CHAP 17 - Teamwork, Roles, Synergy & Development Stages Notes môn Principle of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

CHAP 17 1. Team and teamwork
A team can be defined as a group of individuals who come together with a shared purpose or
goal, working collaboratively to achieve objectives that would be difficult or impossible to
accomplish individually. Teams are characterized by their collective effort, interdependence, and shared accountability.
Teamwork is the collaborative effort of a group of individuals who work together cohesively to
achieve a common goal or complete a shared task. It involves effective communication, mutual
support, coordination of efforts, and a willingness to share responsibilities and successes.
Teamwork often emphasizes leveraging individual strengths, fostering a sense of unity and collective achievement.
Ex: In a busy restaurant, a team of chefs, servers, and kitchen staff collaborates seamlessly
during a busy dinner service. The chefs prepare dishes according to orders, while servers
coordinate with customers and ensure meals are delivered promptly. Meanwhile, kitchen staff
clean and restock supplies to maintain efficiency. Together, they create a positive dining
experience for guests, showcasing how teamwork ensures smooth operations and customer
satisfaction in a fast-paced environment. 2. 4 roles
Team Leader: Guides the team towards goals, sets direction, allocates tasks, and makes decisions to ensure progress.
Characteristics: Strong leadership, decision-making, and motivational skills.
Network Facilitator: Connects team members with resources, information, and stakeholders inside and outside the team.
Characteristics: Communication, negotiation, and relationship-building skills.
Team Member: Actively contributes skills and efforts to achieve team objectives.
Characteristics: Teamwork, cooperation, accountability, and reliability.
Coach or Team Developer: Focuses on enhancing team effectiveness through guidance,
mentorship, and skill development.
Characteristics: Coaching, mentoring, and understanding of team dynamics.
Ex: Team Leader (Restaurant Manager): Oversees the entire restaurant operation, sets goals,
ensures smooth service, and resolves any issues that arise.
Network Facilitator (Head Waiter/Waitress): Connects the kitchen and serving staff with
customer needs, ensures orders are accurate, and communicates special requests or changes.
Team Member (Chef): Prepares food according to menu specifications, maintains food quality
and presentation standards, and collaborates with kitchen staff.
Coach or Team Developer (Sous Chef or Shift Supervisor): Provides guidance, training, and
support to kitchen staff, ensures adherence to recipes and safety standards, and helps resolve kitchen challenges. 3. Team synergy
Synergy is a concept where the combined effect of a group of elements is greater than the sum of
their individual effects. In other words, synergy occurs when the collaboration of individuals or
groups produces an outcome that is more significant than what each could achieve on their own.
Team Synergy refers specifically to this concept applied within a team context. When team
synergy is present, the team works together in a way that amplifies each member's strengths and
compensates for their weaknesses, resulting in higher performance and better outcomes than
what the team members could achieve individually.
Ex: In a software development company, a project team worked on a new mobile app with a tight
deadline. The team included a project manager, developers, designers, and a QA specialist, each
bringing unique skills. Clear objectives and open communication were established from the start.
When a coding issue arose, developers and designers collaborated to find a solution, while the
QA specialist provided continuous feedback. This synergy allowed the team to meet milestones
ahead of schedule and deliver a high-quality app that exceeded client expectations, showcasing
how effective teamwork can achieve superior results. 4. Benefits of teams
Performance Gains Through Synergy: Synergy occurs when the combined efforts of team
members produce a result that is greater than the sum of their individual contributions. When
team members work together effectively, they can achieve higher productivity, better problem-
solving, and more innovative solutions than they could on their own. This collective performance
boost is one of the primary benefits of teamwork.
More Resources for Problem Solving: Teams bring together a diverse set of skills, knowledge,
and experiences. This diversity provides a broader range of resources for tackling problems.
Team members can pool their expertise, share insights, and leverage each other's strengths to find
solutions that might not be apparent to an individual working alone.
Improved Creativity and Innovation: Collaboration fosters an environment where creativity can
flourish. When team members share ideas and brainstorm together, they can inspire each other
and build on each other’s suggestions, leading to innovative solutions. Diverse perspectives and
the dynamic exchange of ideas can lead to creative breakthroughs that might not emerge in a more isolated setting.
Improved Quality of Decision Making: Teams can make better decisions because they
incorporate multiple viewpoints and critically evaluate options. The collective input and
discussion help identify potential risks, consider different angles, and develop more well-rounded
and informed decisions. This collaborative approach reduces the likelihood of errors and
improves the overall quality of decisions.
Greater Member Commitment to Tasks: When team members are involved in setting goals and
making decisions, they are more likely to be committed to the tasks at hand. This sense of
ownership and responsibility can lead to higher levels of engagement and dedication to achieving
the team’s objectives. The mutual accountability within a team also reinforces this commitment.
Increased Motivation of Members: Working in a team can be motivating, as team members
provide support, encouragement, and recognition to each other. The social interactions and
camaraderie in a team environment can boost morale and drive individuals to perform at their
best. Additionally, the shared success of reaching team goals can be highly motivating.
Increased Need Satisfaction of Members: Teams can fulfill various individual needs, such as the
need for belonging, recognition, and personal growth. Being part of a team provides a sense of
community and connection with others. It also offers opportunities for learning, skill
development, and career advancement. Meeting these needs can lead to greater job satisfaction
and overall well-being for team members. 5. Problems of teams
Personality Conflicts: Different personalities can clash, leading to tension and discord within a
team. These conflicts can arise from varying communication styles, attitudes, and behaviors.
Personality conflicts can disrupt collaboration, lower morale, and reduce overall team
effectiveness if not managed properly.
Individual Differences in Work Styles: Team members often have different approaches to work,
including varying preferences for planning, organizing, and executing tasks. These differences
can lead to misunderstandings and frustration if team members are not aware of or do not respect
each other's work styles. Finding a balance and creating a flexible team dynamic is essential to overcome this issue.
Ambiguous Agendas: When team goals and objectives are not clearly defined, members can
become confused about their roles and responsibilities. Ambiguity can lead to misaligned efforts,
wasted time, and reduced productivity. Clear communication and well-defined agendas are
crucial to ensure that everyone is on the same page and working towards common objectives.
Ill-Defined Problems: Teams may struggle to solve problems effectively if the issues are not
clearly understood or articulated. An ill-defined problem can lead to misguided efforts and
ineffective solutions. It is important for teams to thoroughly analyze and define problems before
attempting to address them, ensuring a shared understanding of the issue at hand.
Social Loafing: Social loafing refers to the tendency of some team members to put in less effort
when working in a group compared to working alone. These "free-riders" rely on others to carry
the workload, which can lead to resentment and decreased motivation among more diligent team
members. Establishing accountability, setting individual and group goals, and fostering a culture
of responsibility can help mitigate social loafing.
6. Cross-functional teams
Cross-functional teams are composed of members from different functional units of an
organization, created specifically to break down the "walls" that often separate departments.
These teams address the "functional chimneys" problem, which is characterized by a lack of
communication and collaboration across different functions. By bringing together diverse
expertise from various departments, cross-functional teams enhance communication, foster
collaboration, and enable more effective problem-solving and innovation. When to use: -
When launching a new product, cross-functional teams can integrate insights from
marketing, R&D, finance, and customer service to ensure the product meets market needs and is financially viable. -
For tackling complex issues that require diverse expertise and perspectives, such as
improving operational efficiency or resolving customer complaints. -
Implementing strategic projects like digital transformation, organizational change, or
entering new markets often requires coordinated efforts from various functional areas. -
To enhance or redesign processes that impact multiple departments, ensuring that all
relevant perspectives are considered for optimal results. -
For projects aimed at improving customer experience or developing customer-centric
solutions, cross-functional teams ensure that all aspects of the customer journey are addressed.
Ex: To launch a new smart home device, a technology company forms a cross-functional team
comprising a project manager, marketing specialist, R&D engineer, finance analyst, sales
representative, customer support lead, and supply chain manager. This team collaborates closely,
starting with defining project goals and conducting market research to identify target customers.
The R&D engineer and finance analyst develop a cost-effective design, while the marketing
specialist creates promotional strategies and the sales representative plans distribution. The
customer support lead gathers beta tester feedback for product improvements, and the supply
chain manager ensures timely delivery of components. This synergy results in a successful
product launch, characterized by strong consumer interest, high-quality standards, adherence to
budget, and smooth operations, leading to high sales and customer satisfaction.
Cross-functional teams are closely related to the matrix organizational structure. In a matrix
structure, employees typically report to both a functional manager (based on their specialty, such
as marketing or engineering) and a project manager (based on the specific project they are
working on). This dual reporting system allows for flexibility and collaboration across different
functions within the organization.
Relationship Between Cross-Functional Teams and Matrix Structure:
Team Composition: Cross-functional teams are often formed within a matrix structure to work
on specific projects or tasks that require input from multiple functional areas. For example, a
product development team may include members from marketing, R&D, finance, and operations,
each bringing their specialized knowledge to the project.
Project Focus: In a matrix structure, employees are assigned to projects based on their expertise
and the needs of the project. Cross-functional teams leverage this organizational setup by
assembling members with diverse skills to tackle complex problems or achieve specific goals.
Flexibility and Adaptability: Both structures offer flexibility in resource allocation and project
management. Cross-functional teams can be formed and disbanded as needed to address
evolving business needs or project requirements within the matrix organizational framework.
7. 5 stages of team development
The five stages of team development, often referred to as Tuckman's stages of group development, are:
Forming: In this initial stage, team members come together, get acquainted, and begin to
understand the goals and objectives of the team. There is usually a sense of excitement and
anticipation, but also uncertainty about roles and responsibilities. Members rely on guidance
from a leader and tend to avoid conflict.
Storming: As team members start to work together more closely, they may experience conflicts
and differences in opinions. This stage is characterized by debates over roles, responsibilities,
and approaches. It's essential for the team to resolve these conflicts constructively to move
forward. Leadership is crucial in facilitating discussions and guiding the team through this phase.
Norming: In the norming stage, the team begins to establish norms, values, and expectations.
Members develop mutual respect, trust, and cohesion. Roles and responsibilities become clearer,
and there is a sense of unity as the team aligns towards common goals. Communication
improves, and the team starts to work more collaboratively and efficiently.
Performing: The performing stage is marked by high levels of productivity and effectiveness.
Team members are committed to the team's goals and work well together. They leverage each
other's strengths, communicate effectively, and make decisions collaboratively. The team
operates autonomously with minimal supervision, and tasks are completed efficiently.
Adjourning (or Mourning): Not always included in all models, adjourning represents the stage
when the team disbands after completing its objectives or the project concludes. This stage
involves reflecting on achievements, recognizing contributions, and preparing for the team's
dissolution. It can be a time of nostalgia and sadness for some team members, especially if they have formed strong bonds.
Ex: A project team at a marketing agency begins by defining goals and roles in the forming stage.
As they move into storming, conflicts arise over creative direction but are resolved through open
communication. Transitioning into norming, they establish workflows and build trust, leading to
effective collaboration. In the performing stage, the team operates smoothly, leveraging strengths
to develop and execute a successful digital marketing campaign. Upon completion, they reflect
on achievements and prepare for new projects in the adjourning stage.