Bài giảng kỹ năng làm việc theo nhóm

• Team members operate with a high degree of interdependence, share authority and responsibility for self-management, are accountable for the collective performance and work toward a

TEAMWORK SKILLS

" Working together as a team means winning together as a team."

Group assignment

In exam room

To get her heart

Or to do a very importance thing

"Coming together is a beginning

Keeping together is progress

Working together is a success."

• “Group of people with a full set of complementary

skills required to complete a task, job or project

• Team members operate with a high degree of

interdependence, share authority and responsibility

for self-management, are accountable for the

collective performance and work toward a common goal and share rewards

• A team becomes more than just a collection of

people when a strong sense of mutual commitment creates synergy, thus generating performance

greater than the sum of the performance of its

individual members.”

http://www.businessdictionary.com/definition/team.html

 A joint action by two or more people.

 Each person has complementary skills.

 Express individual interests and opinions.

 To achieve common goals.

• “Teamwork is the definition of cooperative

members of a same group working together

to obtain the same goal.”

• “The process of working collaboratively with

a group of people, in order to achieve a goal.”

http://www.businessdictionary.com/definition/teamwork.html

Team Characteristics

• A team consists of two or more people who work

interdependently over some time period to

accomplish common goals related to some

task-oriented purpose.

– A special type of “group.”

– The interactions among members within teams revolve around a deeper dependence on one another than the interactions within groups

– The interactions within teams occur with a specific related purpose in mind.

task-Formal and Informal Groups

• Formal group

– formed by the organization.

– have designated work assignments and specific tasks

– appropriate behaviors are established by and directed towards organizational goals.

• Informal group

– formed by friends (friendships and common interests).

– are of a social nature

– occur naturally in the work place in response to the need for social contact

Stages of Team Development

• Forming - try to understand the boundaries in the

team and get a feel for what is expected of them

• Storming - remain committed to ideas, triggers

conflict that affects some relationships and harms the team’s progress

• Norming - realize that they need to work together

to accomplish team goals.

• Performing - members are comfortable working

within their roles, and the team makes progress toward goals.

• Adjourning – members experience anxiety and

other emotions as they disengage and ultimately separate from the team.

Tuckman’s Five-Stage Theory of Group

Development

A search committee has been created at ABC University

to hire a new dean of College of Business During

which stage of the group development process

would the search committee address role

agreements and working as a team?

Team Interdependence

• Task interdependence refers 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.

and then this work is simply

“piled up” to represent the

group’s output.

Team Interdependence (Cont’d)

Sequential interdependence

- Requires different tasks to be done in a prescribed order,

- Members interact to carry out their work, the

interaction only occurs between members who

perform tasks that are next to each other in the

sequence.

Team Interdependence, Cont’d

 Reciprocal interdependence

- Requires members to be specialized to perform specific tasks

- However, instead of a strict sequence of activities,

members interact with a subset of other members to complete the team’s work.

Team Interdependence (Cont’d)

Goal Interdependence

• 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.

– Develop a formalized mission statement that

members buy into.

Outcome Interdependence

• A high degree of outcome interdependence

exists when team members share in the

rewards that the team earns.

– Pay, bonuses, formal feedback and recognition, pats on the back, extra time off, and continued team survival.

Group Member Roles

Team and Individualistic Roles

…… Performs a “group memory” function

by documenting discussion and outcomes

Team and Individualistic Roles

Question

Bob's role in his work group is to promote greater understanding through examples or explanation of implications

Bob's role can be described as a(n):

A Initiator

B Elaborator

C Coordinator

D.Energizer

Team Composition (Cont’d)

• Member ability – team members provide a wide

array of abilities, both physical and cognitive.

– Disjunctive tasks are tasks with an objectively verifiable

best solution, and the member who possesses the highest level of the ability relevant to the task will have the most influence on the effectiveness of the team

– Conjunctive tasks are tasks where the team’s performance

depends on the abilities of the “weakest link.”

– Additive tasks are tasks for which the contributions

resulting from the abilities of every member “add up” to determine team performance.

Team Composition, Cont’d

• Member personality - team members possess

a wide variety of personality traits.

– Agreeable people tend to be more cooperative and

trusting, tendencies that promote positive

attitudes about the team and smooth interpersonal interactions.

– Conscientious people tend to be dependable and

work hard to achieve goals.

– Extraverted people tend to perform more

effectively in interpersonal contexts and are more positive and optimistic in general

Team Composition, Cont’d

• Team diversity is the degree to which members are

different from one another in terms of any attribute that might be used by someone as a basis of categorizing

people

– Value in diversity problem-solving approach says diversity is

beneficial because it provides for a larger pool of knowledge and perspectives from which a team can draw as it carries out its

work.

– Similarity-attraction approach says people tend to be more

attracted to others who are perceived as more similar.

– Surface-level diversity refers to diversity regarding observable

attributes such as race, ethnicity, sex, and age.

– Deep-level diversity refers to diversity with respect to attributes

that are less easy to observe initially, but that can be inferred after more direct experience.

Team Composition, Cont’d

• Team Size

– Having a greater number of members is beneficial for management and project teams but not for

teams engaged in production tasks.

– Research concluded that team members tend to

be most satisfied with their team when the

number of members is between 4 and 5.

Effects of Task Interdependence on

Performance and Commitment

What do you like about teams?

What needs improvement?

Takes too much

Get to meet new people

Listen to new ideas

Check on my thinking

Help from others

Commitment from others to follow up with the team’s decision

Effective Teamwork—A Ten-Step Model

1 Establish Direction and Goals

2 Establish Clear Roles and Ground Rules for Teams

3 Establish Accountability

4 Develop Team-Leadership Skills

5 Develop Communication Skills

6 Develop Conflict-Management Skills

7 Establish a Well-Defined Decision-Making Process and Empower Team Members

8 Establish Positive Team Behaviors

9 Recognize and Reward Team Performance

10 Make Teamwork Part of the Culture

SMART Goal Setting

pecific easurable greement ealistic

Skills needed for teamwork

How Norms are Developed

1 Explicit statements by supervisors or

Why Norms are Enforced

• Help the group or organization survive

• Clarify or simplify behavioral expectations

• Help individuals avoid embarrassing situations

• Clarify the group’s or organization’s central values and/or unique identity

9-44

A group becomes a team when:

1.Leadership becomes a shared activity

2.Accountability shifts from strictly individual to both individual and collective

3.The group develops its own purpose or

mission

4.Problem solving becomes a way of life, not a part-time activity

Reasons for Social Loafing

• Equity of effort

• Loss of personal accountability

• Motivational loss due to sharing of rewards

• Coordination loss as more people perform the task

9-48

As the new Department Chair, Melvin wanted his faculty members to engage in more

collaboration He decided to start by taking

everyone to a Paintball course

As quarterback at Alabama, Jay Barker won

almost all of the games he started When the team was in a tough situation, they trusted

Barker to help them win The team’s trust was built by Barker’s _.

Case study: Survive in the Desert?

The Situation

It is 10 a.m in mid-August and you have just crashed landed in the Sonora Desert in the southwestern United States The light twin-engine plane, containing the bodies of the pilot and the co-pilot, has completely burned None of the rest of you has been injured.

The Challenge

- Before the plane caught fire your group was able to salvage 15 items

- Your task is to rank these items according to their importance to

your survival, starting with “1” as the most important, to “15” as the least important

- You can assume that the entire group has agreed to stick

together and that all items salvaged are in good condition.

6 Compress kit with gauze

7 45 caliber pistol (loaded)

15 items

1 Cosmetic mirror (signal)– 15 points

2 Topcoat – (reduce evaporation)- 14 points

3 Bottle of water (drink)- 13 points

4 Parachute(signal)- 12 points

5 Flashlight (signal at night)- 11 points

6 Knife (nhiều công dụng)- 10 points

7 Raincoat (keep water)- 9 points

8 Pistol (signal)- 8 points

9 Sunglasses(eye protection)- 7 points

10 Compress kit with gauze (first aid, sunshine protection)- 6 points

11 Compass (find the way)- 5 points

12 Sectional map of the area (way, fire, …)- 4 points

13 Book (more information, entertain)- 3 points

14 Vodka (make you thirsty)- 2 points

15 Bottle of salt (dangerous in case lack of water)- 1 points

• Assessment:

- Only sum up the total points of 7 first items

you and your group chose.

- If the total is > 46 points  SURVIVE !!!

CASE STUDY:

SURVIVE IN THE DESERT?

Teamwork conflict

What is conflict?

* In everyday speech, conflict is seen as a fight, a struggle, or

the clashing of opposed principles (e.g Concise Oxford

Dictionary, 1983).

* An alternative is to define conflict as a process that begins

when one individual or group perceives differences between

oneself and another individual or group over something that

is important (Thomas, 1992).

3 There is miscommunication leading to unclear expectations

4 There are personality clashes

5 There are differences in acquired values

6 There is underlying stress and tension

7 There are ego problems

8 There are combinations of the above

Case study 1: What causes conflict?

Florence and Shirley were team members in the bakery department Both had the responsibility to clean the display unit, but Florence felt that she was doing it much more often than Shirley She mentioned this to Shirley, but Shirley felt that they

were cleaning the unit on a fairly equal basis There was a difference in perception

that was unresolved.

To keep peace in the team, Florence didn't press the issue As time went on,

however, she began to resent the fact that Shirley still didn't do her share Finally one day, while cleaning out the display, she stopped what she was doing and

stormed into the other room to confront Shirley This time she was very angry and emotional, which then caused Shirley to react the same way Each took a position and locked into it The argument continued until the team leader stopped it and moved them to another room After talking through the situation, it was finally

resolved.

The seeds of this conflict were planted when the issue was originally discussed but left unresolved at least to Florence Florence stuffed the emotions into her belly and didn't really deal with them Eventually, her feelings grew in intensity and

finally "blew" all at once.

Case study 2: What causes conflict?

Pierre was a consultant with a successful business who had started doing work for Sam, another consultant Sam would hire out Pierre's services and take a fee in the process One day Sam called and said he had a lead if Pierre wanted to take it Sam indicated on the phone that "this isn't the kind of work we are interested in, so if you want to bid it and get the work, just pay me a finders fee." Pierre was successful in getting the work and communicated this to Sam Sam immediately began telling Pierre how he wanted him to

do the work Pierre thought the work was his alone because of what Sam had said and communicated this to Sam Their discussions were cordial and businesslike

Two weeks later, Pierre received a nasty letter from Sam's lawyer indicating he had stolen the work from Sam Pierre attempted to contact Sam, but Sam wouldn't talk with him Pierre was hurt and angry, and began talking to lawyers Then he realized that more

money would be spent on the conflict than the contract was worth, so tried another

method Pierre wrote Sam an email telling his rendition of the story, and offering to do the work under Sam's company name, and pay Sam the agreed finders fee After some continued discussions, Sam agreed The work was performed, everyone received their appropriate share of the fee, and the problem was resolved After the work was

complete, Pierre decided never again to work with Sam

Case study 3: What causes conflict?

Two supervisors, Bill and Don, had been given instructions to reduce their group size by two people Having only 10 people in each group, this was a sizeable reduction Bill's personality tended to favor people He was generally more sensitive to people, and was a caring,

thoughtful supervisor Don was just the opposite He was more concerned with group

production, and considered people's feelings secondary to the work

They met to discuss the staff reduction Bill discussed that he had assembled his group and discussed openly with them the need for the reduction He said the group talked about

what could be done for the people who would be leaving Could they help with job

searches, resume writing, and referrals? The group even discussed reducing everyone's

hours and maintaining the ten people for a while Bill said that he had finally asked for

volunteers, and, in fact, two people said they would allow themselves to be "downsized" out Bill was happy with the outcome

Don was outraged He couldn't believe Bill had done something so irresponsible "What," he said "if they were your two best people, or people you had just invested training dollars in?"

He said Bill should be more concerned with what the group will look like after the dust

settles They argued about how this downsizing should occur with all the emotion and

passion they could muster It was a real conflict