lower levels of team performance overall. A

team has to have a good plan, but it also has to be willing and able to adapt when conditions call for it.

Interestingly, some evidence does suggest that teams high in reflexivity are better able to adapt to

conflicting plans and goals among team members.

b. Specific Goals

Successful teams translate their common purpose into specific, measurable, and realistic performance

goals. So, for instance, goals for quantity tend to raise quantity, goals for accuracy raise accuracy, and so

on.

c. Team Efficacy

Effective teams have confidence in themselves; they believe they can succeed.

d. Mental Models

Effective teams share accurate mental models-organizedmental representations of the key elements

within a teams environment thatteam members share. If team members have the wrong mental models,

whichis particularly likely with teams under acute stress, their performance suffers. If team membershave different ideas about how to do things, the team will fight over methods rather than focus on what

needs to be done.

e. Conflict Levels

Conflicthas a complex relationship with team performance.Relationship conflicts those based on

interpersonal incompatibilities, tension,and animosity toward others are almost always dysfunctional.

f. Social Loafing

Effective teams undermine this tendency by making members individually and jointly accountable for

the teams purpose, goals, and approach.


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TURNING INDIVIDUALS INTO TEAM PLAYERS

Enhance team effectivenessto turn individualcontributors into team members here are the options for

managers:

Selecting: Hiring Team Players

When hiring team members, be sure candidates can fulfill their team rolesas well as technical requirements.

Training: Creating Team Players

Training specialists conduct exercises that allow employees to experience thesatisfaction teamwork

can provide. Workshops help employees improve theirproblem-solving, communication, negotiation,

conflict-management, andcoaching skills.

Rewarding: Providing Incentives to Be a Good Team Player

An organizations reward system must be reworked to encourage cooperative efforts rather than

competitive ones. Promotions, pay raises, and other forms of recognition should be given to individuals who

work effectively as team members by training new colleagues, sharing information, helping resolve team

conflicts, and mastering needed newskills. This doesnt mean individual contributions should be ignored;

rather, they should be balanced with self less contributions to the team. Finally, dont forget the intrinsic

rewards, such as camaraderie, that employees can receive from teamwork. Its exciting and satisfying to be

part of a successful team. The opportunity for personal development of self and teammates can be a very

satisfying and rewarding experience.

BEWARE! TEAMS AREN`T ALWAYS THE ANSWER

Teamwork takes more time and often more resources than individual work. Teams have increased

communication demands, conflicts to manage, and meetings to run. So, the benefits of using teams have to

exceed the costs, and thats not always the case. We can know whether the work of our group would be

better done inteams with use these test.

a. Can the work be done better by more than one person? A good indicator is the complexity of the work

and the need for different perspectives. Simple tasks that dont require diverse input are probably better

left to individuals.

b. Does the work create a common purpose or set of goals for the people in the group that is more than the

aggregate of individual goals? Many service departments of new-vehicle dealers have introduced teams

that link customer-service people, mechanics, parts specialists, and sales representatives. Such teams can

better manage collective responsibility forensuring customer needs are properly met.

c. Determine whether the members of the group are interdependent. Using teams makes sense when there is

interdependence among tasks-the success of the whole depends on the success of each one, and the

success of each one depends on the success of the others.


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COMMUNICATION

Poor communication is probably the most frequently cited source of interpersonal conflict. Because

individuals spend nearly 70 percent of their waking hours communicating-writing, reading, speaking,

listening, it seems reasonable that one of the biggest inhibitors of group performance is lack of effective

communication. Good communication skills are critical to career success. Communication must include both

the transfer and the understanding of meaning. Perfect communication, if it existed, would occur when a

thought or idea was transmitted so the receiver perceived exactly the same mental picture as the sender.

FUNCTIONS OF COMMUNICATION

Communication serves four major function within a group or organization: control, motivation, emotional

expression, and information.

a. Communication acts to control member behavior in several ways, such as when employees must

communicate any job-related grievance to their immediate boss, follow job description and comply with

company policies.

b. Communication fosters motivation by clarifying to employees what they must do, how well they are

doing it, and how they can improve if performanceis subpar.

c. Communication within the group is a fundamental mechanism by which members show their satisfaction

and frustrations. Communication,therefore, provides for the emotional expression of feelings and

fulfillment of social needs.

d. The final function of communication is to facilitate decision making. Communication provides the

information individuals and groups need to makedecisions by transmitting the data needed to identify

and evaluate choices.

THE COMMUNICATION PROCESS

Before communication can take place it needs a purpose, a message to be conveyed between a sender and

receiver.


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The sender initiates a message by encoding a thought. The message is the actual physical product of

the senders encoding. When we speak, the speech is the message.When we write, the writing is the message.

When we gesture, the movements of our arms and the expressions on our faces are the message. The channel

is the medium through which the message travels. The sender selects it, determining whether to use a formal

or informal channel. Formal channels are established by the organization and transmit messages related to

the professional activities of members. They traditionally follow the authority chain within the organization.

Other forms of messages, such as personal or social, follow informal channels, which are spontane ous

and emerge as a response to individual choices. The receiver is the person to whom the message is directed,

who must first translate the symbols into understandable form. This step is the decoding of the message.

Noise represents communication barriers that distort the clarity of the message, such as perceptual problems,

information overload, semantic difficulties, or cultural differences. The final link in the communication

process is a feedback loop. Feedback is the check on how successful we have been in transferring ourmessagesas originally intended. It determines whether understanding has been achieved.

DIRECTION OF COMMUNICATION

Downward Communication

Communication that flows from one level of a group or organization to alower level is downward

communication. Group leaders and managers use it toassign goals, provide job instructions, explain policies

and procedures, point problems that need attention, and offer feedback about performance.

Upward Communication

Upward communication flows to a higher level in the group or organization. Its used to provide

feedback to higher-ups, inform them of progress toward goals, and relay current problems. Upward

communication keeps managers aware ofhow employees feel about their jobs, co-workers, and the

organization in general. Managers also rely on upward communication for ideas on how conditions can be

improved.

Lateral Communication

When communication takes place among members of the same work group, members of work groups

at the same level, managers at the same level, or anyother horizontally equivalent workers, we describe it as

lateral communication.

INTERPERSONAL COMMUNICATION

Oral Communication

The advantages of oral communication are speed and feedback. We canconvey a verbal message and

receive a response in minimal time. If the receiveris unsure of the message, rapid feedback allows the sender

to quickly detect and correct it. The major disadvantage of oral communication surfaces whenever a message

has to pass through a number of people: the more people, the greater thepotential distortion.


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Written Communication

Why would a sender choose written communication? Its often tangible andverifiable. Both the sender

and receiver have a record of the communication and the message can be stored for an indefinite period. If

there are questionsabout its content, the message is physically available for later reference.

Nonverbal Communication

No discussion of communication would thus be complete withoutconsideration ofnonverbal

communication-which includes body movements,the intonations or emphasis we give to words, facial

expressions, and the physicaldistance between the sender and receiver.

ORGANIZATIONAL COMMUNICATION

Formal Small-Group Networks

The Chain rigily follow the formal chain of command. This network approximates the communications

channels you might find in a rigid three-level organization. The wheel relies on a central figure to act as the

conduit for all of the groupscommunication. It stimulates the communication network you would find a team

with a strong leader. The all channel network permits all group members to actively communicate with each

other. It is most often characterized in practice by self-managed teams, in which all group members are free

to contribute and no one person take on a leadership role.

The Grapevine

The informal communication network in a group or an organization is called the grapevine. The grapevine

has three main characteristic. First, it is not controlled by management. Second, most employeesoerceive it

as more believable and reliable than formal communication issued by top management. Finally, it is largely

used to serve the interst of people within it. While the grapevine may nit be sanctioned or controlled by

organization, it will be understood.

Electronic Communications

Electronic Communication includes email, text messaging, networking software, blogs and video-

conferencing.


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Managing Information

Informations bring us many benefit, but also two important challenge information overload and information

security.

CHOICE OF COMMUNICATION CHANNEL

Channels differ in their capacity to convey nformation. Some are rich that they can (1) handle multiple cues

simultaneously, (2) facilitate rapid feedback and (3) be very personal. The choice of channel depends on

whether the message routine or non-routine

PERSUASIVE COMMUNICATIONS

Automatic and Controlled Processing

To understand the process of communication, it is useful to consider two relatively different ways that we

process information. Automatic processing is a relatively superficial consideration of evidence and

information makinguse of heuristics. Automatic processing takes little time and low effort, so it makes sense

to use it for processing persuasive messages related to topics you dont care much about. The disadvantage is

that it lets us be easily fooled by a variety of tricks.

Interest Level

Interest levels reflect the impact of decision, when interested in the outcome of decision, people more likely

to process information carefully.

Prior Knowledge

People who are very well informed about subject aereaare also more likely to use controlling strategies.

Personality

A personality trait of individuls who are most likely to be persuaded by evidence and fact.


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Message Characteristics

Another factor that ibfluences whether people use an automatic or controlled processing strategy is the

characteristics of message itself.

Filtering

Filtering refers to senders purposely manipulating informations so the receiver will see it more favourably.

Selective Perception

Receiver information will process selectively see and hear on their needs, motivations, experience,

background and other personal characteristics. Receivers also project their interests and expectations into

communications as they decode them.

Information OverloadIndividuals have a finite capacity for processing data.

Emotions

People often interpret the same message differently when they are angry or distraught from how they would

interpret it when they are happy.

Language

Even we are communicating in the same langguage words mean different things to different people because

of age and context.

Silence

Silence is problem because not always absence means managers lack information about operational problems

and silence regarding discrimination, harassment,corruption and misconduct means top managers cant take

actions to take this behavior.

Communication Apprehension

People can suffer debilitating communication apprehension or social anxiety. Those people anxiety in oralcommunication or written communication so must be aware with that some people it isnt necessary in order

to do their job effectively.

Lying

People have difference on definition in lying so it difficult at detecting lying and make this an especially

strong barrier to effective communication in organization.

Global Implication

Effective communication is difficult under the best condition because of cross cultural factors that clearly

create the potential problems.


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Cultural Barriers

Resarch have indetified problems related to language difficulties in cross-culture first, because there are

barriers caused by semantics. Words mean different thing to different people particulary from different

national culture. Second, bercause there are barriers caused by word connotations, Thirds, because there are

barriers caused by tone defferences and fourth there are different in tolerance for conflict and methods for

revolvingconflict.

Cultural Context

Cultures tend to differ in the degree to which context influences the meaning that individuals take form

communications.

A Cultural Guide

We can reduce misinterpretations, these is the rules:

1. Assume differences until similarity is proven,

2. Emphasise description rather than interpretation or evaluating,

3. Practice emphaty,

4. Treat interpretations as a working hypothesis.

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