Business

Organisation
Topic 11 : Team formation, development
and management customer value
 What is Team
• Team is a set of interpersonal interactions
structured to achieve established goals
• Team consists of two or more individuals
who
• Are aware of their positive
interdependence as they strive to
achieve mutual goals,
• Interact while they do so,
• Are aware of who is and is not a team
member
• Have specific roles or functions to
perform
• Have a limited life span of membership 2
 Types of team
• Departmental teams
• Employees have similar or complementary
skills located in the same unit of a functional
structure
• Usually minimal task interdependence because
each person works with employees in other
departments
• Production/service/leadership teams
• Typically multiskilled (employees have diverse
competencies);
• team members collectively produce a
common product/service; or make on going
decisions

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 Types of team
• Self-directed teams
• Similar to production/service teams except
they produce an entire product and have low
interdependence with other work units;
• high autonomy
• Advisory teams
• Provide recommendations to decision makers
e.g. committees,
• advisory councils, work councils, review
panels, etc.
• Task force (project) teams
• Usually multiskilled;
• temporary – exist to solve a problem, realize
an opportunity, or develop a product or 4
service
 Team building
• Analyzing work procedures and
activities to improve team
productivity, quality of relationships,
level of social skills, and team
adaptability
• Aimed at increasing long-term team
effectiveness

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 Stages of team development

• Forming

• Storming

• Norming

• Performing

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 Stage One : Forming
Definition: Stage 1 teams are generally new
teams that are learning how to work together
Characteristics of stage 1 teams: Members
tend to be tentative and polite and to have
little conflict
Critical skills and activities: Stage 1 teams
need to identify their purpose, develop group
norms, identify group processes, define roles,
build relationships and trust
Role of facilitator/leader: Stage 1 teams
usually need a strong leader who can help the
team go through its forming activities

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 Stage Two : Storming
Definition: Stage 2 teams have moved past the early
forming stages and are now encountering some
disagreements and/or conflict. This is natural, but
teams need to find effective ways to handle conflict
before they can move on to stage 3.

Group characteristics: Members of stage 2 teams

tend to exhibit increased conflict, less conformity and
“jockeying” for power.

Critical skills and activities: Stage 2 teams need to

learn how to resolve conflict; clarify their roles,
power, and structure; and build consensus through
re-visiting purpose.

Role of leader(s): Stage 2 teams need leaders and

other team members who are willing to identify
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issues and resolve conflict.
 Stage Three : Norming
Definition: Stage 3 teams have successfully moved
out of the storming stage and are ready to move to
a higher level of communication and problem-
solving.
Group characteristics: Members of stage 3 teams
demonstrate an improved ability to complete tasks,
solve problems, resolve conflict.
Critical skills and activities: Stage 3 teams need to
learn to engage in more sophisticated problem-
solving and decision-making, continue the use of
effective strategies for conflict resolution and take
greater levels of responsibility for their roles
Role of leader(s): In stage 3, leaders become less
directive, team members feel empowered, and
multiple leaders emerge

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 Stage Four : Performing
Definition: Stage 4 teams are at the highest level of
performance and can process their strengths and
weaknesses while accomplishing their goals.
Group characteristics: In stage 4, the team takes a
flexible approach to roles and structures depending
on the task at hand. The team is able to evaluate its
effectiveness and views conflict is viewed as an
opportunity. Stage 4 teams tend to be energetic,
creative, and fun!
Critical skills and activities: Stage 4 teams need to
hold high expectations for their performance. They
often use sub-groups as well as the large group for
decision-making and task completion. Teams also
recognize the need to ensure that all members are in
agreement with the role and purpose of sub-groups.
Role of Leader: In a stage 4 team, it’s often difficult
to identify the leader, because everyone is sharing in
leadership. 10
 Management Customer Value
The only value a company will create is
the value that comes from customer-
the ones a company has now and the
ones a company will have in future.

Businesses succeed by getting keeping

and growing customers.

Customers are the only reason,

company build factories, hire
employees, schedule meetings, lay fiber
optic lines or engage in any business
activity. 11
 Customer Perceived Value
Customer-perceived Value:

CPV is the difference between the

prospective customer’s evaluation of all
the benefits and all the costs of an
offering and the perceived alternatives.

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Customer Perceived Value

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Customer Perceived Value to
Customers Loyalty

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 Customer Satisfaction
In general, satisfaction is a person’s feelings of pleasure
or disappointment that result from comparing a
product’s perceived performance (or outcome) to
expectations.

• If the performance falls short of expectations, the

customer is dissatisfied.
• If it matches expectations, the customer is satisfied.
• If it exceeds expectations, the customer is highly
satisfied or delighted.

Customer assessments of product performance depend

on many factors, especially the type of loyalty
relationship the customer has with the brand.

Consumers often form more favorable perceptions of a

product with a brand they already feel positive about.
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 Customer Loyalty
“A deeply held commitment to rebuy or
repatronize a preferred product or
service in the future despite situational
influences and marketing efforts having
the potential to cause switching
behavior.”

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THANK YOU

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