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Information Sheet 2.3-2 Team Structure/Team Roles

The document discusses team structure and roles. It states that teams require three types of skills: technical expertise, problem solving and decision making skills, and interpersonal skills. It also outlines four essential team roles: the involving role initiates action, the listening role actively listens, the supporting role encourages good ideas, and the compromising role gives something up for problem solving.

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Emelson Vertucio
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60 views6 pages

Information Sheet 2.3-2 Team Structure/Team Roles

The document discusses team structure and roles. It states that teams require three types of skills: technical expertise, problem solving and decision making skills, and interpersonal skills. It also outlines four essential team roles: the involving role initiates action, the listening role actively listens, the supporting role encourages good ideas, and the compromising role gives something up for problem solving.

Uploaded by

Emelson Vertucio
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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INFORMATION SHEET 2.

3-2

TEAM STRUCTURE/TEAM ROLES

Learning objectives:

1. Use high interaction among members of the team to increase trust


and openness.

2. Able to apply inter personal skills

Team and Individual

In a team, individual members tend to be highly aware of their responsibility,


whether it stems from social pressure or the fulfillment of personal need.
Teams are capable of performing functions and achieving some goals more
efficiently and accurately than individuals can. Although there is evidence that
individuals sometimes perform better than teams, the quality of decision
making is much high in teams working under certain conditions.

The team and the individual members are dependent on each other. Their
relationships play a vital role in the success of the team. As the individual
member grows and matures, so does the team.

To perform effectively a team requires three different types of skills:

 It needs people with technical expertise.


 It needs people with the problem solving and decision making skills to be
able to identify problems, generate alternatives, evaluate those
alternatives and make competent choices.
 Teams need people with good listening, feed back, conflict resolution and
other inter personal skills.

No team can achieve its performance – potential without developing all three
types of skills. The mix is crucial. Too much of one at the expense of others
will result in lower team performance. But team doesn’t need to have all the
complementary skills in place at the beginning.

It is not uncommon for one or more members to take responsibility to learn the
skills in which the group is deficient, thereby allowing the team to reach its full
potential.
Intra Group Development

The activities considered in team building typically include goal setting,


development of interpersonal relations among team members role analysis to
clarify each member’s role and responsibilities and team process analysis. Of
course team building may emphasize or exclude certain activities depending on
the purpose of the development effort and the specific problems with which the
team is confronted. Basically, however team building attempts to use high
interaction among members to increase trust and openness.

It may be beneficial to begin by having members attempt to define the goals


and priorities of the team. This will bring to the surface different perceptions of
what the team’s purpose may be. Following this, members can evaluate the
team’s performance – how effective are they in structuring priorities and
achieving their goals? This should identify potential problem areas. This self
critique discussion of means and ends can be done with members of the total
present or, where large size impinges on a free interchange of views, may
initially take place in smaller groups followed up by the sharing of their
findings with the total team.

Team building can also address itself to clarifying each member’s role on the
team. Each role can be identified and clarified. Previous ambiguities can be
brought to the surface. For some individuals, it may offer one of the few
opportunities they have had to think through thoroughly what their job is all
about and what specific tasks they are expected to carry out if the team is to
optimize its effectiveness.

Inter-group Development
Inter-group development seeks to change the attitudes, stereotypes, and
perceptions that groups have of each other. For example, in one company, the
engineers saw the accounting department as composed of shy and conservative
types, and the human resources department as having as bunched of
“ultraliberals who are more concerned that some protected group of employees
might get their feelings hurt than with the company making a profit.” Such
stereotypes can have an obvious negative impact on the coordinative efforts
between the departments.

Although there are several approaches for improving inter-group relations, a


popular method emphasizes problem solving. In this method, each group
meets independently to develop lists of its perception of itself, the other group,
and how it believes the other group perceives it. The groups then share their
list, after which similarities and differences are discussed. Differences are
clearly articulated, and the groups look for the causes of the disparities.

Are the groups’ goals at odds? Were perceptions distorted? On what basis were
stereotypes formulated? Have some differences been caused by
misunderstandings of intention? Have words and concepts been defined
differently by each group? Answers to questions like these clarify the exact
nature of the conflict. Once the causes of the difficulty have been identified,
the groups can move to the integration phase – working to develop solutions
that will improve relations between the groups, sub-groups, with members
from each of the conflicting groups, can now be created for further diagnosis
and to begin to formulate possible alternative actions that will improve
relations.

Essential Team Roles

Involving role. One initiates action. A team member may motivate others by
getting them involved in an idea or problem. The involving role consists of
asking questions of other members to "bring out" or stimulate each team
member.

Listening role. A member listens actively (nodding, leaning forward),


expressing that he/she is really hearing what is being said. Active listeners
encourage group members to express themselves.

Supporting role. A team member gives an added dimension to good ideas by


their support. By supporting and encouraging others, the team member
strengthens confidence and trust.
Compromising role. One member gives up something for problem solving to
take place. Compromising can lead to team productivity. It is a role that is
necessary for cooperation and collaboration.

SELF CHECK 2.3-2

Multiple Choice: Choose the letter of the correct answer from the given choices.
This role consists of asking questions of other members to "bring out" or
stimulate each team member.

a. Involving role
b. Listening role
c. Supporting role
d. Compromising role

2. It is a role that is necessary for cooperation and collaboration.

a. Involving role
b. Listening role
c. Supporting role
d. Compromising role

3. the team member strengthens confidence and trust.

a. Involving role
b. Listening role
c. Supporting role
d. Compromising role

4.encourage group members to express themselves

a.Involving role

b.Listening role

c.Supporting role

d.Compromising role

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