Q: What is a team?
A: Two or more individuals who interact socially, share common goals, perform organisational tasks interdependently, have distinct roles, and are embedded in the organisational system. (Kozlowski & Ilgen, 2006)
How do teams differ from working groups?
A: Teams have both individual and mutual accountability and produce joint work products. Working groups focus on individual goals and performance. (Katzenbach & Smith, 2005)
Types of teams
A: 1. Self-managing (self-directed, autonomous, high engagement)
2. Virtual (geographically separated, need shared understanding)
3. Cross-functional (different skills, temporary, high interdependence)
4. Functional (shared expertise, common objectives)
Benefits of teams in organisations
A: 1. Lower costs and higher productivity
2. Reduced absenteeism
3. Improved quality
4. Greater efficiency
5. Increased innovation
What is an effective team?
A: A team that delivers results (quantity, quality, timeliness), enhances member wellbeing and satisfaction, and builds capacity for interdependent work. (Hackman, 2002)
Key processes to manage team effectiveness
A: 1. Team-defining processes (mission, goals, strategy)
2. Monitoring processes (effort, performance, skills)
3. Interpersonal processes (motivation, conflict, participation, emotions)
Task interdependence and team size
.
A: High interdependence means members rely on each other for information and resources.
Small/medium teams perform better due to more interaction; large teams require more coordination
Emergent psychological states in teams
A: 1. Team cohesion – attachment, shared commitment, group pride
2. Mental models – shared understanding of tasks, roles, abilities
3. Team potency – collective belief in team effectiveness
How is team effectiveness measured?
A: 1. Financial/tangible outputs
2. Team performance behaviours (learning, task performance)
3. Role-based performance (leadership, coordination)
4. Employee wellbeing and job satisfaction
Diversity in teams
A:
Objective diversity: age, gender, ethnicity
Task process diversity: problem-solving, creativity
Deep-level diversity: values, personality, openness, conscientiousness, collectivist orientation
Positive team behaviours
A: Clear communication, collaboration, mutual support, shared commitment, trust, and accountability.
Negative team behaviours
A: Lack of communication, conflict mismanagement, low engagement, poor coordination, ignoring others’ contributions.
Conditions for successful teams in organisations
A: 1. Visible support from top management
2. Strategic alignment with organisational goals
3. Strong project leaders
4. Allocation of resources
5. Reward structures supporting team performance
Why are teams growing in importance?
A: Teams outperform individuals in complex tasks, increase productivity, quality, satisfaction, reduce absenteeism/turnover, and harness employee talent. (MacMillan, 2001; Glassop, 2002; LePine et al., 2008)
