A Strategic Guide for Building Effective Teams

2005 ◽  
Vol 34 (2) ◽  
pp. 141-160 ◽  
Author(s):  
Laird Mealiea ◽  
Ramon Baltazar
Keyword(s):  
Team Building ◽  
Environmental Knowledge ◽  
Decision Strategies ◽  
Step Process ◽  
Effective Teams ◽  
Team Success ◽  
Team Characteristics

Managers must recognize that they play a central role in effective team building. However, to be successful, managers require a framework to guide their activities. The purpose of this paper is to provide such a framework in the form of a seven-step process that can guide managers in their team-building efforts. The model itself is built upon the assumption that there are identifiable team characteristics that, if present, will help ensure team success. The model presents a set of decision strategies for the selection and sequencing of team-building efforts and interventions. The model is an iterative, multi-staged effort that requires considerable planning and environmental knowledge to successfully implement.

scholarly journals THE EXPERIMENTAL STUDY IN THE CLASSROOM FOR THE ESTABLISHMENT OF THE ACCOUNTING STUDENTS’ SOFT SKILL THROUGH EFFECTIVE TEAM BUILDING

2020 ◽  
Vol 4 (03) ◽  
Author(s):  
Surjawati Surjawati ◽  
Dian Indriana Tri Lestari
Keyword(s):  
Group Performance ◽  
Soft Skills ◽  
Team Building ◽  
Accounting Education ◽  
Accounting Students ◽  
Output Stage ◽  
Model Framework ◽  
Soft Skill ◽  
Effective Teams ◽  
Output Stages

An accounting education graduate is required to master hard skills and soft skills. In terms of mastering soft skills in the accounting profession, it means to work together as a team. This soft skill provision is obtained through effective learning methods by forming a team that is given the assignment to solve a problem and accounts for it through presentations. The purpose of this study is to provide guidelines for lecturers to build effective teams for students. This study uses a descriptive experimental approach conducted by researchers in 5th semester students with Business Mixing Accounting courses. Team formation refers to McGrath’s Model framework. This model includes the input, process, and output stages. The input phase emphasizes the quality of the teams from various inputs. The larger the team, the more personality types, and time variations will be accommodated and the more conflicts that will be faced. The stage of the process includes how members deal with conflict and make conflict a success. The output stage includes criteria for measuring group performance results and other measures such as member performance satisfaction, group cohesiveness at the end of the task, and changes in member behavior to be better

The Role of Selected Team Design Elements in Successful Sibling Teams

2011 ◽  
Vol 25 (2) ◽  
pp. 191-205 ◽  
Author(s):  
Shelley Maeva Farrington ◽  
Elmarie Venter ◽  
Christo Boshoff
Keyword(s):  
South African ◽  
Family Business ◽  
Role Clarity ◽  
Design Elements ◽  
Effective Teams ◽  
Team Success ◽  
The Family ◽  
Successful Team ◽  
Team Design

For any team to function effectively, several basic elements need to be present. The extent to which these elements are present increases the chances of a successful team outcome. Since a family business can be viewed as a type of team, the literature on how to design effective teams is also relevant to business families. The primary objectives of this study are to identify the team design elements commonly referred to in the family business literature and to empirically test their influence on the effectiveness of South African sibling teams in family businesses. The empirical findings of this preliminary study show that physical resources, skills diversity, and strategic leadership are important determinants of sibling team success whereas role clarity and competence are not.

Effective Virtual Teamwork

2011 ◽  
pp. 20-34 ◽  
Author(s):  
Lynne J. Millward ◽  
Olivia Kyriakidou
Keyword(s):  
Focus Groups ◽  
Virtual Teams ◽  
Team Building ◽  
Virtual Team ◽  
Team Identification ◽  
Virtual Teamwork ◽  
Team Commitment ◽  
Team Success

While much of the work on virtual teams is grounded in the assumptions that teams are concrete entities, this chapter conceptualizes teams as psychological entities, existing in the minds of teams’ members and stakeholders. Drawing from interviews with 40 experts in virtual team building and two focus groups, we offer four principles for the existence of a virtual team: the awareness of its members that they are a “team,” identification with the team, commitment to the team goals, and accountability for team success. We then build upon that base to discuss how teams can be made more “intelligent.”

ARC Stages and Component Tools

2018 ◽  
Author(s):  
Anthony L. Hemmelgarn ◽  
Charles Glisson
Keyword(s):  
Leadership Development ◽  
Conceptual Development ◽  
Team Building ◽  
Effective Teams ◽  
Second Stage ◽  
Sustainable Improvement ◽  
Arc Model ◽  
Continuous Improvement Process ◽  
Third Stage ◽  
Relationship Network

This chapter describes the 12 component tools of ARC within three stages of the ARC model. The first stage of collaboration focuses on ARC component tools for relationship, network, and leadership development. These tools establish the foundational relationships and conceptual development of leaders necessary to begin ARC’s second stage. In the participation stage, component tools such as team building, participatory decision making, and feedback (as well as others) are introduced to illustrate how ARC builds effective teams that apply ARC tools to improve services quality. Innovation represents the third stage as ARC participants employ the tools in a continuous improvement process to eliminate barriers to effective services, drive job redesign, and assure stabilization for sustainable improvement.

Effective Team Practices: Interprofessional Contributions to Communication Issues With a Parent's Perspective

2017 ◽  
Vol 26 (2) ◽  
pp. 181-192 ◽  
Author(s):  
Karena Cooper-Duffy ◽  
Kerri Eaker
Keyword(s):  
Interpersonal Relationships ◽  
Quality Care ◽  
Team Building ◽  
Severe Disabilities ◽  
Essential Elements ◽  
Collaborative Problem Solving ◽  
Effective Teams ◽  
Education Professionals ◽  
Special Education Professionals ◽  
Building Elements

PurposeThis clinical focus article contains a detailed description of how to build effective teams that use interprofessional collaborative practice (IPCP) with special-education professionals, speech-language pathologists, and families of children with severe disabilities.MethodThis clinical focus article provides information on using the essential elements of team building and IPCP to provide quality care to families who have children with severe disabilities. The 6 essential elements for team building are described, with suggestions for including families in each: goal-setting, roles and responsibilities, effective and efficient process, communication and interpersonal relationships, collaborative problem solving, and evaluation. The 4 competency domains of IPCP are embedded into each of the team-building elements to demonstrate how teams can implement IPCP.ResultsA case study illustrates the difficulty one parent experienced working with a team across the 6 essential team-building elements when seeking communication services for her child with severe disabilities.ConclusionsBuilding teams with IPCP can be effective for including families and creating high-quality outcomes for individuals with severe disabilities.

Competition Versus Collaboration in Health Care Teams

2017 ◽  
Vol 23 (2) ◽  
pp. 97-101
Author(s):  
Orlando R. Chapa ◽  
Sobha M. Fuller ◽  
Lisa J. Hernandez ◽  
TaShauna McCray
Keyword(s):  
Health Care ◽  
Social Identity Theory ◽  
Role Theory ◽  
Team Building ◽  
Team Development ◽  
Team Leaders ◽  
Theoretical Frameworks ◽  
Effective Teams ◽  
Advantages And Disadvantages ◽  
Improve Patient

Innumerable teams have emerged in health care, spurred by the desire to improve patient quality and satisfaction, provide better population outcomes, and reduce per capita cost. Team leaders are faced with many choices in team development, such as collaboration or competition. Although each approach has unique advantages and disadvantages, is one approach better suited to building the teams needed in today’s environment? This review examines these two distinct team-building approaches. A literature review of these two approaches in light of the theoretical frameworks of social identity theory and team role theory shows support for both ends of the spectrum; however, collaboration was linked more often with highly successful and effective teams. Ultimately, the literature demonstrates that collaboration is better suited to developing teamwork capable of achieving today’s complex health care goals.

Implications of Observability for the Theory and Measurement of Emergent Team Phenomena

2015 ◽  
Vol 44 (4) ◽  
pp. 1398-1425 ◽  
Author(s):  
Nathan T. Carter ◽  
Dorothy R. Carter ◽  
Leslie A. DeChurch
Keyword(s):  
Conceptual Framework ◽  
Emergent Property ◽  
Self Report ◽  
Team Interaction ◽  
Individual Level ◽  
Emergent Phenomena ◽  
Team Success ◽  
Team Characteristics ◽  
The Individual ◽  
Measurement Approach

Many of the most pivotal mechanisms of team success are emergent phenomena—constructs with conceptual origins at the individual level that coalesce over time through members’ interactions to characterize a team as a whole. Typically, empirical research on teams represents emergent mechanisms as the aggregate of members’ self-report perceptions of the team. This dominant approach assumes members have developed a perception of the emergent property and are able to respond accurately to survey items. Yet emergent phenomena require sufficient time and team interaction before coalescing as perceptible team properties. Attempting to measure an emergent property before it is perceptible can result in inaccurate assessments and substantive conclusions. Therefore, a key purpose of this study is to develop a better understanding of the underlying characteristics of emergent team phenomena that give rise to their emergence as perceptible and, thus, accurately measurable team characteristics. We advance a conceptual framework that classifies emergent team properties on the basis of the degree to which the construct manifests in overtly observable behaviors, positing that more observable emergent team phenomena require less interaction before emerging as ratable team properties compared to constructs that are less easily observed. Leveraging advances in measurement modeling, we test our conceptual framework in a laboratory sample and a quasi–field study sample, demonstrating a multilevel measurement approach that evaluates the emergence of shared team properties across measurement occasions. Results suggest the observability of emergent team properties is a crucial determinant of the relative speed at which constructs emerge as recognizable, ratable properties of the team.

Modeling and Simulation of Skill Decay at the Organizational Team Level

2017 ◽  
Vol 61 (1) ◽  
pp. 740-744 ◽  
Author(s):  
Alexandra N. Trani ◽  
Clayton J. Hutto ◽  
Cara B. Fausset ◽  
Samuel Cheng ◽  
Chris R. Hale ◽  
...  
Keyword(s):  
Future Research ◽  
Research Directions ◽  
Complex Skill ◽  
Team Success ◽  
Integration Mechanisms ◽  
Complex Engineering ◽  
Future Research Directions ◽  
Multiple Levels ◽  
Team Characteristics ◽  
Integrating Factors

When building teams, organizations select individuals capable of acquiring and maintaining skills required for team success. Often, teams undergo a period of skill non-use that can result in skill decay during the lifespan of the team. Despite this reality, researchers have failed to create a comprehensive model that can predict complex skill decay at multiple levels within an organization. McDermott and colleagues (2016) proposed an equation to address this gap. Using simulation data, the present paper applies this equation to model expected skill decay in three hypothetical contexts: simple, mid-range, and complex engineering design cases. The model predicts team-level skill decay in a holistic manner by integrating factors from task, environment, and team characteristics. Results indicate that, while novel for its integration mechanisms, the model maintains strong congruency with previous literature for individual factors. We discuss ways that organizations may reduce complex skill decay as well as future research directions.

Undergraduate student perceptions of teamwork and use of teams in the classroom

2007 ◽  
Vol 51 (18) ◽  
pp. 1073-1075
Author(s):  
Jeffrey J. Smith ◽  
Sharolyn A. Lane
Keyword(s):  
Student Perceptions ◽  
Team Building ◽  
Social Aspects ◽  
Peer Ratings ◽  
Team Members ◽  
Effective Teams ◽  
Human Factors And Ergonomics ◽  
Student Teams ◽  
Team Task ◽  
Student Team

The Human Factors and Ergonomics Society has recognized that, in order to properly prepare students for teamwork in the workplace, team-building experiences are an indispensable part of education (Stone, Moroney, & Wortham, 2006). Panels held at previous HFES meetings have identified approaches to instructing student teams, developing effective teams, and utilizing peer ratings. One hundred fifty-five students were surveyed concerning methods used to plan and communicate with other team members, best and worst team task experiences, and what was liked best and least about working in teams. Responses indicated that, while many students enjoy the collaborative and social aspects of working in teams, many are displeased with the distribution of workload between team members, procrastination by team members, and the difficulty of scheduling meetings. Implications for instructors and recommendations for tools designed to enhance student team experiences are described.

Current Approaches to Team Building in Management

2021 ◽  
pp. 19-22
Author(s):  
Elena Shirinkina ◽  
E. Voronina ◽  
E. Sergeeva ◽  
B. Sobirov
Keyword(s):  
Project Management ◽  
Team Building ◽  
Practical Relevance ◽  
Effective Teams ◽  
Favorable Environment ◽  
Corporate Environments ◽  
Highly Effective

The relevance of the study stems from the fact that teamwork is increasingly seen in corporate environments as the foundation for impressive productivity. Creation of a favorable environment for cooperation is becoming more and more important. The purpose of this study is to present approaches to the formation of teams, to determine the fundamental principles. The practical relevance of this study will enable organizations and enterprises to strategize in the context of project management in order to form highly effective teams.

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