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GROUP: FR09B01

MANAGING TEAMS
April Book, Michael McCarthy, Rudy Alvarez, Vicky De la Garza

Introduction to teamwork
In the 1980 Olympics, the United States Hockey team faced Russia in what was
thought to be a clear victory for the Russians. Prior to this match the Russians had won
six consecutive Olympic Gold medals. The Russian team was comprised of
professionals who were well experienced in this type of arena. The same could not be
said for the United States team. The team was comprised of amateurs, mostly young
college students from various colleges in the United States. However, despite the
obstacles they faced, the US Hockey team won gold that year. Winning the gold medal
required an candid amount of teamwork.

Teamwork plays a vital role in sports;

however teamwork is just as important in the business environment. Teamwork is a

necessary process in any group; teamwork is a facet of good group dynamics. Vince
Lombardi said, "Individual commitment to a group effort--that is what makes a team
work, a company work, a society work, a civilization work". (1)

Definition of Team Work

Teamwork is the process of working together in a group to achieve an objective
or goal. Teamwork and groups are synonymous and coexist.

The definition of

teamwork consists of cooperative or coordinated effort on the part of a group of persons

acting together as a team or in the interests of a common cause.

(2)

Teamwork

can

involve various elements. The elements existing in teamwork include cooperation in

achieving a common desired goal. Members of a group must work uniformly and
contribute to the end result. The element of cooperation is achieved when relationships
form. Relationships are at the core of teamwork and they provide the foundation that

sparks team cohesion. By building relationships, groups are able to learn from one
another. Collectively all these elements outline team work. (3) In business, teamwork
is also classified as collaborative work systems. (4)

Why is Teamwork Important?

The pressure of globalized markets and increasing competition has led
organizations to seek continuous improvement. The answer has come in the form of
teamwork. Teamwork enhances skills that are needed in a competitive environment.
Among many things, teamwork creates an environment that fosters creativity, innovation,
enhanced skills and experience. These skills allow organizations to achieve goals much
more efficiently, thus giving organizations the opportunity to gain a competitive edge.
(5)
The Impact of Teamwork
Teamwork or collaborative work systems are a key strategy for achieving superior
business results. It is how these systems are implemented that determine the direction
results will take. Full emersion and practice must be achieved to obtain best results.
According to Beyerlein, it is only when this type of strategy is implemented that
organizations are able to:

Break apart from obstacles that face collaborative work systems.

Be more effective in collaboration which reduces the time and resources needed

to achieve goals.
Create systems that are versatile
Minimize individual waste and strengthen multilevel cooperation.
Gain a sense of responsibility and accountability in teams
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Become a cohesive unit in which interdependency exists and high level

preforming in the norm.

Supporting Teamwork in Organizations

By examining groups we can help further define the importance of teamwork. According
to Cartwright and Zander four assumptions can be derived from groups.

Groups are an inevitable part of society.

Groups can be powerful and sway members actions.
Can lead to both positive and negative consequences for its members.
Understanding group dynamics helps achieve expected outcomes.

Groups establish their own set of norms through conversion of individual norms.
Sherif points out that individuals attitude are influenced by the group they are part of.
However, the groups impact on a person depends on the individuals relationship within
the group.
In addition, Tuckman identifies four phases groups go through. In the beginning,
when groups form, they examine one another in order to establish obligations. They
identify and assess duties required of the group. After this phase the group begins to
storm and react to the duties being asked of them. Once the group becomes situated they
begin to experience norming where ease and cohesiveness are experienced. Finally
groups are able to accept their responsibilities in the group and perform desired tasks
effectively.
In the journal, Teamwork Quality and the success of Innovative project: A Theoretical
Concept and Empirical Evidence, Hoegl and Gemuenden examine the significance of

teamwork on project success. The discussion here focuses on quality interactions in teams
and the significance of teams on the success of innovative projects. The assumption is
based on Team Work Quality (TWQ) and six elements that comprise effective teamwork.
The underlying proposition of this construct is that highly collaborative teams display
behaviors related to all six TWQ facets (Hoegl and Gemuenden, 2001) The six facets are
listed in the subsequent table.

(1)

The investigation conducted by Hoegl and Gemuenden revealed that teamwork

quality and its elements play a considerable impact on the performance of teams and

contributes to the individual success of members. However, the impact on performance

will differ according to the person conducting the analysis.

(Hoegl and Gemuenden, 2001)

The purpose of the paper is to motivate the audience on practice of team work and
explain the impact it has on organizations and how it can be used to make organizations
more efficient. The outline of the paper and its content consists of an introduction in the
matter followed by its background and how it is utilized in the work and academic fields.
The paper will be supported by an outcome directed thinking process map that will
outline expectations.

Background
As Steve Jobs once said, Great things in business are never done by one person,
theyre done by a team of people. (7) Throughout the accelerated MBA program many

individuals have groaned at the thought of working with a team to complete weekly
reports and presentations. The fact of the matter is that if one cannot work in a group or
team setting, they are going to struggle to succeed in the business world. Communication
graduate, Bryan Stoehs, a channel manager for Gartner News explained the importance of
teamwork in his company by stating, There are a few positions that dont require
teamwork on some level. I work with developers, producers, client operations, sales, and
executive leadership. Teamwork is expected. If you cant work well with others youre
not going to make it very far. (8)
Throughout the past 200 years incredible feats are accomplished through
teamwork that ultimately shape the world we live in today. For example, the success that
the Java Development Team at Sun Microsystems experienced when creating the
independent platform Java programming language paved the road for an industry. Other
examples also include the Ford Motor Company team consisting of Henry Ford, Clarence
Avery, Peter Martin and Charles Sorenson; this team found a way to mass produce
automobiles in order to be more affordable. How about the team at Google that created
the most popular website on the internet and how can we forget Mr. Walt Disney and His
Nine Old Men as they worked as a team to revolutionize childrens movies and create
the most admired, memorable, and iconized cartoon characters of all time. These feats
were not simply accomplished by one individual, it was a group that gives us a small
glimpse of why we must educate ourselves on teamwork and how it will impact our
future.
Despite being used throughout human history (wars, tribes, explorations, etc.) the
first true study of teamwork can be traced back to the 1930s, when Elton Mayo and Fritz

Roethlisberger conducted a study at the Western Electric Hawthorne Works in Chicago.

The initial study was conducted in order to determine if there was a correlation between
the amount of light illuminating the assembly floor and the workers productivity. With
no correlation found between the two, Mayo and Roethlisberger implemented a study to
discover the factors that change an assembly workers mindset to engage in a more
productive manner.
Mayo and Roethlisberger gathered six female employees and monitored their
productivity on the assembly line while varying the working conditions such as break
times, hours worked, lunch times, and the humidity and temperature in the warehouse.
The researchers recorded their findings and found that there was no question whether or
not certain factors altered the workers productivity, as they saw productivity increase and
plummet when implementing and varying certain working conditions.
In the final stages of the experiment, the workers were able to proceed with their
normal working conditions which strangely led to the first studies of teamwork and group
dynamics. Productivity levels of the assembly line spiked to the highest levels the
company had seen. The researchers began studying the situation and discovered why the
phenomenon took place.
Throughout the study, the six female workers began to work as a team and
developed a bond in the working environment. Mayo and Roethlisberger determined that
outside factors do in fact influence the productivity of workers but the biggest influences
occur from members within a group. Productivity levels may have been affected by what
time they ate lunch, length of their work day, but the biggest concern of each member

was completing their work. They felt a sense of responsibility on their team and held
accountability for their performance. Instead of discipline being generated from an
individual with a higher level of authority, it came from within the group. The Hawthorne
Effect has become one of the most important experiments conducted on teamwork. As
you will see, this particular study opened the gates for ample research in teamwork and
group dynamics.
Following this study, three researchers by the names of Kurt Lewin, Ron Lippitt,
and R.K. White conducted their own research at the Iowa Child Welfare Research Station
in regards to group leadership in the late 1930s. Through the studies they observed
groups of ten and eleven year old children while having the adults vary their leadership
techniques between autocratic, democratic, and laissez faire styles. By varying the
leadership techniques, the researchers were able to study the behavior of the groups and
record how they changed depending on the type of leadership style that was being
practiced. Lewin, Lippit and White recorded many findings throughout their study which
include:
1. Severe scapegoating occurs in groups with autocratic leaders.
2. Children in the autocratic-led groups destroyed their constructs
3. Groups developed a level of aggressiveness, but this level changed as
members went to new groups and a different level of aggressiveness emerged.
4. Violent emotional explosions occurred when some group members that had
reacted submissively to an autocratic leader were given a new more
permissive leader.
Today, Benjamin Voyer, a marketing and psychology professor at ESCP Europe
Business School in London studies teamwork in a health care environment. Voyer

believes that groups do not always work in a more efficient and effective manner but he
believes in the words spoken by Hellen Keller, Alone we can do so little; together we
can do so much (9).

Voyer explains that there is always a give and take when

determining whether to work in a group or individual setting. As an individual, one

cannot do a lot alone but they will have total control of the project whereas members of
groups have little control over the project but have the resources to accomplish more.
To have a successful group, Voyer states that groups must implement what he calls
the three Cs: Collaboration, Coordination, and Communication. Through collaboration
the entire team has a shared understanding of their goals and how they are going to be
accomplished. Coordination is the fact that members must coordinate the work that must
be completed while communication keeps the team on task while keeping everyone
informed in order to work productively.
The Work Environment
A very popular interview question for not only recent graduates but also
experienced professionals is, Tell me about a time you had to work together with a
group of individuals to achieve an expected result. Being able to work in a team setting
is not only a desired skill or talent but it is now becoming a requirement in the work
environment. Regardless of the position, in any career, an individual is more than likely
to work with and interact with different types of individuals, whether they are coworkers, managers or employees.

When it comes to working together in the organizational environment there are

typically two sides, management and employees; these two groups need to work together

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to the achieve the goals and objectives of the organization. In order to do this effectively,
there are four key steps that McCallister defines. The first step that McCallister addresses
is that There must be a commitment for the organization that teamwork is valued and
rewarded. If an organization preaches that teamwork and collaboration are important,
however does not address or show support for these ideals, its employees may not adopt
these practices. The organization needs to set the precedent that teamwork is a key factor
for success and that its environment supports collaboration. One way to understand the
companys culture and the type of people who create the culture is by looking at its
website. Most organizations provide a blip of what type of people they are looking for on
the career page of their website. For example, Ann Inc.s statement is: Fit is Everything.
Fit cant be summed up in a job description; its more than clothing and accessories. A
good fit feels right on the inside, too. It shows in your confidence, your readiness to pitch
in, and your belief in collaboration and people first, people always.

The second step is that Goals must be established for the team to accomplish.
Within any organization there are countless goals and objectives to be met. There are the
overall company goals, such as a certain dollar of sales, employee retention, increasing
shareholder value; and then there are department goals such as number of items sold, or
products developed. One method to help establish goals for ones team is to create
S.M.A.R.T goals. The acronym stands for Specific, Measurable, Attainable, Realistic and
Timely. If the goal set is too ambiguous then it is not specific and may create confusion
among team members. There has to be a way to measure a goal by having a target
number or level of attainability, otherwise a team may never reach said goal. A goal

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needs to be attainable in that it has to be possible for the team to complete. If you give a
team a goal that seems astronomical in size then the team may not be motivated to
complete the task. If a goal is un-realistic then again, the team may be unmotivated or
even clueless on how to start or where to start. Lastly a goal must be timely as every
company deals with deadlines and goals must be given in a proper amount of time to
successfully complete.

The third step states Management must uncover and eliminate any barrier to the
group performance. Obstacles come in all forms of shapes and sizes. A few examples
of barriers could be lack of technology, financial hurdles, and even individuals within the
organization. Typically before a project is underway, management will take a look at the
potential obstacles a team might face. For example, with most projects, a budget is set so
that the team understands what restrictions and monetary framework they have to work
with.

Probably the toughest hurdle a manager has to overcome is objections from

individuals who will be working with the team. It is understood that individuals may
have questions, however if a team member is adamantly opposed to said project or
process, then their negativity may impact the overall morale of the group.

The final step that Dr. McCallister defines is that A commitment must be
obtained from the workers as well as management. This step shows that there needs to
be a two-way street between the management team and employees.

Successful

collaboration does not come if there is a division between management and its
employees. Everyone needs to not only be on the same page regarding what the goals

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and objectives are, but there also needs to be a sense of willingness to accomplish said
goal. The management team needs to deliver guidance and direction, a framework for the
team, and the employees need to support the process in order for the goal to be obtained.

As current MBA students we are currently developing our ideals of what team
work is and what it should look like. Some of us are working towards being in a position
of leadership while others are currently in a position of leadership. Dr. McCallister
promotes four basic skills anyone who is a leader should possess. The first skill is to
Develop self-motivated people who set their own ambitious goals and evaluate their
own efforts. Here is where the concept of coaching comes into play. In order to develop
ones team, a manager must provide and support an environment for learning. A manager
should work with his or her employees, learn what motivates them and what makes them
tick. By taking the time to understand others, a manager can create self-motivated
individuals who are goal oriented and know their strengths and weaknesses, thus
knowing what and how they can contribute to the team.

The second skill is to Form groups of diverse people to generate and implement
their own best ideas. As a manager, if you hire the same type of people, ultimately you
will end up with one result. There will be a sense of collaboration as those people will
think and do things the same way. However, there will be a lack of creativity and the
results produced will be flat. A manager needs to encourage individuals to share their
thoughts and opinions as everyone comes from a different background and thinks

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differently. The idea presented by the individual may not be the most qualified, however
it might help others on the team to think outside of the box.

The third skill is to Build teams that manage more of their own day-to-day
work.

Everyones job has tasks that they need to complete on a daily basis.

Unfortunately some of the tasks seem minute and unimportant to the big picture, so they
may be put aside for the next day or for someone else to take care of. Part of being a
team means sometimes completing the tasks that no one else wants to tackle. If everyone
on the team contributes to these efforts, then it does not get put on one individual of the
team.

The last skill is to Anticipate, initiate and respond to changes dictated by forces
outside the organization. Reacting to outside forces is not always possible, however
when they are, a manager should be proactive about a situation rather than being reactive.
By being proactive, a manager is able to mitigate the ramifications, the impact of the
outside force has on his or her team. There are times when an outside force impacts an
organization, and by being reactive, the organization is unable to take the best course of
action for employees, as it may no longer be an option. In teamwork there is no place to
say that something is absolutely white and other is absolutely black. You shouldnt
impose your strategic values on others, especially when you manage a small group of
people. It is also important to bear in mind that there are different perspectives and wiser
routes to take and there is always something to learn, even from those who are young.
Academic teamwork

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Teamwork is not a natural attribute. Especially in the academic arena, where there
are bright, talented individuals working, much of this thinking can be individualistic
assumptions, which needs training in order to explain and counteract these assumptions.
(10). Belbin suggests that teamwork in academia may be problematic because of an
increased focus on high-test scores and work on dissertations---my own work mentality.
Changing the work culture from a individual success to group success can change
the way for a more collaborative workplace. For example, individuals leading research
teams will benefit from a focus on group success. Educators may benefit from students
perspectives that expect their professors to link information between each other. Further,
there should be no effort to discount other professions or academic disciplines.
Having individuals with different perspectives adds to a group and prevents
group thinking. Introverted individuals may not be vocal but can complement others
who are more vocal or weaknesses in a group. Before forming a team, careful attention
should be paid to the strength of anticipated members and their held values. While a
group may disagree on how to accomplish a certain task, their value and belief in the end
goal will ensure ultimate delivery.
In order for groups to perform at a high level, it is important to not neglect the
first steps in Tuckmans group development model, forming and storming. By getting to
know other individuals and the conflicts or differences in ideas to surface, it allows these
issues to be addressed and not resurface, resulting in successful project completion.
Conclusion

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Teamwork is an essential component in dynamic organizations competing in the

marketplace. Individual members bring strengths and different ideas to the table that give
groups strengths and weaknesses. Different ideas dont necessarily mean dysfunction and
prevents the dreaded group think process. Complex tasks, expertise and problem
solving are challenges that groups take in order to provide value and change to an
organization. The interdependence of individuals makes teamwork and the ability to work
in groups a necessary skill to fill and coveted attribute to seek in any organization.
References:

1. Hoegl, M., & Gemuenden, H. (2001). Teamwork Quality and the Success of
Innovative Projects: A Theoretical Concept and Empirical Evidence. Organization
Science,

435-449.

Retrieved

June

7,

2015,

from

http://web.mit.edu/jrankin/www/teamwork/quality_evidence_Hoegl.pdf
2. Dictonary.com, http://dictionary.reference.com/browse/teamwork
3. McCallister, L. (n.d.). Managing Teams Skills for the Fast Track. Retrieved June 7,
2015,

from

https://mycourses.utpa.edu/courses/1/33003.201533/content/_2372295_1/dir_Teams.zip/i
ndex.html
4. Lewis, J. (n.d.). The Definition of Teamwork in the Workplace. Retrieved June 7, 2015,
from http://smallbusiness.chron.com/definition-teamwork-workplace-36105.html

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5. Pierce, J., & Newstrom, J. (2014). The Manager's bookshelf: A mosaic of

contemporary views (10th ed.). Upper Saddle River, N.J.: Pearson.
6. Kerpen, D. (n.d.). 15 Quotes to Inspire Great Teamwork. Retrieved June 7, 2015, from
http://www.inc.com/dave-kerpen/15-quotes-to-inspire-great-team-work.html
7. Griggs, Brandon. (Oct 2012) "10 Great Quotes from Steve Jobs - CNN.com." CNN.
Cable News Network.
8. McCallister, Linda. "Managing Teams: Skills for the Fast Track." (n.d.): n. pag. Print.
9. Voyer, B. (Jan 2015) The Psychology of Teamwork." The Economist. The Economist
Newspaper.
10. Swain, H. (May 2008). Academic teamwork: ensuring successful collaboration with
peers who may not be natural team players. Retrieved from:
https://www.timeshighereducation.co.uk/news/academic-teamwork/402210.article

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