Teams and Teamwork as the Basis of Effectiveness
©2005
Bachelorarbeit
37 Seiten
Zusammenfassung
Inhaltsangabe:Introduction:
Nowadays, teams are seen in every organisations and the majority agrees to the advantageous position of teams rather than individuals. The term team is mentioned in the same sense like effectiveness, efficiency, problem-solving and success. Referring to numerous authors, during the last 30 years the utilisation of teams and teamwork increased dramatically. It is also mentioned that teamwork seems to be a winning formula. Nevertheless, some authors mentioned that teamwork is just a fashion and is not always the best solution.
In the following, a critical literature review on teams and team building will be given. Especially effective team performance will be centred. In order to evaluate literature adequate, the conceptual framework developed by Bloom - Blooms taxonomy - will be used. Within the review, an accurate and informed awareness of the literature of teams and teamwork will be demonstrated. Therefore, material of specific topics will be evaluated. The main part of the review covers: defining teams, evaluating teams, building teams, effective teamwork and its core competences. Likewise, main themes, methods, and philosophical approaches will be analysed. Furthermore, approaches for further research will be given. Beside, own interpretation, assumptions and limitations of the review will be illustrated. Inhaltsverzeichnis:Table of Contents:
INTRODUCTION4
LITERATURE REVIEW4
UNDERSTANDING OF THE TOPIC5
DEFINING TEAMS5
EVALUATING TEAMS7
BUILDING TEAMS8
EFFECTIVE TEAMWORK10
CORE COMPONENTS OF EFFECTIVE TEAMS11
COMMUNICATION11
GOAL SETTING & VISION SHARING12
LEADERSHIP & DECISION-MAKING12
TEAM TRAINING & DEVELOPMENT13
TEAM SELECTION & RECRUITMENT13
FURTHER CORE COMPONENTS14
METHODS AND METHODOLOGY14
FURTHER RESEARCH15
LIMITATION OF THE LITERATURE REVIEW16
CONCLUSION OF LITERATURE REVIEW16
REFERENCES18 Textprobe:Text Sample:
EFFECTIVE TEAMWORK:
Agreeing to West and Salas et al , there is much confusing about characteristics of effective teamwork. Due to that, several authors tried to give a recipe to create, develop, and enhance effective teams and teamwork. Referring to the more functionalistic reviewed literature, several characteristics about effective teamwork occurred. In order to classify core competences to guide organisations, effectiveness and effective teamwork has to be defined. In the following part, several key aspects which are required for effective teamwork will be highlighted […]
Nowadays, teams are seen in every organisations and the majority agrees to the advantageous position of teams rather than individuals. The term team is mentioned in the same sense like effectiveness, efficiency, problem-solving and success. Referring to numerous authors, during the last 30 years the utilisation of teams and teamwork increased dramatically. It is also mentioned that teamwork seems to be a winning formula. Nevertheless, some authors mentioned that teamwork is just a fashion and is not always the best solution.
In the following, a critical literature review on teams and team building will be given. Especially effective team performance will be centred. In order to evaluate literature adequate, the conceptual framework developed by Bloom - Blooms taxonomy - will be used. Within the review, an accurate and informed awareness of the literature of teams and teamwork will be demonstrated. Therefore, material of specific topics will be evaluated. The main part of the review covers: defining teams, evaluating teams, building teams, effective teamwork and its core competences. Likewise, main themes, methods, and philosophical approaches will be analysed. Furthermore, approaches for further research will be given. Beside, own interpretation, assumptions and limitations of the review will be illustrated. Inhaltsverzeichnis:Table of Contents:
INTRODUCTION4
LITERATURE REVIEW4
UNDERSTANDING OF THE TOPIC5
DEFINING TEAMS5
EVALUATING TEAMS7
BUILDING TEAMS8
EFFECTIVE TEAMWORK10
CORE COMPONENTS OF EFFECTIVE TEAMS11
COMMUNICATION11
GOAL SETTING & VISION SHARING12
LEADERSHIP & DECISION-MAKING12
TEAM TRAINING & DEVELOPMENT13
TEAM SELECTION & RECRUITMENT13
FURTHER CORE COMPONENTS14
METHODS AND METHODOLOGY14
FURTHER RESEARCH15
LIMITATION OF THE LITERATURE REVIEW16
CONCLUSION OF LITERATURE REVIEW16
REFERENCES18 Textprobe:Text Sample:
EFFECTIVE TEAMWORK:
Agreeing to West and Salas et al , there is much confusing about characteristics of effective teamwork. Due to that, several authors tried to give a recipe to create, develop, and enhance effective teams and teamwork. Referring to the more functionalistic reviewed literature, several characteristics about effective teamwork occurred. In order to classify core competences to guide organisations, effectiveness and effective teamwork has to be defined. In the following part, several key aspects which are required for effective teamwork will be highlighted […]
Leseprobe
Inhaltsverzeichnis
Sven Rosenhauer
Teams and Teamwork as the Basis of Effectiveness
ISBN: 978-3-8366-2314-8
Herstellung: Diplomica® Verlag GmbH, Hamburg, 2009
Zugl. University of the West of England at Bristol, Bristol, Großbritannien,
Bachelorarbeit, 2005
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© Diplomica Verlag GmbH
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Student ID 04502623
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Abstract
Teams and teamwork can be found in every organisation.
A critical literature review on teams and team building is
given. Assumptions concerning defining, evaluating and
building teams are stated. Understandings of the topic
vary significantly. Teams are seen as co-operations of
individuals which are working together to accomplish
given tasks. Also advantages and disadvantages differ
within the topic depending on the philosophical approach.
Advantages of teams are well understood but less proved.
Team building is highlighted by two different frameworks.
Statements about effective teamwork are reviewed an
evaluated. Additionally, the system model as a framework
for effective teamwork is illustrated and discussed. Core
components like
communication, shared beliefs,
leadership and shared decision-making, training, and
selection are explained. Arguments about teams and
teamwork are mainly based on secondary research and
narratives rather than primary research. The contrariness
of the topic can be explained by a lack of research.
Furthermore, methods and methodologies as well as
suggestions for further research and limitations are
illustrated.
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TABLE OF CONTENT
INTRODUCTION... 4
LITERATURE REVIEW ... 4
UNDERSTANDING OF THE TOPIC ...6
DEFINING TEAMS... 6
EVALUATING TEAMS ... 10
BUILDING TEAMS... 13
EFFECTIVE TEAMWORK...16
CORE COMPONENTS OF EFFECTIVE TEAMS ...19
COMMUNICATION ... 19
GOAL SETTING & VISION SHARING ... 20
LEADERSHIP & DECISION-MAKING... 21
TEAM TRAINING & DEVELOPMENT ... 22
TEAM SELECTION & RECRUITMENT... 23
FURTHER CORE COMPONENTS... 24
METHODS AND METHODOLOGY...25
FURTHER RESEARCH ...27
LIMITATION OF THE LITERATURE REVIEW ...28
CONCLUSION OF LITERATURE REVIEW... 29
REFERENCES... 31
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INTRODUCTION
Nowadays, teams are seen in every organisations and the majority agrees to the
advantageous position of teams rather than individuals. The term team is mentioned in the
same sense like effectiveness, efficiency, problem-solving and success. Referring to
numerous authors, during the last 30 years the utilisation of teams and teamwork increased
dramatically. (Gustafson & Kleiner, 1994; Guzzo & Dickinson, 1996; Salas, Burke & Cannon-
Bowers, 2000) It is also mentioned that teamwork seems to be a winning formula.
(Woodock, 1989, cited by Ingram, Teare, Scheuning & Armistead, 1997) Nevertheless,
(Church, 1998)
In the following, a critical literature review on teams and team building will be given.
Especially effective team performance will be centred. In order to evaluate literature
adequate, the conceptual framework developed by Bloom - «%ORRP¬V WD[RQRP\¬- will be
used. Within the review, an accurate and informed awareness of the literature of teams and
teamwork will be demonstrated. Therefore, material of specific topics will be evaluated. The
main part of the review covers: defining teams, evaluating teams, building teams, effective
teamwork and its core competences. Likewise, main themes, methods, and philosophical
approaches will be analysed. Furthermore, approaches for further research will be given.
Beside, own interpretation, assumptions and limitations of the review will be illustrated.
LITERATURE REVIEW
The interest in teams and teamwork from both academic and practitioner viewpoints
increased immense over the last 40 years. (Tranfield & Smith, 2002) Also, there is much
Student ID 04502623
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confusion about definitions and characteristics. Authors are in agreement about the
difficulties on researching, measuring and evaluating the topic. Therefore, several authors
worked on the theme and tried to discuss it. Due to it, a literature review will be given on the
topic. Hart (1998, cited by Harrington & Booth, 2004) defined a literature review as follows:
information, ideas, data and evidence written from a particular standpoint to
fulfil certain aims or express certain views on the nature of the topic and
how it is to be investigated, and the effective evaluation of these documents
[in relation to the research being proposed].
Due to different definitions and components about teams an account of 29 articles
are researched an evaluated. Main focus is on both teams and teamwork but the research
involves also articles wide around the topic. Several articles of main journals like the
are used. Also a few books are used for general and
further information. The following review is divided into three parts. Firstly, defining,
evaluating and building teams will be covered. Furthermore, effective teamwork will be
reviewed. The third part covers core components to achieve effective teamwork. Each of the
parts includes a critical description and evaluation of main arguments. Additionally, methods
and methodologies will be highlighted and analysed. Afterwards, methodologies occurring in
the literature will be illustrated in more depth. A next part, will develop approaches of further
research as well as own interpretation. Finally, the appeared limitations of the literature
review itself will be described briefly.
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UNDERSTANDING OF THE TOPIC
Within the topic there is confusion about definition, characteristics and processes of effective
team performance. Salas et al (2000) argue that is because teamwork is a multidimensional
construct which is dynamic and vague and therefore difficult to study. Furthermore, there is a
lack of research and understanding of the topic. (Salas, et al, 2000) In the following part,
teams and their definition given by several authors will be described and evaluated.
Additionally, understanding of team characteristics will be analysed. Likewise, methods and
methodologies within the evaluated papers will be explained and categorised.
DEFINING TEAMS
Nowadays, teams and teamwork are seen in every organisation and are inescapable in
modern systems to achieve and sustain success. (Church, 1998) Over the last 30 years
many organisations turned from individual working to team-acting. It is argued that, due to
the new advanced technology, teamwork in a sense of employee commitment is more
needed than control and compliance. (Huszczo, 1990) Teamwork is worldwide used
(Church, 1998) and itVHHPVWREHDWUHQGRUD«IDVKLRQ¬WKDWHYHU\ERG\KDVWREHLQYROYHGLQ
a team to be successful. (Mullins, 2002, Ingram et al, 1997)
Within the literature, that is reviewed, definitions of teams vary significantly. It also has to be
mentioned that there exist no clear and sustainable explanations. Many authors are not able
to explain the term in a clear sense. Everyone has a subjective and formless understanding
summarised as: Several people who are co-operating together to
achieve an organisational or individual goal. (Belbin, 1973; Gustafson & Kleiner, 1994;
Ingram, et al, 1997; Spears, 1996; Staniforth, 1996; etc.) The vagueness of a definition is
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caused by a lack of research and evaluation of the topic. (Currie & Procter, 2003; Staniforth,
1996) Nevertheless, according to Salas et al (2000), and there review, a leading definition
et al, 2000, p.341) Teams are defined from
two perspectives: The functionalistic and the interpretative approach. The functionalist
paradigm dominates the business and management research and tries to generalise findings
and assumptions. Compared to that, the interpretivist paradigm tries to identify conclusion in
a more individual and subjective way. (Burrell & Morgan, 1979)
In a more functionalistic sense, teams are defined as followsWKH\¯DUHFRPSRVHGRI
individuals who work together in close proximity with each other and who interact with other
et al, 1997, p.125) Teams are affected by environmental
issues and changes including economy, organisation and needs of customers. (Ingram, et
al, 1997; Stevens & Campion, 1999) According to Belbin (1993), teams are characterised by
a limited size, a crucial selection and leadership which is shared or rotated. Furthermore,
teams are following a role spread and co-ordinated style as well as a spirit of dynamic
interaction. (Belbin, 1976; Belbin, 1993¸ Salas, et al, 2000, Mullin, 2002) Teamwork is also
reported as an organisational form to support and enact many tactical and strategic
research in manufacturing and was afterwards generalised to all types. Teams are seen as
an open system which interacts between inputs and outputs to accomplish a given task
(Ingram, et al, 1997; Plovnick, Fry & Rubin, 1975)
Because of the difficulties in describing teams many authors defined it from a more
interpretative position. In the considered literature a variety of different types of teams can be
Student ID 04502623
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found. Salas et al (2000) claimed that there exist several types of teams and therefore it is
difficult to categories and evaluate them. In their paper they defined three types of teams:
The action team, the production team and the management team. Each of these teams
requires different processes as well as measurements in order to work effective. Likewise,
Huszczo (1990) distinguished teams by their definition of goals and specific objectives. He
differentiated teams where outcomes are lessFOHDUDQGWKRVHZLWK«HYHU\GD\ZRUNLQJWDVNV¬
(e.g. management and job-floor teams) (Huszczo, 1990; Tranfield & Smith, 2002) Affirmative
to Huszczo (1990), Ingram et al (1997) illustrate the existence of many different teams
instead of just one type of teams. Also Sundstrom (1999, cited by Salas et al, 2000)
categorised six types of teams: The production team, the service team, the management
team, the acting/performance team, the project team and the parallel team. Functionality is
the underlining nature of each of these teams. Sundstrom (1999) also mentioned that each
team requires different characteristics to succeed. (Sundstrom, 1999, cited by Salas, et al,
2000) Katzenbach & Smith (1993) distinguished between three types of teams in a
hierarchical order, based on primary research of 50 teams in 30 countries: Teams which
recommend things, teams which produce things and teams which lead things. The first type
solves problems and includes task forces and project groups. The second type is linked to
more valuable contributions like change management, creative and cross-functional teams
(Church, 1998; Katzenbach & Smith, 1993)). The third team is often described as inter-
disciplinary. Things are often self-managed or self-directed as management leadership
teams. (Huszczo, 1990; Hut & Mollemann, 1998; Katzenbach & Smith, 1993; Tata & Palmer,
2000) Within the production industry Tranfield & Smith, S., Foster, M., Wilson, S. & Parry
(2002) and Tranfield & Smith (2002) categorised an overall self-directed archetype with two
subtypes. Subtypes are the lean team, which is characterized by routine tasks, less
Details
- Seiten
- Erscheinungsform
- Originalausgabe
- Jahr
- 2005
- ISBN (eBook)
- 9783836623148
- DOI
- 10.3239/9783836623148
- Dateigröße
- 359 KB
- Sprache
- Englisch
- Institution / Hochschule
- University of the West of England, Bristol – Business Administration
- Erscheinungsdatum
- 2008 (Dezember)
- Note
- 1,5
- Schlagworte
- team teamwork effectiveness teambuilding communication
