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    Describe Team Role and Scope

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    Joannix V Villanueva
    The document describes the role and scope of a team. It defines what constitutes a team and its unique characteristics such as interdependence and commitment to working together to achieve more than individuals. The document also outlines eight dimensions that effective teams demonstrate including participation, collaboration, flexibility, sensitivity, risk-taking, commitment, facilitation, and openness. It provides definitions and examples for each dimension to describe how team members can work effectively together.

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    Describe Team Role and Scope

    Uploaded by

    Joannix V Villanueva
    79 views6 pages
    The document describes the role and scope of a team. It defines what constitutes a team and its unique characteristics such as interdependence and commitment to working together to achieve more than individuals. The document also outlines eight dimensions that effective teams demonstrate including participation, collaboration, flexibility, sensitivity, risk-taking, commitment, facilitation, and openness. It provides definitions and examples for each dimension to describe how team members can work effectively together.

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    DESCRIBE TEAM ROLE AND SCOPE

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    The document describes the role and scope of a team. It defines what constitutes a team and its unique characteristics such as interdependence and commitment to working together to achieve more than individuals. The document also outlines eight dimensions that effective teams demonstrate including participation, collaboration, flexibility, sensitivity, risk-taking, commitment, facilitation, and openness. It provides definitions and examples for each dimension to describe how team members can work effectively together.

    Copyright:

    © All Rights Reserved
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    Download as docx, pdf, or txt
    79 views6 pages

    Describe Team Role and Scope

    Uploaded by

    Joannix V Villanueva
    The document describes the role and scope of a team. It defines what constitutes a team and its unique characteristics such as interdependence and commitment to working together to achieve more than individuals. The document also outlines eight dimensions that effective teams demonstrate including participation, collaboration, flexibility, sensitivity, risk-taking, commitment, facilitation, and openness. It provides definitions and examples for each dimension to describe how team members can work effectively together.

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    © All Rights Reserved
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    of 6

    DESCRIBE TEAM ROLE AND SCOPE

    1. TEAM, OBJECTIVES, PARAMETERS AND ROLE

    Team members need to learn how to help one another, help other team members realize
    their true potential, and create an environment that allows everyone to go beyond their
    limitations. A team becomes more than just a collection of people when a strong sense of
    mutual commitment creates synergy, thus generating performance greater than the sum of
    the performance of its individual members.

                              

    Team

     People working together towards a common goal who coordinate their work


    amongst themselves. Teams normally have members with complementary skills and
    generate synergy through a coordinated effort which allows each member to
    maximize his/her strengths and minimize his/her weaknesses.

    Group

     People working towards the goal whose work is coordinated by someone else (e.g.
    manager) for them. A group in itself does not necessarily constitute a team.

      
    Unique Characteristics of a Team:

     Must have an agreement or a reason for working together.


     Members must be interdependent, each needing one another’s experience, abilities
    and commitment in order to reach the common goal.
     Must be committed to the idea that working together produces more effective
    decisions.
     Must operate as a functioning unit within the larger organizational context.

    TEAM PARAMETERS

    Eight (8) dimensions

    The model is based on the realization that people who work together need to cooperate with
    one another in order to be most effective and productive.

    1.   Participation

    ·         members need to be present at team meetings

    ·          “present” in this context refers both to being physically present and being
    psychologically present by being attentive and involved

    2.   Collaboration

     teamwork requires cooperation


     members need to operate as “team players” working toward solutions that benefit
    the team as a unit. 

    3.   Flexibility

     team members should be open minded about others points of view and should be
    willing to be influenced by what they hear
     they need to let go of personal opinions in the interest of the team and to assume a
    variety of responsibilities within the work-group situation.

    4.    Sensitivity

     team members must be aware of other’s feelings


     they should not consciously hurt the feeling of fellow team members.
    5.   Risk-Taking

     one of the oldest maxims of our culture is “Nothing ventured, nothing gained.”
     most relevant risks the team members can take are confronting negative situations
    within the team, adhering to a point of view even if it alienates other team members
    and reaching out to other team members to offer emotional support
     to take risks is itself risky, but the team suffers when too many members “play it
    safe”.

    6.   Commitment

     implies that members’ goals are consonant with the group’s objectives, that
    members exhibit a strong “we” attitude.
     members are willing to do their fair share of the team’s work, and that they support
    the team within the organization
     if a person never volunteers for tasks, is “me” oriented, or speaks disparagingly to
    others about the team, he or she probably is not committed.

    7.   Facilitation

     each member of a team is responsible for helping the team to operate


     a group that does not critically examine its own functioning (process) is not likely to
    be maximally effective.

    8.   Openness

     team members should not withhold significant information from one another
     should not be deceptive in their participation; should make their data available for
    team problem solving and planning
     should openly express their feelings, attitudes, values and beliefs relative to the tasks
    and functioning of the group.

    Each of the eight dimensions in the model form a pair; each pair should be kept in balance
    both within the behavior of individuals and within that of the team.

    1.   Participation/Risk Taking.

    2.   Collaboration/Commitment

    3.   Facilitation/Flexibility
    4.   Openness/Sensitivity

    TEAM OBJECTIVES

             

    Objectives are the specific goals that the team will accomplish in a fixed amount of
    time.  These objectives flow from the team's purpose. Each one moves you towards your
    vision.

    ·         Team objectives support the team’s vision and purpose and the Company and/or
    Department objectives.

    Why are team objectives important?

    ·         Team objectives are the basis of the team’s planned work. 

    ·         Team objectives should be the starting point for the employee objectives set as part
    of the performance management process.

    ·         Team objectives provide the basis for talent and resource planning.  They dictate the
    resources needed.

    TEAM ROLE

              Meredith Belbin (1993) based on his research proposed roles for successful


    teams. The nine (9) Belbin Team Roles represent team members’ preferred ways to interact
    and behave in a group.

    Some people are more comfortable working behind the scenes. Others like to interact and
    engage with clients and customers. Some like ideas. Others prefer decisions.

     
    Top-performing teams are built on a balance of nine basic roles—with each team member
    performing a role (or roles) that reflect their unique, inherent strengths.

    People

    1. Resource Investigator: Extroverted, enthusiastic, and communicative. Explores


    opportunities and develops contacts that can help the project.
    2. Team Worker: Cooperative, mild, perceptive and diplomatic. Listens, builds, averts
    friction and calms the waters.
    3. Coordinator: Mature, confident and a good team leader. Clarifies goals, promotes
    decision-making and delegates well.

    Action/Task

    4. Shaper: Challenging, dynamic, thrives on pressure. Drive and courage to overcome


    obstacles.
    5. Implementer: Disciplined, reliable, conservative and efficient. Turns ideas into
    practical actions.
    6. Completer-Finisher: Painstaking, conscientious. Seeks errors and omissions. Delivers
    on time.

     Thinking

    7. Plant: Creative, imaginative, unorthodox. Able to solve difficult   

            problems.

    8. Specialist: Single-minded, self-starting, dedicated. Provides

            knowledge and skills in rare supply.

    9. Monitor-Evaluator: Sober, strategic, discerning. Sees and evaluates

            options. Judges accurately.


          

    Team Sources of Information

    ·         Standard operating and/or other workplace procedures

    ·         Job procedures

    ·         Machine/equipment manufacturer’s specifications and instructions

    ·         Organizational or external personnel

    ·         Client/supplier instructions

    ·         Quality standards

    ·         OHS and environmental standards

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