6.

0 WORK TEAM

6.1 Type of Teams:

Robbins and Judge (2019) stated that there are four common types of teams in an
organization, which are problem-solving teams, self-managed teams, cross-functional teams,
and virtual teams. First, problem-solving team where the team makes it is easier to resolve a
problem by evaluating the ideas they shared. The four main steps in problem-solving are
defining the problem, generating options, evaluating and choosing an option, and
implementing the solution. Problem-solving teams typically considered as quality-control
teams and is often used in the manufacturing and medical industries. Capsim (2015) gave
another example where in 2008, due to the financial crisis, several organizational task force
teams along with governmental committees were made to solve the recession. Once the
guidelines and plans were made, they were disbanded. This type of team usually does not
have the power to execute the suggestion that they made but it is possible to realize it when
the suggestion comes with the process of implementation (Robbins and Judge, 2019).

Second, the self-managed work teams where there would be at least 15 people that
will take responsibility on supervising including making schedules, designating task, making
strategic decisions, execute action problems, and handling suppliers and customers aside
from evaluating each other’s performance (Robbins and Judge, 2019). Capsim (2015)
elaborated that this type of team is most empowered because they have the authority to make
decisions. The team members have certain skills to make decisions, finishing tasks or provide
services for customers. Usually, the employees of a company that implement this type of
team feels they have more rights when doing the project given. Robbins and Judge (2019)
explained that research shown that this type of team is not always effective as their
performance is based on the rewards given. Conflict in the team will also contribute the
effectiveness of the team as they could stop cooperating with each other and will have
struggle with power. However, the morale of the team can be boosted when there is a
presence of someone who is confident to speak up without feeling embarrassed. Research has
also found that member behaviour will affect the performance of the team. Higher
absenteeism and turnover rates are often related to the people who has higher levels of job
satisfaction. Overall, this team is deemed as advantageous depending on the factors
mentioned previously.
 Next is the cross-functional teams that allows people from different areas of expertise
to communicate with each other and contribute various of ideas, giving solution to problems,
as well as organize projects that are complex (Robbins and Judge, 2019). Capsim (2015)
added that in most business, the permanent team members tend to collaborate with different
departments to succeed an event for the company such as launching of a product, thus it is
considered crucial for internal departments to communicate effectively to achieve the goals of
the project. But Robbins and Judge (2019) mentioned that the downside to this is that it is
hard to manage due to shifting of powers and ambiguity that stems from different area of
expertise needed that has the same level in an organization. Trust is important in the initial
phase to avoid conflict in the long run. The initial development is usually long since the
members are required to commit when working with complex and diverse team. Teamwork
and trust take time because people have different perspective and experiences. Examples of
business that used this type of team are Nissan, Honda, Ford, and BMW. This type of team is
effective and has capability due to collaborative effort from each unique individuals with
different background of expertise that has different disciplines (Robbins and Judge, 2019).

The fourth type of team is the virtual teams. Robbins and Judge (2019) explained that
virtual teams use technology to gather and online collaborating people from different place
and geography to accomplish the same goal using various of communication link such as
corporate social media, e-mail, and videoconferencing. While Capsim (2015) said that virtual
team can be any type of teams that communicates digitally where the tools for
communication makes it possible for managers to make a team based on their skills despite
being geographically apart. All members will be able to work remotely. Robbins and Judge
(2019) said that, however, this type of team is managed in a different way as the members
cannot interact through the usual hierarchical patterns. The shared leadership in this team
would increase the performance of the teams where trust is formed between all the members,
the progress is attentively supervised, and the products and the efforts of the teams are
advertised all over the organization. Managers should ensure this team is the best option to
achieve the desired outcome as well as sustaining the management during the alliance.

Lastly, Robbins and Judge (2019) quoted the existent of multiteam system where
there are two or more mutually dependent teams that share superordinate objective to
overcome the problem when there is increase in terms of size of the team along with higher
organization requirement that makes a tipping point that will put them in disadvantages. They
also quoted that boundary spanners are effective in improving the multiteam system
performance where it coordinates with members on a different sub teams. This claims are
supported by Faraj and Yan (2009) and Marrone (2010), stating that “team boundary
spanning activities are actions that a team engaged in to establish relationships with external
actors who can assist the team in meeting its objective”, which including cooperating with
suppliers and discussing customers’ requests. Leadership in the multiteam system is different
than a conventional team where both the coordination between teams is facilitated and each
team is lead. It is found that when a team received more engagement and interest from a
leader, the more efficient they are in solving problems on their own. Multiteam system is the
best option when the team is too large to be manage.

6.2 Implication for Manager:

To have an effective teams, according to Robbins and Judge (2019), manager should
ensure that the resources must be sufficient, have an efficient leadership, a sense of trust, and
a performance assessment and incentive approach that shows the involvement of teams.
While Katzenbach and Smith (2005) said that the five elements that will make the team
functions are common commitment and objective, specific performance goal, complementary
skills, commitment to in what way the job gets done, and common responsibility. Small
teams tend to be effective where there are members that are willing to fulfil a role and is
willing to participate.

Another contribution for an effective team is the faith of the members towards the
capabilities and commitment to achieve the objectives as well as having the similar
psychological model of what to be achieved. A smart manager should also select members
that have good interpersonal skill and provide training along with giving them rewards.
Manager should also never think that teams are always necessary as sometimes things can be
accomplished by individuals instead (Black et al., 2019). A rules of behaviour should be set
up front, such as the team’s attendance, discussion, approach of a project and discussion so
that the team could interact properly (Katzenbach and Smitch, 1993).

According to Black et al. (2019), a good manager should also create urgency,
established standard for their performance, and direction for the team as the team works best
if they have a compelling reason for being, and will be more effective when they managed to
perform an expectation. They also pointed out that the first meetings and actions of the
potential team is important as the way an individual carry themselves will affect the team’s
image and competency. Additionally, the emotional intelligence of the team should also be
monitored as it is important and could potentially boost the reputation and the ability to
navigate stakeholders within the company. Setting up and seizing an immediate performance-
oriented tasks and goals is beneficial because it can make the team feel good when they
accomplished something together as well as boosting their confidence and increasing their
synergy as a team.

Not only that, but manager, Black et al. (2019), should also challenge the group on a
regular basis with new information. Before that, the manager must gather information to
confirm about the ongoing or upcoming project and never assume the facts are always
constant compared to the initial of the project. Black et al. (2019) also stated that spending
time together with the teams are important as this is the contribution to team bonding and
building trust. They also stated that positive enforcement such as positive feedback and
reward could help encourage them to be comfortable in contributing teamwork.
REFERENCES

Black, J. S., Gardner, D. G., Pierce, J. L., & Steers, R. M. (2019). Organizational behavior.
OpenStax, Rice University.

Capsim. (2015, July 14). What different types of teams are in the workplace? Capsim.
https://www.capsim.com/blog/what-different-types-of-teams-are-in-the-workplace/.

Faraj, S., & Yan, A. (2009). Boundary work in knowledge teams. Journal of Applied
Psychology, 94, 604-617. doi:10.1037/a0014367

Katzenbach , J. R., & Smith, D. K. (2015, August 6). The Discipline of Teams. Harvard
Business Review. https://hbr.org/1993/03/the-discipline-of-teams-2.

Marrone, J. A. (2010). Team boundary spanning: A multilevel review of past research and
proposals for the future. Journal of Management, 36, 911-940.
doi:10.1177/0149206309353945

Robbins, S. P., & Judge, T. A. (2019). Organizational behavior (17th ed.). Pearson.