TEAMWORK

Part 1

Definition of Group and Team

Critical thinking

1
Scenario 1
At the end of 2023, to complete a demand forecast for the company, the sales
manager of Nest Vietnam asked salespeople to estimate the next year’s demand for
a specific product in the area that they are in charge of.

Scenario 2
2
At the end of 2023, in order to expand market share and maximize profits, the
management of Nest Vietnam requires the employees to study the needs of
consumers and develop new products for the coming year.

In the above situations, which one needs to form a team to do the job?
Steve Jobs
Chairman, CEO and
co-founder of Apple

Henry Ford
Founder of Ford Motor Company
Reid Hoffman
Co-founder and
former executive
chairman of LinkedIn
Definition of Group

A group is defined as two or more interacting and interdependent individuals who come together to
achieve specific goals.

The different types of Group we might encounter:

Formal groups Informal groups

defined by the organization's occur naturally in the workplace
structure and have designated work and tend to form around
assignments and specific tasks friendships and common
directed at accomplishing interests.
organizational goal
Advantages and Disadvantages of Teamwork

Advantages Disadvantages

• More productive • Unequal participation

• More resources • Intrinsic conflict
• More reliable • No individual thinking
• Learn things • Decision making takes time
• New method • Easy to avoid work
• Information exchange • Loss of creativity
• Team commitment • Time consuming
 Part 2

Group and Team Culture

Best Employer Of Choice 2020 by Vietnam Student

1. Vinamilk 6. TH Milk

2. Vietcombank 7. Sunstory Pepsico

3. Nestle Vietnam 8. Coca-Cola

8

4. Viettel 9. PepsiCo Foods

5. Abbott Laboratories GmbH 10. Samsung

Logo, slogan, communication, internal publications,
ritual…

Ideal
Beliefs
Value
Visible Elements

Logo

Slogan

Communication

Internal Publication

Ritual
Slogan

• Special words, slogans, parables,

metaphors or a nuance of
language.

• Slogan: short, or simple words that

are easy to remember; the most
condensed expression about the
mission and the goal.
Communication

✓ Speak, address, behave

✓ Written letters or messages
✓ How to present problems, ideas

• Establish a good relationship between members

• Create a favorable working environment, support
effective groupwork
Internal Publications

✓ Inner san
✓ Periodic reports
✓ Group diary...
Ritual

✓ Festivals, entertainment such as: birthdays, picnic,

gatherings on holidays
✓ New member welcome ceremony
✓ Celebrate the achievements
✓ Professional activities

Connecting members, helping to share and

cooperate effectively.
Invisible Elements

Ideal

Beliefs

Values

Behavioral standards, affecting

the way each member acts
 Part 3

Group and Team Roles

Group and Team Roles
A role refers to behavior patterns expected of someone occupying a given position in a social unit.
The monitor (thought-oriented)

✓ Monitor Evaluators make decisions based on facts and rational thinking as

opposed to emotions and instincts.
✓ If there is a challenge in a project, Monitor Evaluators will carefully
consider all angles and possibilities and then devise an insightful solution.
✓ Monitor Evaluators work best when challenges arise that require advanced
analytical ability and astute problem-solving.
The specialist (thought-oriented)

✓ The Specialist is a team member who is an expert in a specific field. Since

they have in-depth knowledge in a narrow subject, they will usually only
contribute when a task requires their area of expertise.
✓ Often, senior management will create proposals and projects based on the
knowledge of these Specialists.
The plant (thought-oriented)

✓ Plants are free-thinkers and creative people who produce original ideas
and suggest innovative new ways of doing things.
✓ Although Plants may not fit into the traditional concept of how a team
member should act, they are nevertheless invaluable to a team or
organization.
The shaper (action-oriented)

✓ Shapers are extroverts who tend to push themselves and others to achieve
results. They are dynamic and driven individuals who are able to motivate
and inspire passion in team members.
✓ Because Shapers are born leaders who tend to get results, they quickly
move upward in organizations. They are ideal management material, as
they act decisively in crisis situations and drive progress.
The implementer (action-oriented)

✓ Implementers are organizers who like to structure their environments and

maintain order. Because they are practical people, implementers like to
make concrete plans from abstract ideas.
✓ Implementers are usually the backbones of organizations since they
implement workable strategies to ensure the team completes tasks quickly
and effectively.
The completer/finisher (action-oriented)

✓ Completers, also called Finishers, are introverted individuals who perform

quality assurance during key stages of a project. They are often
perfectionists who have the ability to notice fine details, which enables
them to scrutinize finished tasks or products for errors.
✓ Organizations need these individuals to ensure that teams produce high-
quality work.
The coordinator (people-oriented)

✓ Instead of focusing on the achievement of the organization’s goals,

Coordinators tend to concentrate on helping team members accomplish
their individual objectives.
✓ Coordinators are necessary to ensure that the team utilizes each member’s
strengths appropriately. As they tend to have broad perspectives,
Coordinators are able to direct teams with diverse personalities and skills.
The team worker (people-oriented)

✓ Team Workers are normally extroverts with mild and friendly dispositions.
They tend to be good listeners and are adept at getting a team to function
well together as a unit.
✓ Team Workers are indispensable team members as they establish harmony
within a team. They are adept at solving interpersonal issues within a team
and also support members who may feel neglected.
The resource (people-oriented)

✓ Resource Investigators are extroverts who have a talent for networking.

They are positive and enthusiastic people who like to explore new
opportunities and investigate new developments.
✓ Because of their outgoing personalities, Resource Investigators are good at
making new business contacts and carrying out subsequent negotiations.
They are also talented at finding new ideas and opportunities and bringing
these back to the team.
 Part 4

Stages of Group Development

The forming stage

✓ The first occurs as people join the group. In a formal group, people join
because of some work assignment. Once they’ve joined, the second phase
begins: defining the group’s purpose, structure, and leadership.
✓ This phase involves a great deal of uncertainty as members “test the
waters” to determine what types of behavior are acceptable. This stage is
complete when members begin to think of themselves as part of a group.
The storming stage

✓ The storming stage is appropriately named because of the intragroup

conflict. There’s conflict over who will control the group and what the
group needs to be doing.
✓ During this stage, a relatively clear hierarchy of leadership and agreement
on the group’s direction emerge.
The norming stage

✓ The norming stage is one in which close relationships develop and the
group becomes cohesive. There’s now a strong sense of group identity and
camaraderie.
✓ This stage is complete when the group structure solidifies, and the group
has assimilated a common set of expectations (or norms) regarding
member behavior.
The performing stage

✓ The group structure is in place and accepted by group members. Their

energies have moved from getting to know and understand each other to
work on the group’s task.
✓ This is the last stage of development for permanent workgroups.
The adjourning stage

✓ For temporary groups—project teams, task forces, or similar groups that

have a limited task to do—the final stage is adjourning. In this stage, the
group prepares to disband. The group focuses its attention on wrapping up
activities instead of task performance.
✓ Group members react in different ways. Some are upbeat, thrilled about
the group’s accomplishments. Others may be sad over the loss of
camaraderie and friendships.
Group and Team Conflict Management
Conflict is perceived incompatible differences resulting in some form of interference or opposition.
Whether the differences are real is irrelevant. If people in a group perceive that differences exist, then
there is conflict.

Thomas Killman Model

ASSERTIVENESS

COOPERATIVENESS
Competing

✓ Competing is assertive and uncooperative—an individual pursues his own

concerns at the other person’s expense.
✓ This is a power-oriented mode in which you use whatever power seems
appropriate to win your own position—your ability to argue, your rank, or
economic sanctions.
Accommodating

✓ Accommodating is unassertive and cooperative—the complete opposite of

competing. When accommodating, the individual neglects his own
concerns to satisfy the concerns of the other person; there is an element of
self-sacrifice in this mode.
Avoiding

✓ Avoiding is unassertive and uncooperative—the person neither pursues his

own concerns nor those of the other individual. Thus he does not deal with
the conflict. Avoiding might take the form of diplomatically sidestepping an
issue, postponing an issue until a better time, or simply withdrawing from
a threatening situation.
Collaborating

✓ Collaborating is both assertive and cooperative—the complete opposite of

avoiding.
✓ It means digging into an issue to pinpoint the underlying needs and wants
of the two individuals.
✓ Collaborating between two persons might take the form of exploring a
disagreement to learn from each other’s insights or trying to find a creative
solution to an interpersonal problem.
Compromising

✓ Compromising is moderate in both assertiveness and cooperativeness. The

objective is to find some expedient, mutually acceptable solution that
partially satisfies both parties.
✓ In some situations, compromising might mean splitting the difference
between the two positions, exchanging concessions, or seeking a quick
middle-ground solution.
Thank You and Course Wrap-up
Thank you for participating in this session. We are grateful for your efforts and wish you the best
of luck in your future management. Keep up the great work and remember that your management skills will
continue to improve as you apply the concepts you've learned throughout this session.

Session Summary

1 Definition and Types of Group

2 Group and Team culture

3 Group and Team Roles

4 Stages of Group Development

5 Conflicts Management