IE496IE496Industrial Engineering Industrial Engineering

InternshipInternship

Dr. BarnesDr. Barnes

October 16, 2006October 16, 2006

Lecture #6Lecture #6

TeamworkTeamwork

What do you think of when I say What do you think of when I say teamwork?teamwork?

How many of you have participated How many of you have participated in a team-oriented activity?in a team-oriented activity?

How many of you have participated How many of you have participated in team projects at UB?in team projects at UB?

Your evaluationYour evaluation

Rate your overall experienceRate your overall experience

Hated It Didn’t Care for It OKHated It Didn’t Care for It OK Loved ItLoved It

11 22 33 44

Team vs. IndividualTeam vs. Individual

Let’s take basketball –Let’s take basketball –

Would you like to play a team of five Would you like to play a team of five by yourself?by yourself?

Skilled vs. unskilledSkilled vs. unskilled

More basketball –More basketball –

Would you like to play a team of highly Would you like to play a team of highly skilled individuals with four of your skilled individuals with four of your friends?friends?

Strengths and Weaknesses Strengths and Weaknesses

StrengthsStrengths

1.1. S1S1

2.2. S2S2

3.3. S3S3

4.4. S4S4

5.5. S5S5

WeaknessesWeaknesses

1.1. W1W1

2.2. W2W2

3.3. W3W3

4.4. W4W4

5.5. W5W5

Team prevalenceTeam prevalence

A recent survey of U.S. industries – A recent survey of U.S. industries – 82% of businesses with 100 or more 82% of businesses with 100 or more employees used teams in one way or employees used teams in one way or another to accomplish their another to accomplish their objectives.objectives.

Possible benefitsPossible benefits

Become a better, more Become a better, more knowledgeable team memberknowledgeable team member

Be a more effective team leaderBe a more effective team leader

Have some ability with team designHave some ability with team design Develop ability to Develop ability to

troubleshoot/correcttroubleshoot/correct

Team definitionTeam definition

A distinguishable set of two or more A distinguishable set of two or more people who interact, dynamically, people who interact, dynamically, interdependently, and adaptively interdependently, and adaptively toward a common and valued toward a common and valued goal/objective/mission, who have goal/objective/mission, who have been assigned specific roles or been assigned specific roles or functions to perform …functions to perform …

Need for teams?Need for teams?

1.1. Advances in technology have resulted in Advances in technology have resulted in more complex systems that often require more complex systems that often require contributions from physically dispersed contributions from physically dispersed teams members.teams members.

2.2. Team-based organizations have Team-based organizations have advantages in terms of employee advantages in terms of employee motivation and involvement.motivation and involvement.

3.3. Teams can often accomplish more than Teams can often accomplish more than individuals and provide the redundancy individuals and provide the redundancy required in high-risk environments.required in high-risk environments.

Three characteristicsThree characteristics

Team members must work toward a Team members must work toward a common goalcommon goal

Team members work Team members work interdependently toward their interdependently toward their common goalcommon goal

Team members must coordinate Team members must coordinate their activitiestheir activities

Factors affecting team performanceFactors affecting team performance

Individual TM Individual TM CharacteristicsCharacteristics

Task skillsTask skills Interpersonal skillsInterpersonal skills AttitudesAttitudes Personality Personality

characteristicscharacteristics

Team characteristicsTeam characteristics Team sizeTeam size Collective Collective

attitudesattitudes Team member Team member

homogeneityhomogeneity

Factors affecting team performance - Factors affecting team performance - continuescontinues

Work characteristicsWork characteristics Work structureWork structure Communication Communication

structure/modalitystructure/modality

Organization and Organization and situational situational characteristicscharacteristics

Organizational Organizational supportsupport

Supervision and Supervision and rewardreward

Team competenciesTeam competencies

Knowledge competencies – what Knowledge competencies – what team members need to team members need to knowknow to be to be effectiveeffective

Skill competencies – what teams Skill competencies – what teams members must members must dodo to be effective to be effective

Attitude competencies –what team Attitude competencies –what team members must members must feelfeel to be effective to be effective

Knowledge competenciesKnowledge competencies

Members must have knowledge about Members must have knowledge about their their

MissionMission RolesRoles ResponsibilitiesResponsibilities

Knowledge competencies - continuedKnowledge competencies - continued

Members must also have knowledge Members must also have knowledge aboutabout

Teamwork skillsTeamwork skills Task sequencingTask sequencing Relationship to larger organizationRelationship to larger organization

Knowledge competencies - continuedKnowledge competencies - continued

Pre-existingPre-existing• When members have a rich When members have a rich

understanding of the task and its understanding of the task and its demands, and of the strengths, demands, and of the strengths, weaknesses, preferences, knowledge weaknesses, preferences, knowledge requirements and tendencies of team requirements and tendencies of team mates – they are better able to mates – they are better able to coordinate their activitiescoordinate their activities

Particularly important in high workload Particularly important in high workload situationssituations

Rely on an “implicit coordination”Rely on an “implicit coordination”

Knowledge competencies - continuedKnowledge competencies - continued

Constructed dynamically during the Constructed dynamically during the team’s performanceteam’s performance• Must understand well how particular Must understand well how particular

task cues are related to specific team task cues are related to specific team strategies – sometimes referred to as strategies – sometimes referred to as “shared situational awareness”“shared situational awareness”

Skill competenciesSkill competencies

Dimensions; 1 to 4Dimensions; 1 to 4 Adaptability – adjust team strategiesAdaptability – adjust team strategies Shared situational awareness – common Shared situational awareness – common

understanding of task and situationunderstanding of task and situation Performance monitoring and feedback – Performance monitoring and feedback –

accurately monitor each other’s accurately monitor each other’s performance and correct errorsperformance and correct errors

Leadership – provides the ability to direct, Leadership – provides the ability to direct, focus and coordinate activitiesfocus and coordinate activities

Skill competencies – continued Skill competencies – continued

Dimensions; 5 to 8Dimensions; 5 to 8 Interpersonal skills – effectively resolve Interpersonal skills – effectively resolve

conflicts and motivate each otherconflicts and motivate each other Coordination skills – organize and use all Coordination skills – organize and use all

resources availableresources available Communication skills – facilitates Communication skills – facilitates

exchange of informationexchange of information Decision-making skills – gather and Decision-making skills – gather and

integrate info to execute taskintegrate info to execute task

Attitude competenciesAttitude competencies

Examples of attitudes relevant to Examples of attitudes relevant to teams:teams:

Attitude toward teamwork Attitude toward teamwork Mutual trustMutual trust Collective orientationCollective orientation

Good teamsGood teams

Well trained teams with high ability are –Well trained teams with high ability are –

A pleasure to observeA pleasure to observe

Fun to be part ofFun to be part of

Necessary for complex problemsNecessary for complex problems

Usually winner!Usually winner!

Info sourceInfo source

““Team Effectiveness and Competencies,” Cannon – Bowers and Salas, Team Effectiveness and Competencies,” Cannon – Bowers and Salas, W. Karwowski (Ed.), International Encyclopedia of Ergonomics and W. Karwowski (Ed.), International Encyclopedia of Ergonomics and Human Factors. Hants, UK:Taylor & Francis, Ltd. 2001, pp. 1384 -Human Factors. Hants, UK:Taylor & Francis, Ltd. 2001, pp. 1384 -1387.1387.

  ““Team Performance,” Bowers, Jentsch and Morgan, W. Karwowski Team Performance,” Bowers, Jentsch and Morgan, W. Karwowski

(Ed.), International Encyclopedia of Ergonomics and Human (Ed.), International Encyclopedia of Ergonomics and Human Factors. Hants, UK:Taylor & Francis, Ltd. 2001, pp. 1388 -1390.Factors. Hants, UK:Taylor & Francis, Ltd. 2001, pp. 1388 -1390.

  ““Team Training,” Salas, Cannon – Bowers and Smith - Jentsch W. Team Training,” Salas, Cannon – Bowers and Smith - Jentsch W.

Karwowski (Ed.), International Encyclopedia of Ergonomics and Karwowski (Ed.), International Encyclopedia of Ergonomics and Human Factors. Hants, UK:Taylor & Francis, Ltd. 2001, pp. 1391 -Human Factors. Hants, UK:Taylor & Francis, Ltd. 2001, pp. 1391 -1393.1393.

OtherOther

Next week – EthicsNext week – Ethics Tuesday, October 17 – Honors Tuesday, October 17 – Honors

Employment DinnerEmployment Dinner Wednesday, October 18 – Tech Fair, 3:00 Wednesday, October 18 – Tech Fair, 3:00

to 6:30 pm, Alumni Arenato 6:30 pm, Alumni Arena Question – what is your objective – career, Question – what is your objective – career,

temporary??temporary?? Suggestion – use some teamwork and Suggestion – use some teamwork and

share your resumes with each other share your resumes with each other