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{{distinguish|Teem}} |
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{{two other uses||the river in the North-East of England|River Team||TEAM (disambiguation)}} |
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[[Image:Team work.jpg|thumb|300px|A team at work]] |
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<!-- This article uses British spelling --> |
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A '''team''' comprises a [[groups of people|group of people]] or [[animal]]s linked in a common purpose. Teams are especially appropriate for conducting tasks that are high in [[complexity]] and have many interdependent subtasks. |
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A group in itself does not necessarily constitute a team. 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. 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.<ref>Davis, Barbee. 97 Things Every Project Manager Should Know: Collective Wisdom from the Experts. Beijing: O'Reilly, 2009. Print."Build teams to Run Marathons, Not Sprints" By Nitin pg 96</ref> |
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Thus teams of [[game]] players can form (and re-form) to practise their craft. Transport logistics executives can select teams of [[horse]]s, [[dog]]s or [[ox]]en for the purpose of conveying goods. |
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[[Theorist]]s in [[business]] in the late 20th century popularised the concept of [[team building|constructing teams]]. Differing opinions exist on the efficacy of this new [[management]] [[fad]]. Some see "team" as a [[four-letter word]]: overused and under-useful. Others see it as a panacea that finally realizes the [[Human Relations Movement|human relations movement]]'s desire to integrate what that movement perceives as best for workers and as best for [[management|managers]]. Still others believe in the effectiveness of teams, but also see them as dangerous because of the potential for exploiting workers — in that team effectiveness can rely on [[peer pressure]] and peer [[surveillance]]. |
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Compare the more structured/skilled concept of a [[crew]], and the advantages of formal and informal [[partnership]]s. |
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==Team size, composition, and formation== |
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'''Team size and composition''' affect the team processes and outcomes. The optimal size (and composition) of teams is debated and will vary depending on the task at hand. At least one study of problem-solving in groups showed an optimal size of groups at four members. Other works estimate the optimal size between 5-12 members.{{Citation needed|date=June 2007}} [[Meredith Belbin|Belbin]] did extensive research on teams prior to 1990 in the UK that clearly demonstrated that the optimum team size is 8 roles plus a specialist as needed.<ref>Belbin, September 2010.{{Clarify|date=February 2011}}</ref> Fewer than 5 members results in decreased perspectives and diminished creativity. Membership in excess of 12 results in increased conflict and greater potential of sub-groups forming. |
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[[David Cooperrider]] suggests that the larger the group, the better. This is because a larger group is able to address concerns of the whole [[system]]. So while a large team may be ineffective at performing a given task, Cooperider says that the relevance of that task should be considered, because determining whether the team is effective first requires identifying what needs to be accomplished. |
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Regarding composition, all teams will have an element of homogeneity and heterogeneity. The more homogeneous the group, the more cohesive it will be. The more heterogeneous the group, the greater the differences in perspective and increased potential for creativity, but also the greater potential for conflict. |
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Team members normally have different roles, like team leader and agents. Large teams can divide into sub-teams according to need. |
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Many teams go through a life-cycle of stages, identified by [[Bruce Tuckman]] as: [[Forming-storming-norming-performing|forming, storming, norming, performing and adjourning]]. |
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==Types of teams== |
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===Independent and interdependent teams=== |
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[[Image:Rugby union scrummage.jpg|thumb|right|A [[rugby union]] [[scrum]]]] |
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Of particular importance is the [[concept]] of different types of teams. A distinction is usually drawn between "independent" and "interdependent" teams. |
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To continue the [[sports]] team example, a [[Rugby football|rugby]] team is clearly an '''interdependent team''': |
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* no significant task can be accomplished without the help and cooperation of any of the [[Groups of people|members]]; |
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* within that team members typically specialize in different tasks ([[Rugby League positions|running the ball]], [[Field goal (rugby)|goal kicking]] & [[Scrum (rugby)|scrum feeding]]), and |
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* the success of every individual is inextricably bound to the [[success]] of the whole team. No [[Rugby football|rugby]] player, no matter how talented, has ever won a [[Rugby football|game]] by playing alone. |
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On the other hand, a [[chess]] or [[bowling]] team is a classic example of an '''independent team''': |
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* matches are played and won, or points are scored, by individuals or partners; |
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* every person performs basically the same actions; |
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* how one player performs has no direct effect on the performance of the next player. If all team members each perform the same basic tasks, such as [[students]] working problems in a math class, or outside sales [[employees]] making phone calls, then it is likely that this team is an independent team. They may be able to help each other — perhaps by offering advice or practice time, by providing moral support, or by helping in the background during a busy time — but each individual's success is primarily due to each individual's own efforts. Chess players do not win their own matches merely because the rest of their teammates did, and math students do not pass tests merely because their neighbours know how to solve the [[equations]]. |
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Coaching an "interdependent" team like a [[football]] team necessarily requires a different approach from coaching an "independent" team because the costs and benefits to individual team members — and therefore the intrinsic incentives for positive team behaviors — are very different. An interdependent team benefits from getting to know the other team members socially, from developing trust in each other, and from conquering artificial challenges (such as offered in outdoors ropes courses). |
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===Project teams=== |
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A team used only for a [[define]]d period of time and for a separate, concretely definable purpose, often becomes known as a '''[[project team]]'''. Managers commonly label groups of people as a "team" based on having a common function. Members of these teams might belong to different groups, but receive assignment to activities for the same [[project]], thereby allowing outsiders to view them as a single unit. In this way, setting up a team allegedly facilitates the creation, tracking and assignment of a group of people based on the project in hand. The use of the "team" label in this instance often has no relationship to whether the employees are working as a team. |
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===Sports teams=== |
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{{See also|Team sport}} |
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A [[sport]]s team is a group of people which play a sport together. Members include all players (even those who are waiting their turn to play) as well as support members such as a team manager or [[Coach (sport)|coach]]. |
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===Virtual teams=== |
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Developments in communications technologies have seen the emergence of the virtual work team. A [[virtual team]] is a group of people who work interdependently and with shared purpose across space, time, and organisation boundaries using technology to communicate and collaborate. Virtual team members can be located across a country or across the world, rarely meet face-to-face, and include members from different cultures.<ref>[http://papers.ssrn.com/sol3/papers.cfm?abstract_id=634645 Kimble et al. (2000)] Effective Virtual Teams through Communities of Practice (Department of Management Science Research Paper Series, 00/9), University of Strathclyde, Strathclyde, UK, 2000.</ref> Ale Ebrahim, N., Ahmed, S. & Taha, Z. in their recent (2009) literature review paper, added two key issues to definition of a [[virtual team]] “as '''small temporary groups''' of geographically, organizationally and/ or time dispersed '''knowledge workers''' who coordinate their work predominantly with electronic information and communication technologies in order to accomplish one or more organization tasks”.<ref>Ale Ebrahim, N.; Ahmed, S.; Taha, Z. (December 2009). "Virtual R & D teams in small and medium enterprises: A literature review". Scientific Research and Essay 4 (13): 1575–1590. http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1530904</ref> Many virtual teams are cross-functional and emphasis solving customer problems or generating new work processes. The United States Labour Department reported that in 2001, 19 million people worked from home online or from another location, and that by the end of 2002, over 100 million people world-wide would be working outside traditional offices.<ref>Pearlson & Sounders, 2001</ref> |
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===Interdisciplinary and multidisciplinary teams=== |
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Teams, such as in medical fields, may be ''interdisciplinary'' or ''multidisciplinary''.<ref name=Ferrell>{{cite book | last = Ferrell | first = Betty | coauthors = Nessa Coyle | title = Textbook of Palliative Nursing |edition = 2 | publisher = Oxford University Press US | year = 2006 | isbn = 0-19-517549-2 | page = 35}}</ref> Multidisciplinary teams involve several professionals who independently treat various issues a patient may have, focusing on the issues in which they specialise. The problems that are being treated may or may not relate to other issues being addressed by individual team members. Interdisciplinary team approach involves all members of the team working together towards the same goal. In an interdisciplinary team approach, there can often be role blending by members of the core team, who may take on tasks usually filled by other team members.<ref name=Ferrell/> |
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===Not all groups are teams=== |
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Some people also use the word "team" when they mean "employees." A "[[sales]] team" is a common example of this loose or perhaps [[euphemistic]] usage, though inter dependencies exist in [[organisations]], and a sales team can be let down by poor performance on other parts of the organisation upon which sales depend, like delivery, after-sales service, etc.. However "sales staff" is a more precise description of the typical arrangement. |
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===From groups to teams=== |
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Groups develop into teams in four stages. The four stages are: dependency and inclusion, counter dependency and fighting, trust and structure, and work. In the first stage, group development is characterized by members' dependency on the designated leader. In the second stage, the group seeks to free itself from its dependence on the leader and groups have conflicts about goals and procedures. In the third stage, the group manages to work through the conflicts. And in the last stage, groups focus on team productivity.<ref>Wheelan, S. (2010). Creating Effective Teams: a Guide for Members and Leaders. Los Angeles: SAGE. Print.</ref> {{Clarify|date=March 2011}} |
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==See also== |
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*[[Air-defense experiments]] |
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*[[Coalition]] |
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*[[Community]] |
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*[[Forming-storming-norming-performing]] |
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*[[Group (sociology)]] |
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*[[Groups of people]] |
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*[[Albert S Humphrey|Team Action Management]] |
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*[[Judge–advisor system]] |
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*[[Teamwork]] |
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*[[Team building]] |
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*[[Player (game)|Player]] |
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*[[Virtual team]] |
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*[[The Five Dysfunctions of a Team]] |
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*[[Driving (horse)#Teams|Driving (horse)]] |
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*[[Team Composition]] |
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==References== |
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{{Wiktionary|teem|team}} |
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{{Reflist}} |
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[[Category:Social groups]] |
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[[bg:Тим]] |
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[[ca:Equip multidisciplinari]] |
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[[cs:Tým]] |
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[[da:Hold]] |
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[[de:Team]] |
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[[es:Equipo]] |
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[[eo:Teamo]] |
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[[fa:تیم]] |
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[[fr:Équipe]] |
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[[hr:Tim]] |
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[[id:Tim]] |
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[[lt:Komanda]] |
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[[hu:Csoport (szervezeti)]] |
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[[mk:Тим]] |
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[[ms:Pasukan]] |
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[[nl:Team]] |
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[[ja:チーム]] |
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[[no:Lag]] |
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[[pl:Zespół (zarządzanie)]] |
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[[pt:Equipe]] |
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[[ru:Производственная бригада]] |
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[[sq:Ekipi]] |
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[[simple:Team]] |
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[[sk:Tím]] |
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[[sv:Arbetslag]] |
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[[ta:அணி (மக்கள்)]] |
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[[tt:Такым]] |
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[[zh:团队]] |
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Revision as of 00:09, 15 July 2012
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