Group and Teams: Increasing Cooperation and Reducing Conflict
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The document discusses the importance of teamwork in organizations, illustrating how effective collaboration can enhance productivity, speed, cost efficiency, and quality. It differentiates between groups and teams, explains various team types, and outlines the stages of team development while emphasizing conflict management. Key benefits of teamwork include improved workplace cohesiveness and performance, with cited examples from several companies.
Group and Teams: Increasing Cooperation and Reducing Conflict
- 1. Prepared by Management Department | www.unimedia.ac.id | man@unimedia.ac.id GROUP & TEAMS : INCREASING COOPERATION, REDUCING CONFLICT Seta A. Wicaksana
- 2. Seta A. Wicaksana 0811 19 53 43 wicaksana@humanikaconsulting.com • Business Psychologist • Pendiri dan Direktur Humanika Consulting dan hipotest.com • Dosen Tetap dan Peneliti di Fakultas Psikologi Universitas Pancasila • Pembina Yayasan Humanika Edukasi Indonesia • Penulis Buku: Sobat Way (2016), Industri dan Organisasi: Pendekatan Integratif dalam menghadapi Perubahan (2020), Human Faktor Engineering: Integratif Desain Manusia dan Lingkungan Kerja (2021), Psikologi Industri dan Organisasi (2021), Psikologi Umum (2021), Manajemen Pengembangan Talenta (2021), PIODiagnostik: Pengukuran Psikologi di Lingkungan Kerja (2021), Transformasi Digital: Perspektif Organisasi, Talenta dan Budaya Organisasi (2021), Psikologi Pelayanan (2021) dan Psikologi Konsumen (2021). • Dosen Tidak Tetap di: Program Pasca Sarjana Ekonomi di Univ. Pancasila, STP TRISAKTI, Fakultas Psikologi Universitas Mercu Buana, STIKOM IMA • Certified of Assessor Talent Management • Certified of Human Resources Management (Reward Management) • Certified of Human Resources as a Business Partner • Certified of Risk Professional • Certified of HR Audit • Ilmu Ekonomi dan Manajemen (MSDM) S3 Universitas Pancasila • Fakultas Psikologi S1 dan S2 Universitas Indonesia • Sekolah ikatan dinas Akademi Sandi Negara
- 3. More teamwork You lead today by building teams and placing others first (Jeffry Immelt- CEO GE) Tomorrow’s organization will not only be flatter and information-based but also organized around teamwork (Peter Drucker – Management philosoper) We love to personify things. But Michelangelo didn’t paint the Sistine Chapel alone, and Edison didn’t invent the light bulb alone (Tom Kelley – GM of Ideo)
- 4. Why teamwork important THE IMPROVEMENT EXAMPLE INCREASED PRODUCTIVITY At one GE factory, teamwork resulted in workforce that was 20% more productive than comparable GE workforces elsewhere INCREASED SPEED Guidant Corp., maker of life-saving medical devices, halved the time it took to get products to market REDUCED COSTS Boeing used teamwork to develop the 777 at cost far less than normal IMPROVED QUALITY Westinghouse used teamwork to improve quality performance in its truck and trailer division and within its electronic component division REDUCED DESTRUCTIVE INTERNAL COMPETITION Men’s Wearhouse fired a salesman who wasn’t sharing walk-in customer traffic, and total clothing sales volume among all salespeople increased significantly IMPROVED WORKPLACE COHESIVENESS Cisco Systems told executives they would gain or lose 30% of their bonuses based on how well they worked with peers and in 3 years had record profit
- 5. Groups & Teams: how do they differ ? • Group : collection of people performing as individuals Two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity. • Team : collection of people with common commitment A small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable
- 6. Formal VS Informal Groups • Formal groups – created to do productive work Group established to do something productive for the organization and headed by a leader • Informal groups – created for friendships Group formed by people seeking friendship and has no officially appointed leader, although a leader may emerge from membership
- 7. Various types of teams THE IMPROVEMENT EXAMPLE CROSS-FUNCTIONAL TEAM Members composed of people from different department, such as sales and production, pursuing a common objective PROBLEM-SOLVING TEAM Knowledgeable workers who meet as a temporary team to solve a specific problem and then disband QUALITY CIRCLE Volunteers of workers and supervisors who meet intermittently to discuss workplace and quality-related problems SELF-MANAGED TEAM Workers are trained to do all or most of the jobs in a work unit, have no direct supervisor, and do their own day-to-day supervision TOP-MANAGEMENT TEAM Members consist of the CEO, president, and top management heads and work to help the organization achieve its mission and goals VIRTUAL TEAM Members interact by computer network to collaborate on projects WORK TEAM Members engage in collective work requiring coordinated effort, purpose of team is advice, production, project, or action.
- 8. 4 Basic Purposes of Work Team ADVICE TEAM To broaden up information PRODUCTION TEAM Performing day to day operation PROJECT TEAMS Do creative problem solving ACTION TEAMS Accomplish task for specialized skills
- 9. Self-Managed Teams Group of workers who are given administrative oversight for their task domains. These kinds of teams have emerged out of quality circles, which consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace and quality-related problems
- 10. Five Stages of Group and Team Development
- 11. Building effective teams 1. Performance goals & feedback 2. Motivation through mutual accountability 3. Size : small or large teams? 4. Roles : how team members are expected to behave 5. Norms : unwritten rules for team members 6. Cohesiveness : the importance of togetherness 7. Groupthinking : when peer pressure discouranges “thinking outside the box
- 12. Conflict A process in which one party perceives that its interest are being opposed or negatively affected by another party 1. Negative conflict – bad for organization Conflict that hinders the organization’s performance or threatens its interest 2. Constructive conflict – good for organization Which benefits the main purposes of the organization and serves its interest
- 13. Managing Conflict Too little conflict or too much conflict causes performance to suffer :
- 14. Learning and Giving for Better Indonesia www.humanikaconsulting.com