There are numerous types of team, formal and informal, each suited to fulfilling
particular tasks. Team leaders need to understand the objectives and goals
of their team clearly in order to match tasks to the most appropriate style
of team.
Tips:
Decide early on what style of team is appropriate for
your objectives.
Try to form strong bonds with other team members of formal
or informal teams.
Find a sponsor — a senior individual who can promote the
team’s work.
Remind members that they are all team participants.
Fix goals that are measurable to keep your team focused.
Make use of the great power of friendship to strengthen
a team. |
FORMAL TEAMS
Formal teams are fundamental to an organization — whether internal audit
units or supermarket counter staff. They are often permanent, carry out
repetitive work, and have a defined mandate:
• Cross-functional executive teams exist at director level to pool high
levels of expertise;
• Cross-functional teams at all levels pool their knowledge to solve
problems and run projects;
• Business teams at all levels of an organization place people with
similar expertise in long-term teams to oversee specific projects;
• Formal support teams provide internal expert administrative backup
in their own fields.
INFORMAL TEAMS
Casual groupings of people come together to work on an informal basis
throughout all organizations. Informal teams can be formed on an ad hoc
basis to deal with many needs:
• Temporary project teams stay together for the duration of a specific
task;
• Change teams discuss strategy or troubleshoot when a particular, one-time
problem occurs;
• “Hot groups” brainstorm creative projects while retaining autonomy
and spontaneity;
• Temporary task forces deal informally with specific short-term tasks
and issues.
TEAM FUNCTIONS: This diagram shows how teams
can function at all levels within an organization The colors represent
the various departments, which have traditionally worked separately
form each other. Many organizations now ‘tic rage depart meats at all
levels to work closely together to pool their expertise. Cross-functional
executive team heads organization; Business teams utilize expertise
in particular fields; Cross-functional teams can exist at any level
in a company, forming a permanent part of its structure; “Hot groups”
come together temporarily to tackle creative tasks; Formal
support teams provide backup services; Change teams discuss strategy
off site; Project team deals with specific issues; Finance team forms
temporary task force.
COMPARING FORMAL AND INFORMAL TEAMS
The more formal the team, the more disciplined its leadership tends
to be: company rules and procedures have to be followed, reports made,
progress noted, and results obtained on a regular basis. By the same
token, informal teams follow informal procedures. Ideas and solutions
to problems can be generated on a more casual basis and procedures are
less stringent. However, it is important to remember that team leadership
always has to be results-oriented, whether in a formal or informal team.
For example, the temporary, casual nature of a “hot group” brainstorming
a project should not be an excuse to do away with team discipline altogether.
POINTS TO REMEMBER
• A team member is still an individual and should always be treated
as such.
• Cross-functional teams offer people the chance to learn about the
roles and work of others.
• Interdepartmental teams break down costly barriers.
• Formal teams sometimes need informal elements to stimulate and refresh
their work.
• Teams cease to be teams if one member becomes dominant.
• All team members should make sure that they are working toward the
same goals.
CHOOSING TEAM MEMBERS
One of the secrets of successful team leadership s matching the skills
of team members carefully o the type of task they are required to perform.
For example, if a product launch requires the generation of new ideas,
a team should be cross functional, comprising people from different disciplines
who can apply their varied expertise and creativity to a project from
several different angles. If, however, a task requires specialist knowledge
of accounting procedures, it makes sense to recruit specifically among
the leading rinds of a financial division. As the demands of project
change, it may be necessary to introduce different talents into a team
and replace members whose roles are no longer relevant.
BUILDING ON FRIENDSHIPS WITHIN A TEAM
It is important to generate an easy, friendly atmosphere in
a formal team meeting, even though the imposition of official
procedures contrasts with the casual, occasionally even disorderly
tone of an unofficial or informal team meeting. Try to create
an atmosphere in which all ideas get a respectful hearing and
conversation is open. This is easier if team members can relate
to each other as people rather than simply as colleagues, so
encourage members of both formal and informal teams to spend
time together outside their official meetings. Arrange social
events and celebrate a team’s successes to help maintain a friendly
atmosphere. Encourage people to spend time together outside working
hours — real friendships between individuals have a unifying
effect on a team as a whole.
TALKING INFORMALLY: Talking to colleagues outside office hours
or in an informal environment helps build up a bond within the
team. Encourage informal gatherings as good opportunities to
exchange views and opinions in a relaxed atmosphere. |
Matching Types of Teams to Certain Tasks
TYPES OF TEAM |
TASKS AND CHARACTERISTICS |
EXECUTIVE TEAM
A cross-functional group headed by chief executive. Members
chosen by role; for example, finance director. |
• Manages organization or divisional
operation on day- to-day basis. Meets regularly, with agenda and
minutes.
• Depends on information from lower levels. If badly controlled,
can be forum for personality battles. |
CROSS-FUNCTIONAL TEAM
A multidisciplinary, inter-departmental team, found at any level
in an organization. |
• Removes obstacles to exchange of
ideas in a variety of specific tasks — for example, a new product
launch.
• Team members bring their different areas of expertise and
skill to a problem or task. |
BUSINESS TEAM
A group of people in charge of the long-term running of a project
or unit within their organization. |
• Runs a unit and optimizes its results.
• Depends on the leader, who may change too often for the group
to settle into optimal team-working. Usually subject to fairly
close supervision. |
FORMAL SUPPORT TEAM
A team providing support and services, such as finance, information
systems, administration, and staffing. |
• Carries heavy load of routine work,
such as the postal system, whose efficiency is indispensable for
success.
• Depends on processes, offering scope for raising productivity
by teamwork. Tends to be clannish. |
PROJECT TEAM
A team selected and kept together for the duration of a project,
such as the construction of a new facility. |
• Requires a large number of subgroups,
subtasks, and detailed planning, plus tight discipline.
• Depends on close understanding among members and well-organized
work practices. |
CHANGE TEAM
A group of experts briefed to achieve change. Value depends
on collective ability. Sometimes starts off site. |
• Influences corporate cultures to
achieve radical improvement in results by applying new methods.
• Led by believers in change, with a high level of dedication
to their organization. |
HOT GROUP
An autonomous body set apart from the rest of an organization,
often in a remote site. |
• Concentrates on tasks such as moving
into new markets or creating new product programs.
• Flexible, independent, and high-achieving groups of people
who question assumptions and get fast results. |
TEMPORARY TASK FORCE
A short-term body set up to study or solve a specific problem
or issue and report back to management. |
• Establishes new IT systems, removes
production bottlenecks, or involves itself in similar tasks, usually
working under intense time pressure.
• Uses informal processes and generates alternatives. |
Next: Analyzing Team Roles
Prev: Intro to Managing Teams
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