team

Examples of team in the following topics:

• Types of Teams

  • Depending on its needs and goals, a company can use a project team, a virtual team, or a cross-functional team.
  • Teams may be permanent or temporary, and team members may come from the same department or different ones.
  • Common types of teams found in organizations include project teams, virtual teams, and cross-functional teams.
  • Software development is most commonly done by project teams.
  • It is common for an organization to have many teams, including teams of several types.

• Defining a Team

  • A team is a group of people who work together toward a common goal.
  • Each member is responsible for contributing to the team, but the group as a whole is responsible for the team's success.
  • Sports teams are a good example of how teams work.
  • Organizations typically have many teams, and an individual is frequently a member of more than one team.
  • Some teams are permanent and are responsible for ongoing activities.

• Choosing Team Size and Team Members

  • Team size and composition affect team processes and outcomes.
  • The optimal size and composition of teams depends on the scope of the team's goals.
  • Research shows that teams perform best with between five and nine members.
  • Meredith Belbin did extensive research on teams prior to 1990 in the UK that suggested that the optimum team size is eight roles plus a specialist as needed.
  • The mix of knowledge and expertise on a team is also important.

• Team Building

  • Team building is an approach to helping a team become an effective performing unit.
  • Team building refers to a wide range of activities intended to help a team become an effective performing unit.
  • Team-building activities require the participation of all team members.
  • A team can also benefit from team building after its work has begun.
  • Identify how to achieve team success and the underlying value of team building from a broader organizational perspective

• Constructive Team Conflict

  • Teams may use conflict as a strategy for continuous improvement and learning.
  • Recognizing the benefits of conflict and using them as part of the team's process can enhance team performance.
  • Team members may feel more valued when they know they are contributing to something vital to the team's success.
  • Team members and others can follow a few guidelines for encouraging constructive conflict.
  • Explain how conflict can be used as a strategy for improving team performance

• Virtual Teams

  • Similar to task forces and cross-functional teams, networked teams frequently bring together people with different expertise to bring broad perspectives to discussing an issue or problem.
  • Project development teams work on complex sets of activities over a long time period.
  • The geographic dispersion of team members and the lack of regular face-to-face meetings present three challenges to the success of virtual teams.
  • Coordination of tasks: A virtual team needs a clear set of objectives and a plan for how to achieve them in order to focus and direct collaboration among team members.
  • Team-member skills: Beyond their functional expertise and experience, virtual team members need to be effective users of technologies such as video conferencing and other collaboration tools.

• Team Roles

  • Team roles define how each member of the group relates to the others and contributes to the team's performance.
  • Roles are part of a team's structure, and having a role defines each team member's position in the group relative to the others.
  • Team roles establish expectations about who will do what to help the team succeed.
  • Team roles are not necessarily linked to specific work tasks and may even include responsibilities that do not directly contribute to the team's output.
  • Identify types of team roles and how they contribute to team performance

• Shared Leadership

  • Rather than having a single designated leader, two or more members of a team with shared leadership influence the others and help drive the team's performance toward its goals.
  • Team members must be willing to extend their feedback to the team in a way that aims to influence and motivate the direction of the group.
  • Shared purpose means team members have a similar understanding of the team's objective and collective goals.
  • Voice refers to the degree to which team members believe they have input into how the team carries out its activities.
  • Coaching can also nurture collective commitment to the team and its objectives, increasing the possibility that team members will demonstrate personal initiative.

• Self-Managing Teams

  • A self-managing team has considerable discretion over how its work gets done.
  • Self-managing teams are distinct from self-directed teams.
  • Organizations in various fields use self-managing teams to boost productivity and motivate employees.
  • Members of self-managing teams plan, coordinate, direct, and control their activities.
  • There are also potential drawbacks to self-managing teams.

• Team-Based Structure

  • The team structure is a newer, less hierarchical organizational structure in which individuals are grouped into teams.
  • Some teams endure over time, while others—such as project teams—are disbanded at the project's end.
  • Teams that include members from different functions are known as cross-functional teams.
  • Critics argue that the use of the word "team" to describe modern organizational structures is a fad; according to them, some teams are not really teams at all but rather groups of staff.
  • One aspect of team-based structures that will likely persist indefinitely is the integration of team cultures within an broader structure (e.g., a functional structure with teams interspersed).