Topic 9 - Teams and groups

Define a team.

A unit of two or more people who interact and coordinate their work to achieve a goal.

What are the key components of a team?

(1) Two or more people (2) Regular interaction (3) Shared performance goal (4) Mutual commitment & accountability.

What does “shared performance goal” mean in a team?

Members are working toward the same outcome/target.

What does “mutual commitment and accountability” mean?

Members are responsible to each other for results, not just individual tasks.

What is meant by “team preference” and why does it matter?

Attitudes toward teamwork matter because managers must work in teams and lead teams effectively.

What is a group (vs a team)?

People may share info or space, but can still work mostly independently.

What makes a team different from a group?

Shared goals + coordinated work + mutual accountability; results depend on working together.

Exam cue: “Members work mostly independently but attend the same meeting.” Group or team?

Group.

Exam cue: “Members coordinate tasks and share accountability for outcomes.” Group or team?

Team.

List benefits of effective teams for organisational performance.

Creativity/innovation; improved quality; faster response; higher productivity & lower costs; higher motivation & satisfaction.

How can teams improve speed/response?

By enabling faster coordination and decision-making across tasks/people.

How can teams reduce costs or increase productivity?

Better coordination and problem-solving can reduce duplication, errors, and delays.

Define a functional team.

A manager and their subordinates; maintains ongoing coordination of a department/unit.

What is the primary purpose of a functional team?

Ongoing department/unit coordination.

Define a cross-functional team.

People from similar hierarchy levels but with different expertise/roles (e.g., marketing, finance, IT).

Give examples of cross-functional teams.

Task force; special-purpose team.

What is the advantage of cross-functional teams?

Combine diverse expertise to solve problems/innovate across functions.

Define a self-managed team.

Permanent team of multi-skilled employees who rotate jobs, produce an entire product/service, often elect a leader, and have resources + decision authority.

List key features of self-managed teams.

Multi-skilled; job rotation; end-to-end output; often elected leader; decision authority + resources.

What is the big difference between functional vs self-managed teams?

Self-managed teams have more autonomy and decision authority.

Define a virtual team.

A team that works across distance using technology.

Why can teams create anxiety?

Fear of losing independence; free riders; fear of dysfunction.

What is a “free rider” in teams?

Someone who benefits from the team but contributes less effort than others.

Dysfunction 1: Lack of trust — what do effective teams do instead?

Build trust and feel safe being vulnerable.

Dysfunction 2: Fear of conflict — what do effective teams do instead?

Have healthy conflict (challenge ideas respectfully).

Dysfunction 3: Lack of commitment — what do effective teams do instead?

Gain buy-in because views are discussed openly.

Dysfunction 4: Avoidance of accountability — what do effective teams do instead?

Hold each other accountable.

Dysfunction 5: Inattention to results — what do effective teams do instead?

Prioritise team results over personal agendas.

Which dysfunction is most connected to “no one calls out poor performance”?

Avoidance of accountability.

Which dysfunction is most connected to “people hold back concerns to keep peace”?

Fear of conflict.

When is a team effective (3 outcomes)?

Productive output; personal satisfaction; capacity to adapt and learn.

What is “productive output” in team effectiveness?

Performance/results delivered by the team.

What is “personal satisfaction” in team effectiveness?

Members feel positive and not burnt out.

What is “capacity to adapt and learn” in team effectiveness?

Team improves and learns over time.