UNIVERSITI KEBANGSAAN MALAYSIA

IJAZAH SARJANA MUDA

FAKULTI EKONOMI DAN PENGURUSAN
EPPM3033 KELAKUAN ORGANISASI
Dr. Roshayati binti Abdul Hamid
 Integrative Model of OB

Source:
 Teams:
Characteristic
s and Diversity
TEAM
TEAM
 TEAM

A team consists oftwo or more people who

work interdependently over some time period
accomplish common goals related to
to
sometask-oriented purpose.
o A special type of “group.”
o The interactions among members within teams
revolve around a deeper dependence on one
another than the interactions within groups.
o The interactions within teams occur with a
specific task-related purpose in mind.
 WHAT
CHARACTERI
STICS CAN
BE USED TO
DESCRIBE
TEAMS?
TYPES OF TEAMS
 TEAM TYPES
Work teams are designed to be relatively
permanent.
Purpose is to produce goods or provide services
Require a full-time commitment from their
members.
Members involvement is high because team
members inspect each others work.
Management teams are designed to be
relatively permanent.
Responsible for coordinating the activities of
organizational subunits; departments or functional
area
to help the organization achieve its long-term
goals.
 TEAM TYPES
Parallel teams are designed to be permanent/
temporary
Composed of members from various jobs/department
Provide recommendations to managers about important
issues that run “parallel” to the organization’s production
process.
Project teams are formed to take on “one-time”
Tasks that are generally complex and require a lot of input
from members with different types of training and
expertise.
Action teams perform tasks that are normally limited
in duration (on-off)
Perform complex tasks that vary in duration and take place
in contexts that are either highly visible to an audience or
of a highly challenging nature.
TYPES OF TEAMS
VARIATIONS WITHIN TEAM TYPES

Virtual teams are teams in which the

members are geographically dispersed,
and interdependent activity occurs through
electronic communications—primarily e-
mail, instant messaging, and Web
conferencing.
 STAGES OF TEAM DEVELOPMENT
• Forming - trying to understand the boundaries
in the team and get a feel for what is expected
Forming of them.
• Storming - remain committed to ideas they
Storming bring, triggers conflict that affects some
relationships and harms the team’s progress.
Time

• Norming - realize that they need to work

Norming together to accomplish team goals, begins to
cooperate.
• Performing - members are comfortable
Performing working within their roles, and the team makes
progress toward goals.
• Adjourning – members experience anxiety
Adjourning and other emotions as they disengage and
ultimately separate from the team.
 TEAM INTERDEPENDENCE
Interdependence that governs connections among
team members.
 TASK 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.

 Pooled
interdependence
requires lowest degree
of required
coordination , members
complete their work
assignments
independently , and
then this work is simply
“piled up” to represent
the group’s output.
 TASK INTERDEPENDENCE

 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.
 TASK INTERDEPENDENCE

 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.
 TASK INTERDEPENDENCE
 Comprehensive interdependence requires the highest
level of interaction and coordination among members.
Each member has a great deal of discretion in terms of
what they do and with whom they interact in the course
of the collaboration involved in accomplishing the
team’s work.
 GOAL INTERDEPENDENCE

A high degree ofgoal 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.
Encourage “feelings of ownership”
OUTCOME INTERDEPENDENCE

A high degree ofoutcome interdependence exists

when team members share in the rewards that
the team earns.
Linked by feedback or outcomes they want to receive
Pay, bonuses, formal feedback and recognition, pats on
the back, extra time off, and continued team survival.