“culture” (i.e. values, norms and beliefs);
maintenance of a communication system;
provision of social controls through
ridicule, ostracism and violence; and
provision of interest and fun in work life.
Types of teams
The different types of teams are based
on their task and output type: advice,
action, project and production. Teams
differ depending on their team autonomy
(the extent to which a team experiences
freedom, independence and secretion
in decisions in the performance of its
tasks). In addition, the four types of
teams are further differentiated along four
dimensions namely degree of technical
specialization, degree of coordination,
work cycles and typical outputs.
Advice teams: Created primarily to provide
a flow of information to management for
use in decision-making. Such team may
be given the authority to implement
solutions depending on the nature of the
organization. An example is the quality
circles whose operations are dependent
upon reasons for their establishment by
the management.
Quality circles do contain the following
features: voluntary membership with
members solely drawn from a particular
department; no financial rewards;
members are trained in problem-solving,
statistical quality control and team
processes; their problem-solving domain
is defined by the management; hold
weekly meetings mostly during working
hours with trained facilitators; and they
are created at the lower levels with the
senior management’s decision.
Action teams: It executes brief
performances that are repeated under new
conditions. Its members are technically
specialized, and it has a high need to
coordinate its output with that of other
work units. An example is an aircraft crew.
Project teams: It is a collection of
employees from different work areas in an
organization to accomplish a specific task
within a finite future. On accomplishment
of its task, this team is either disbanded or
its members are given new assignments.
Team members have specialist knowledge
and their output can be a research report,
book or journal publications.
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A team is able to perform better than a group due
to its synergistic effect- arising from the fact that
its members are deeply committed to each oth-
er’s - personal growth and success. All members
participate in the planning, organizing, setting
performance targets, evaluating team’s perfor-
mance, developing strategies and interventions
and securing of the team’s resources.Teams pro-
duce work that is based on collaboration and col-
lective effort.
Such teams are created either when there
is need for creative problem-solving that
involves application of different types of
specialized knowledge, or when there is a
need for close co-ordination of work on a
specific project. An example of a project
team is the cross-functional team which
composes of employees from about the
same hierarchical level but from different
work areas or functions in the organization
brought together to complete a task.
Production teams: These are individuals
in a relationship involving shared and
recognized production goals, with work
status defined through a system of social
roles and behavioral norms supported by a
set of incentives and sanctions.
Importance of teamwork
Teamwork maximizes the team’s human
resources through coaching and support,
helps deliver higher output due to
synergistic effect as a result of multiple
skilling, utilization of members’ talents
and involvement of all members in
decision making, and ensures there is
continuous improvement as team motive
is the overriding factor through sharing
of the members’ knowledge, skills and
abilities.
Elements of a team
Team goal: There is an overarching team
goal supported by other goals. There is
need for each member to be aware of the
team goal, accept it and be committed
towards accomplishing it.
Productive participation by all members:
This is realized through members
contributing data and knowledge, and
sharing in the decision making processes,
and making an imposed decision work.
Communication: Members need to
maintain an open, honest and effective
exchange of information.
Trust: Members should
critique and trust others.
objectively
A sense of belonging: This is achieved
through team cohesiveness enhanced by
commitment to an understood mandate
and team identity.
Diversity: This is a team’s critical asset
since it is the foundation of its synergistic
effect.
Creativity and risk taking: it provides
the teams the drive.
Evaluation: There is need for an objective
review of the team’s actions with ability to
self-correct.
Change compatibility: The need to
be flexible and assimilate change is
paramount.
Participatory leadership: Each team
member has to help to lead.
Dr. Kellen Kiambati holds an MBA in
Strategic Management from the Kenya
Methodist University and a PhD in
Business Administration with a focus in
Strategic Management from JKUAT. She
is a member of the Institute of Human
Resource Management of Kenya. She can
be reached via: Kellenkiambati@gmail.
com.