EL

PT
ORGANIZATIONAL BEHAVIOUR - II

N
DR. S. SRINIVASAN
ASSISTANT PROFESSOR, VGSOM, IIT KHARAGPUR

Module 2:
Lecture 01 : Concept and Types of Team
ORGANIZATIONAL BEHAVIOUR - II

EL
In this lecture we will learn the concept, and

PT
types of team and related issues.

N
 Concept of Team

A team is a group of people who work together toward a

common goal, who have a commitment to produce a result.

EL
In other ways, team is a group of people who share a common

PT
name, mission, history, set of goals or objectives and

N
expectations.
 Prerequisites of a Good Team

 Members between 6 and 10 members

 People from all relevant departments
 Clear and documented purpose

EL
 Mutual trust for each and other

PT
 Mutual support to each other

N
 Good communications among all
 Team objectives
 Well defined conflict resolution
 Characteristics of Team

 It is empowered to share various management and leadership

functions.
 It plans, controls and improve their own work processes.
 It sets its on goal and inspects its own work.

EL
 Often, it creates own schedules and review its own performance as a

PT
group.

N
 It also, may prepare its own budget and coordinate its work with other
departments.
 It is frequently responsible to acquire any new training it might need.
 Characteristics of Team

 It may hire its own replacement or assume responsibility

for disciplining its own members.
 It takes responsibility for the quality of its products or

EL
services.

PT
Teams are also known by other teams such as empowered

N
teams, self directed teams and self managed teams.
 Types of Team

In view of their widespread popularity, various types of

teams are existed. They may be classified as follows:
 Problem solving teams

EL
 Self-managed teams

PT
 Cross-functional teams

N
 Virtual team
 Work teams
 Types of Team

Problem Solving Teams

Problem-solving teams have the authority to unilaterally

implement their suggestions, but if their recommendations

EL
are paired with implementation processes, some significant
improvements can be realized.

PT
For example , Quality-control teams seen most often
Problem Solving

N
in manufacturing plants, these were permanent
teams that generally met at a regular time,
sometimes weekly or daily, to address quality
standards and any problems with the products
made.
 Types of Team

Self-managed Teams

Self-managed work teams are groups of employees (typically

10 to 15 in number) who perform highly related or

EL
interdependent jobs; these teams take up some supervisory
Self-managed Teams

PT
responsibilities.
Typically, the responsibilities include planning and scheduling

N
work, assigning tasks to members, making operational
decisions, taking action on problems, and working with
suppliers and customers.
 Types of Team

Cross-functional Teams

Cross-functional teams made up of employees from about the

Cross-functional Teams

EL
same hierarchical level but different work areas who come
together to accomplish a task.

PT
Cross-functional teams are an effective means of allowing people

N
from diverse areas within or even between organizations to
exchange information, develop new ideas, solve problems, and
coordinate complex projects.
 Types of Team

Virtual Teams
Technology

The teams which do their work face-to-face, whereas using

computer technology to unite physically dispersed members

EL
Virtual Team
and achieve a common goal.

PT
They collaborate online—using communication links such as

N
wide-area networks, corporate social media,
videoconferencing, and e-mail—whether members are nearby
or continents apart.
 Types of Team

Work Teams

These are primarily concerned with the work done by the

EL
organization such as developing and manufacturing new

PT
products, providing services for customers and so many of
others.

N
 Benefits from Teams

Several benefits accrue to organization from teams, more prominent of

thee are –
 Goals and accomplishments are more realized through a team effort

EL
 A team offers both the leaders and individuals support and
encouragement of one another

PT
 A team by its very nature encourages communication

N
 Problem solving becomes far more effective because all team members
can offer ideas from their own experience.
 As the team works closely together with good communication, the
conflicts are rarely occurred.
 Benefits from Teams

 Each member of team clearly understands the objectives and

expectations of both the team and its individual members.
 Team members are motivated and inspired to achieve goals and
maintain high levels of productivity as it is well-built.

EL
 Success within the team offers opportunity for reward and

PT
recognition on two levels, from both individual and team

N
accomplishments
 Team work encourages disciplined work habits

 Team work and productivity go hand in hand

 Team Roles
R. M. Belbin has defined team role as a set of behaviors that people are
expected to perform because they hold certain positions in a team and
organization. Such as -

EL
Role title Contributions

PT
Creative, imaginative, and unorthodox; solves difficult
Innovator
problems

N
Resource Extroverted, enthusiastic, and communicative; explores
investigator opportunities; develops contacts.
 Team Roles
Role title Contributions
chairperson; clarifies goals, promotes decision making,
Coordinator
delegates well
on pressure; has the drive and courage to overcome
Shaper

EL
obstacles.

PT
Monitor/ Sober, strategic, and discerning; sees all options; judges
Evaluator accurately

N
Cooperative, mild, perceptive, and diplomatic; listens,
Team worker
builds, averts friction, calms the waters.
 Team Roles

Role title Contributions

Disciplined, reliable, conservative, and efficient; turns

Implementor
ideas into practical actions.

EL
Completer/ Painstaking, conscientious, and anxious; searches out

PT
Finisher errors and omissions; delivers on time.

N
Single-minded, self-starting, and dedicated; provides
Specialist
knowledge and skills in rare supply.
 Turning Individuals to Team Players

Here are some operational provisions for managers trying individual employee
to team player –
 Selecting/hiring team players

EL
 Training for creating team players

PT
 Rewarding /providing incentives to good team player

N
We will discuss all about these as follows.
REFERENCES

 Aswathappa, K.(2014). Organisational Behaviour, Text, Cases Games. Himalaya Publishing

EL
House, Mumbai
 Bhattacharyya, D.K. (2012). Principle of Management, Text and Cases, Pearson, New Delhi

PT
 Charles, W.L. Hill and Steven, L. McShane. (2008). Principles of Management, Published by
McGraw-Hill/Irwin
 Stoner AF. Principle of Management, Pearson, New Delhi.

N
 Ellen A. Benowitz. Clifford Quick Review Principle of Management, Hungry Minds, New
York, NY 10022.
 R.M. Belbin, Team Roles at Work (Oxford, UK: Butterworth-Heinemann, 1993);
www.belbin.com.
 Luthans, F. (2011). Organizational Behavior: An Evidence-based Approach, Published by
McGraw-Hill/Irwin,
CONCLUSION

EL
In this lecture session, we have discussed on the concept, types of
team, benefits of teams in the organization and roles played by the

PT
team members.

N
N
PT
EL