Page 260 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Unit 12: Group Behaviour and Team Work

reduced the taxpayer's time to complete it by nearly half. If we as taxpayers consider Notes
ourselves customers of the IRS, we can say that we are better served by an agency that has
embraced groups to improve quality.

Questions
1. Why is it just as important for a government agency like the IRS as it is for a
commercial business firm, to rely on productivity groups to benefit the organisation
as a whole?
2. Do you think the rigid structure and close monitoring of the initial impact teams
inhibited their development? Why or why not?
3. What characteristics of an effective group did the IRS impact teams have?
Source: Mathew J Ferrero, "Self-Directed Work Teams Untax the IRS," Personnel Journal, July 1994, page 66-71.

12.2 Understanding Work Teams

A team is a relatively permanent work group whose members must coordinate their activities
to achieve one or more common objectives. The objectives might include advising others in the
organisation, producing goods or services, and carrying out a project. Because achievement of
the team's objectives requires coordination, team members depend on one another and must
interact regularly. A work team generates positive synergy through coordinated effort. Their
individual efforts result in a level of performance that is greater than the sum of those individual
inputs. Teams have far-reaching impact in today's workplace. They have become an essential
part of the way business is being done.

Teams imply a high degree of coordination among their members, along with a shared belief
that winning (achieving team goals) is not only desirable but the very reason for the team's
existence. Any team is therefore a group, but unfortunately, not all groups have the high degree
of interdependence and commitment to success that we traditionally associate with the concept
of a team. Although the desire to achieve high levels of commitment and coordination is common
among organisations using teamwork, the nature of specific teams varies considerably. Two
major dimensions along which teams differ are differentiation of team roles and integration
into the organisation.
1. Differentiation is the extent to which team members are specialized relative to others in
the organisation.
2. Integration is the degree to which the team must coordinate with managers, employees,
suppliers and customers outside the team.

12.2.1 Creating Effective Teams

The four possible combination – high or low differentiation plus high or low integration – are
associated with creation of effective teams.

1. Advice/Involvement,
2. Production/Service,
3. Project/Development, and
4. Action/Negotiation.

The Table 12.2 explains these four types of combinations with their resultant output.
1. Advice and Involvement: An advice/involvement team is a team formed to generate
input from a broad base of employees. They are low in differentiation. Team members

LOVELY PROFESSIONAL UNIVERSITY 255