Organizational Behaviour - Ii: Nptel

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ORGANIZATIONAL BEHAVIOUR - II
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DR. S. SRINIVASAN
ASSISTANT PROFESSOR, VGSOM, IIT KHARAGPUR
Module 02:
Lecture 03 : Effectiveness of Teamwork
ORGANIZATIONAL BEHAVIOUR - II
Effectiveness of Teamwork
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We have learnt about various challenges related to managing a
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team from our previous lecture session. Now, we will discuss
about the effectiveness of teamwork
Team Effectiveness
McShane and Hill have stated that team effectiveness refers to how the
team affects the organization, individual team members, and the team’s
existence.
 First, effective teams achieve their objectives relating to the
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organization or other system in which the group operates.
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 Second, team effectiveness relates to the satisfaction and well-being
of its members. People join groups to fulfill their personal needs, so
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effectiveness is partly measured by this need fulfillment.
 Third, team effectiveness relates to the team’s ability to survive.
Key to Create an Effective Team
K. Aswathappa has suggested six important aspects for building an

effective team.
 Creating clear goals for the team
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 Encouraging the team to go for a small wins
 Building mental trust
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 Ensuring mental accountability and a sense of common purpose
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 Providing the necessary external support, including training
 Changing the team membership as and when required
Issues of Effective Teamwork
As pointed out by K, Aswathappa (2014), effective team work

depends upon the following four issues-
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 Cooperation
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 Trust
 Training
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 Rewards
 Cooperation:
Cooperation is to exist when the efforts of team members
are systematically integrated to achieve a collective goals. In
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teamwork process cooperation is found to be
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- The superior to competition in promoting productivity
and achievement
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- The superior to individualistic efforts.
- Cooperation without inter-group competition promotes
better productivity than cooperation with inter-group
competition.
 Trust:
Absence of trust affects the team performance adversely. Trust is
built up on the basis of
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 Communication among members
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 Supporting to each other
 Respecting to others
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 Fairness to credit and recognition
 Predictability in daily affairs
 Competency
 Leadership
 Training:
Training is necessary because team members should know how to
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work effectively as a team in addition, possessing individual task-
related skills and abilities.
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Depending upon the need and purpose of the team, training can be
arranged.
 Rewards:
The reward system in most of the organization is individually based.
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Organization members are rewarded based on evaluation of their
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individual performance while individual’s contribution to team
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success is a legitimate part of the reward system team success
should also, be considered.
Team Effectiveness Model
Composition Process
 Abilities of members  Common purpose
 Personality  Specific goals
Context  Allocating roles  Team efficacy
 Adequate resources  Diversity  Team identity
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 Leadership & structure  Cultural differences  Team cohesion
 Climate of trust  Size of teams  Mental models
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 Performance evaluation  Member preferences  Conflict levels
and reward systems  Social loafing
Source: Robbins, Judge and Vohra (2019)

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Team effectiveness
Team Effectiveness Model: Context
 Adequate Resources:
Teams are part of larger organization system and every work team relies on the
resources outside the team to sustain it.
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A scarcity of resources directly reduces the ability of a team to perform its job
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effectively.
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It is perhaps one of the most important characteristics of an effective team
work is the support received from the organization.
 Effective Leadership:
It is always perceived that leadership is especially important in multiteam
systems. Here, leaders need to delegate responsibility to teams and play
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the role of facilitator, making sure the teams work together rather than
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against one another.
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Teams can’t function if they can’t agree on who is to do what and ensure
all members share the workload.
 Climate of Trust:
Members are more likely to take risks and expose vulnerabilities when
they can trust others on their team. The overall level of trust in a team is
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important, but the way trust is dispersed among team members also
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matters.
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Trust levels that are asymmetric and imbalanced between team
members can mitigate the performance advantages of a high overall
level of trust—in such cases, coalitions form that often undermine the
team as a whole.
 Performance Evaluation and Reward System:
Individual performance evaluations and incentives may interfere
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with the development of high-performance teams.
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Management should utilize hybrid performance systems that
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incorporate an individual member component to recognize
individual contributions and a group reward to recognize positive
team outcomes.
Team Effectiveness Model: Composition
 Abilities of members:
A team’s performance depends in part on the knowledge, skills, and
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abilities of individual members. Abilities set limits on what members can
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do and how effectively they will perform on a team.
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It is observed that high-ability teams—composed of mostly intelligent
members—do better than lower-ability teams. High-ability teams are also
more adaptable to changing situations; they can more effectively apply
existing knowledge to new problems
 Personalities of members:
Conscientious people in a team are good at backing up other team
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members and sensing when their support is truly needed.
Conscientious teams also have other advantages.
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It is found found that behavioral tendencies such as organization,
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achievement orientation, and endurance were all related to higher
levels of team performance with openness to experience.
 Allocation of roles:
Teams have different needs, and members should be selected to
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ensure all the various roles are filled. The experience and skill of
those in core roles who handled more of the workflow of the team,
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and were central to all work processes were especially vital.
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In other words, putting most abled, experienced, and conscientious
workers in the most central roles in a team is vital.
 Diversity of members:
The degree to which members of a work unit (group, team, or
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department) share a common demographic attribute, such as age, sex,
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race, educational level, or length of service in the organization, is the
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matter to organizational behaviour.
It is found that the diversity has a negative affect on team performance.

 Cultural differences:
Evidence indicates cultural diversity interferes with team processes, at least in the
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short term. cultural diversity seems to be an asset for tasks that call for a variety
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of viewpoints.
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But culturally heterogeneous teams have more difficulty learning to work with
each other and solving problems. The experience shows that these difficulties
seem to dissipate with time
 Size of the teams:

The most effective teams have five to nine members. Experts suggest using the
smallest number of people who can do the task. Unfortunately, managers often
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err by making teams too large.
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It may require only four or five members to develop an array of views and skills,
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while coordination problems can increase as team members are added.
When teams have excess members, cohesiveness and mutual accountability
decline, social loafing increases.
 Member preferences:
When people prefer to work alone are required to team up, there is
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a direct threat to the team’s morale and to individual member
satisfaction.
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When selecting team members, managers should consider individual
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preferences along with abilities, personalities, and skills. High-
performing teams are likely to be composed of people who prefer
working as part of a group.
Team Effectiveness Model: Process
Common Plan and Purpose
Effective teams begin by analyzing the team’s mission, developing goals to
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achieve that mission, and creating strategies for achieving the goals.
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Members of successful teams put a tremendous amount of time and effort
into discussing, shaping, and agreeing on a purpose that belongs to them
collectively and individually.
Specific goals
Achievable goals raise team performance on those criteria for
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which they’re set. So, for instance,
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• goals for quantity tend to increase quantity,
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• goals for accuracy increase accuracy, and so on.
 Team efficacy
Teams that have been successful raise their beliefs about future success, which,
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in turn, motivates them to work harder.
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In addition, teams that have a shared knowledge of individual capabilities can
strengthen the link between team members’ self-efficacy and their individual
creativity because members can more effectively solicit informed opinions
from their teammates
 Team identity
Individuals who felt included and respected by team members became more
willing to work hard for their teams, even though as soldiers they were
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already called upon to be dedicated to their units.
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Individuals with a positive team identity but without a positive
organizational identity can become fixed to their teams and unwilling to
coordinate with other teams within the organization
 Team cohesion
It has been found that if team cohesion is high and tasks are complex, costly
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investments in promotions, rewards, training, and so forth yield greater
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profitable team creativity.
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Teams with low cohesion and simple tasks, on the other hand, are not likely to
respond to incentives with greater creativity
 Mental models
Mental models pertain to how a team does its work. If team
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members have the wrong mental models, which is likely to be in
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teams under acute stress, their performance suffers.
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Teams with shared mental models were more motivated towards
their work.
 Conflict levels
Conflict has complex relationship with team performance. The way conflicts
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are resolved can make the difference between effective and ineffective
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teams.
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It is established that effective teams resolved conflicts by explicitly discussing
the issues, whereas ineffective teams had unresolved conflicts that were
focused more on personalities and the way things were said.
REFERENCES
 Aswathappa, K.(2014). Organisational Behaviour, Text, Cases Games. Himalaya Publishing

House, Mumbai
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 Bhattacharyya, D.K. (2012). Principle of Management, Text and Cases, Pearson, New Delhi
 Charles, W.L. Hill and Steven, L. McShane. (2008). Principles of Management, Published
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by McGraw-Hill/Irwin
 Luthans, F. (2011). Organizational Behavior: An Evidence-based Approach, Published by
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McGraw-Hill/Irwin,
 Stoner, A.F. (1984). Management, Prentice-Hall, New Delhi
 Cherrington, D.J. (1989). Organisational Behaviour, Allyn and Beacon, Boston, USA
 White, D.D. and Bednar D.A. (1986). Organisational Behaviour, Allyn and Beacon, Boston,
USA
 Robbins, P. Stephen and Judge, A. Timothy. (2017). Organisational behaviour, Pearson,
Delhi
CONCLUSION
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In this lecture, we have discussed on the team effectiveness
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and factors that influence team effectiveness – context,
composition and process.
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In the next session we will make discussion on teamwork and
its various processes. Thank you all.
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EL

K. Aswathappa has suggested six important aspects for building an

As pointed out by K, Aswathappa (2014), effective team work

Training is necessary because team members should know how to

The reward system in most of the organization is individually based.

Source: Robbins, Judge and Vohra (2019)

 Performance Evaluation and Reward System:

Individual performance evaluations and incentives may interfere

The degree to which members of a work unit (group, team, or

It is found that the diversity has a negative affect on team performance.

 Size of the teams:

Common Plan and Purpose

Effective teams begin by analyzing the team’s mission, developing goals to

Achievable goals raise team performance on those criteria for

Mental models pertain to how a team does its work. If team

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

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