TEAM WORK BASED ON TEAM MANAGEMENT

A group of students coming together to work on an assignment is not the same thing as a wellfunctioning team. The students in any given group may sometimes work together, but they may
also be inclined to work independently, simply pooling their work with no discussion, and they
may spend a great deal of time in conflict over work-related or personal issues. In contrast,
members of an effective team always work together sometimes physically together and
sometimes apart, but constantly aware of who is doing what. They take different roles and
responsibilities, help one another to the greatest possible extent, resolve disagreements amicably,
and keep personal issues (which may occur when any collection of people work together) from
interfering with the team functioning. With a group, the whole is often equal to or less than the
sum of its parts; with a team, the whole is always greater. In survey after survey of employers,
teamwork skills (along with communication skills) are at the top of the list of attributes they
would like to see more of in their new hires. This section suggests several methods for equipping
students with those skills. Two important first steps in turning groups into effective teams are to
set out a clear set of guidelines for team functioning and to have the members formulate a
common set of expectations of one another. Two forms in the appendix may be used to facilitate
this process: the Team Policies Statement and the Team Expectations Agreement. The policy
statement provides guidance on effective team functioning, outlining different team roles and the
responsibilities that go with each role, procedures for working on and submitting assignments,
and strategies for dealing with uncooperative team members. The Team Expectations Agreement
serves two purposes: it unites the team with a common set of realistic expectations that the
members generate and agree to honor, and it also serves as a quasilegal document to prevent
students from making invalid claims about what they were supposed to do. A group as
having at least some of the following key attributes: (1) Collective perception: the conscious
recognition of the existence of the group by its constituent members; (2) Needs: the recognition
that a group will potentially be able to help individuals within a group; (3) Shared aims: the
recognition of aims or incentives that motivates group members; (4) Interdependence: the
relationships between the members within a group depend on the contributions and behaviors of
its constituent members; (5) Social organization: there is an intrinsic order to a group which
encompasses various rules and power relations; (6) Interaction: the potential of communicative
exchange must occur within groups even if they may not be geographically in the same place
(thus allowing for virtual groups); (7) Cohesiveness: Members of a group should want the
group continue and have a desire to contribute to, and benefit from it; (8) Membership: A group
can be defined by the extent of its membership relations. There must be a sense of exchange in a
group. Thus, two or more people interacting for longer than a few minutes constitute a group
Problem 1: In the given case incident it has been said that one of the team member who is also a
member of the university athletic team is reluctant participant in assessment tasks and be
uncommitted to the aims of the team due to her extreme negligence on her assignment team and
the international student who is good in oral presentation or speaking and participate in volunteer
works but poor in written English is somehow disliked by Adam , the team leader. Motivational
issues can arise as a result. Examples of motivational issues associated with team work are social
loafing and free riding. Free-riding has also prompted what is called an inequity based
motivation loss (sometimes known as the sucker effect) where capable students reduce their

input into a project when they experience free-riding. The problem of the non-performing team
member who reaps the benefits of the accomplishments of the remaining team members with
little or no cost to him/herself. So as there raise procrastination in many teamwork activities.
The fraternity president who is also a member of the team had done his editing & polishing part
with extreme hurry though there raises conflict of time between his personal social activities &
team meeting; another member who is a drama department major had done his job with having
no interest & completed his tasks that was claimed as too skimpy & too brief by the group leader.
So as it seems that conscientious students find it hard to get the attention and compliance of freeriders and decide not to proceed alone until a deadline is imminent. There may appear a problem
that the given work will not touch the finishing line or achieve the desired result due to showing
unwillingness of its team members to do work effectively. And, finally another team who is
marketing major had travelled reservations so as to done his job by applying his great ideas
without caring the references and lend a laptop for the team. This raises an altruistic condition of
ones to his team instead of being cooperative with rest of others. Thus the team looses its
success what is determined by the proximity of the finished product to a desired final outcome.
Problem 2: By considering a system of common incentives for members (as opposed to
individuals), for example, staged evaluation results for team progress in an activity. To take Note
and recognize individuals within groups (for example, by allowing group members themselves to
rate each members contributions anonymously), to ensure tasks are additive and
conjunctive in nature rather than disjunctive or discretionary. As much as possible
require that each member in the team needs the research of their team members to complete their
part of the task. Each section of a team assignment should form part of a larger whole in which
each of the parts are indispensable to the completion of the exercise. The group member whose
name is David should have followed the contingency approach because this approach is
intuitively logical and work in all situations. One of the best parts of this approach is that it says
if plan A doesnt work, then think about plan B. When a manager made a plan he must concern
of if any problem arises then their must have another substitute solution whatever the situation
may come. David have to ensure that teamwork tasks are sufficiently complex, stimulating and
challenging so that individuals will be less likely to free-ride (but not so complex that it is
hard to see the contribution of individual team members, otherwise social loafing will result). In
general, the more complex the task, the more important it is to provide a model as an exemplar.
Problem 3: While I was selected as a group leader of my group I was bit of challenged to
complete my job within time so that I made an announcement to sit for a meeting in order to
discuss about each individuals task & provided their tasks to do. I was then monitored their work
progress by knocking them several times & asked them how far they have had finished their part.
It was pinching to my mind that if I show any laziness to my monitoring or keep them free from
knocking then it would be difficult to organize our tasks within time. We, the whole team made a
plan to complete our work within two weeks and whatever the situation may occur you have to
pay your best effort to put your feet on it. Thus, we the group 6 in management presentation
didnt face much problem What David faced.

Submitted by:

MD. IKRAMUL AZIZ

Roll: Ev-1408060
Section B, 08 Batch
Bangladesh University of Professionals
Dhaka, Bangladesh.