INDUSTRIAL AND COMMERCIAL INSTITUTE OF BEIRA

CV5/CC

ESTABLISH PROFESSIONAL RELATIONSHIPS

INTERACTING WITH SEVERAL STAKEHOLDERS IN THE TEAM'S WORK

1. Introduction
Let's address another dimension of the management process: work
in a team. The concept of a team has received a lot of attention lately. In fact,
it has become a managerial distich. The expression "work in" is often heard.
to be part of a team, however, despite the widespread allusions to
team effort, probably most people, in the workplace or
in your personal relationships, you have not experienced being a member of a team.
People can work in the same department for years, integrating.
committees, meet regularly in management groups and yet not
being part of a team. Why? What is a team then? Team and group of
Is work the same thing? Let's reflect a little more on this concept.

1.1. Teamwork and Work Group

The Aurélio Dictionary of the Portuguese Language defines, for example, the team as a group
of two or more people who together participate in a sports competition and how
set or group of people who apply themselves to a task or work.

However, in the organizational universe, although the team can be defined as

a grouping of people, it involves particularities that distinguish it from others
groups. Sylvia Constante Vergara (2009) observes that a group of people
working together is just a group of people. For it to become a team
it is necessary that there is an element of identity, an element of symbolic nature, that

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a person, whether they are physically close or not. In other words, for
for a team to exist, it is necessary that there is also a purpose, a goal
shared by people and for which they expend their efforts.
In this aspect, it can be said that a football team truly constitutes a squad,
obviously they are focused on the same goal. If each player wants
creating your own game and setting your individual goals, is unlikely to not
There is a team and these players are doomed to failure.

In this context, we can assert that:

The working group refers to a number of people who have

skills and similar abilities and share the same workspace.
However, when setting the goals to be achieved, the activities are carried out in
individual form, as one work does not depend on the other and there is no collaboration
between the parties.

In a work team, people act in pursuit of a common goal.

That is to say: professionals do not carry out their activities individually and the work
one member complements what was executed by the other, with cooperation being
ensures that the desired result is achieved.

Figure 1 - Teamwork. Source: Google

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Comparison between Team and Work Group:

1.2. The Structuring of Teams

You may be wondering what is necessary to build a high-performing team

performance. This is certainly one of the responsibilities of a good manager. However, how

do it? In truth, there is no formula for this and it will be necessary to consider
many variables within the organization. Often, depending on the circumstances,
a simple working group can be the most appropriate solution for the type of
work and the results that are intended to be achieved. However, as they observe
KATZENBACH & SMITH (1993), some procedures are shared by many
successful teams, and we consider them suitable to make up, so to speak, a
First guide for the formation of efficient and effective teams. Let's see:

• Establish the urgency, the necessary performance standards, and the direction.
• Choose members based on their skills and potential, not with
based on your personality.
• Pay close attention to the first meetings and the first attitudes.

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 • Establish clear rules of behavior.
• Determine and internalize some immediate tasks and goals oriented towards
performance.
• Regularly challenge the group with recent facts and information.
• We spend a lot of time together.
• Explore the power of positive feedback, recognition, and reward.

1.3. The Benefits of a Team

There are certainly difficulties in teamwork. Among them, probably the most
significant is the convergence of different points of view and the creation of consensus.
This usually takes some time in work processes and requires action.
versatile leadership. However, the advantages outweigh any difficulties, and among
we can highlight:

a) The agility in the capture and use of information. It is no longer possible, as

traditionally it happened in management, the top of the organization decided how

things must be done, the average management body to decode these decisions to
the people from the bases, so that they can be executed. Currently,
agile and productive organizations work with more integrated management levels,
emphasizing the strategic importance of all organizational dimensions.
b) Working in a team brings advantageous results for both its members and
for the organization they work in. Collaboration is the main benefit. The
people want to do a good job together, to support each other,
because they identify with the team and wish for it to stand out and be successful.
successful.
c) People who have learned to support and trust each other share
freely share your knowledge. They understand how important it is for
a team circulates the information that members need to operate
more efficiently. Information flows freely up, down, and to
the sides. Thus, communication constitutes another benefit.

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d) In teamwork, the most efficient application of is also recorded.
resources, talents, and strengths, because they are used willingly and
shared with the other companions. Every time a member of the
the right team has knowledge or competence, another is ready to provide it.
e) A fifth benefit is the set of decisions and solutions adopted
simultaneously, with everyone generating and evaluating a greater number of options than

a single person could do it. The implementation time is reduced because

people make their choices together and not sequentially as it happens
frequently. Decisions are made by consensus, and that means they are,
Generally, better than those to which the most diligent person in the team
She could have arrived alone.
f) The people who are responsible for decisions and solutions consider them as their own.
property and, consequently, feel committed to conduct them
successfully. This is the sixth benefit. The members also nurture a strong
commitment to one's own team so that it does not disaggregate. As highlighted
KATZENBACH & SMITH (1993, p.2), the essence of a team lies in
collective commitment. Without it, the group's performance is individualized. With
then, the members become a powerful unit of collective performance.

1.4. Importance of Leadership for Teamwork

Leadership can be generically defined as the influence exercised by

some people over others to achieve common goals of a group. She
refers to this power of influence that can emanate from an individual and is capable of
create the action in the group.

In light of this, leadership and teamwork are directly linked, where the leader is
the professional is the central figure, who guides the collaborators in the processes of
work. Furthermore, today he is responsible for the development of professionals and
teams, in order to explore the maximum of their skills and knowledge.

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 Figure 2 - Illustration of leadership of a participative team. Source: Google.

See below the reasons that make teamwork, carried out by

leaders and teams are just as important within the most diverse types of companies.

Motivation

One of the most important factors that give true meaning to work in
the connection between leaders and teams is a fact that it genuinely motivates both the
collaborators, as much as the leader himself, giving their best to achieve
extraordinary results within organizations.

From the moment that the professionals who are part of a team realize
that your leader insists on acting side by side, taking a stance of equality,
strives as much as everyone involved in the organizational processes for the
delivery of excellent results, they continue to improve their
performance and aim to achieve goals and objectives much faster and
assertive.

Healthier interpersonal relationships

Another positive aspect of the joint work done by leaders and teams is the
development of healthier interpersonal relationships. When the leader commits
to guide, delegate, accompany and do your part to walk side by side in

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the achievement of goals and objectives brings people closer to it, and with that,
encourages them to relate well not only with him but also with each other.

Thus, with the growth of increasingly healthy relationships within the company,
it also increases harmony in all sectors and reduces the occurrence of conflicts,
since people, instead of engaging in conflict, will prefer to resolve their
interpersonal problems through dialogue and professionalism that every workplace
work asks.

Skills and competencies

In addition to the reasons I have presented so far, when the leader is close to their
collaborators, developing their work together with them, they are able to
to encourage them to get to know each other better, in the sense of understanding what their

best skills and competencies and, with that, encourages them to develop them, in order to
so that they can achieve high performance within the organization.

With this, by developing their positive points, that is, their best skills
the skills, the chances that they will perform an excellent teamwork
increase significantly, which automatically contributes to the achievement of
extraordinary results, both for all group members and for the leader
and for the company in general.

Sense of belonging

A few years ago, what professionals valued most in a company were the
financial gains they could achieve through the good work they did. They
they sought to do their best, not to stand out in their careers, but to
obtain financial return and, with that, improve their purchasing power.

Today this scenario has undergone several transformations and what professionals are looking for the most

In today's job market, it's about knowing that you belong to something greater. This does not mean

that they do not think and do not want good salaries and attractive benefits. They want
Yes! However, they also want to be in an environment where they feel that their
Work truly matters, and they are striving to give themselves.

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increasingly larger steps for the company to grow significantly in
segment in which it operates.

In this sense, by developing a joint work between teams and leaders, the
the chances of this process happening are much greater, as the leader will always be
ali, alongside his collaborators, valuing them and recognizing their efforts
continuously, as well as showing them the positive results and benefits that
these same efforts are bringing for the business as a whole.

Extraordinary results

Another point that makes the approach between leaders and collaborators truly
important and beneficial for the company is the fact that this further accelerates the reach of

extraordinary results planned and expected by the organization.

From the moment this union occurs, a joint effort also takes place,
in the sense of making everything really work out, making everyone increasingly
next of the goals and objectives set initially.

1.5. Some ways to establish functions and responsibilities for the

team success

The communication failure and duplicated work cause a delay in the delivery of
publication, which results in the postponement of the project.

Following a project plan without clear functions and responsibilities is a challenge.

unnecessary. When we define the roles in the team, we enable our colleagues
collaborate and work on projects more efficiently. If the project manager
to improve the team's productivity, it is essential that he clarifies the tasks
specific to each member right at the beginning of the project.

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 Figure 3 - Illustration of functions and responsibilities of team members. Source:
Google.

In this context, here are some steps to identify the functions and
responsibilities within the organizational scope:

Determine what needs to be done

The first step in defining roles in the team is to determine the various tasks that
must be done. Some questions to identify these tasks are:

• Were the previous projects completed successfully?

• If not, what could have been done better?
• What tasks are still on the team's to-do list?
• What tasks does each team member perform daily?
• Are these tasks part of this member's job description?

Upon realizing the amount of work that needs to be done, it is possible to delegate tasks with
based on this.

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Identify the gaps in responsibilities

Although this step is more relevant when defining roles within the organizational scope,
it is also possible to have gaps in responsibilities when working on a project. After
create the list of pending tasks, compare and confront these tasks with what the members
The team is conducting. This comparison will help identify any gaps.
in the responsibilities, which may inadvertently occur if the job description of the
it was not clear to the collaborator or if other people led them to perform tasks
different from those I was entrusted with.

When we identify the gaps in responsibilities, they become the starting point.
for the realignment of the team. With this, we can return the employees to their
originally planned functions and decide who should take on additional tasks.

Clarify the roles, using for example the RACI matrix.

The RACI matrix is a great tool to clarify the roles of team members.
[Link] is an acronym in English that means: responsible, accountable,
consulted and informed. Can you create a RACI matrix or chart placing
the tasks on the Y axis and the team members on the X axis.

Assign one of the four RACI letters to each task and team member. This makes it easier.
so that the members know what their specific role is in each task.

The legend below explains in more detail which functions in the team are more
suitable for each letter of the RACI graphic.

R=Responsible. This person performs the work. Each task must have only one.
Responsible, thus everyone will know who to turn to for questions and to obtain
updates.

A=Accountable provider. This person is responsible for approving the work, and is
likely to be a manager.

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C=Consulted. This person should give their opinion on the work. It can be a
team member or a member of another team.

I=Informed. This person should be informed of the progress and results of

work, but will not give your opinion on it during its execution.

Get feedback from team members

When we request honest feedback from team members after Clarifying the
functions, we encourage collaboration in the team and we were able to get an idea if the

functions that we assign are functional. When we allow the team to express
In your opinion, we favor communication, which generates healthy team dynamics.
in the workplace.

There are several ways to request feedback, for example:

• Hold a meeting with the team and ask: 'Does anyone want to say something?'
about the assigned functions?
• Schedule one-on-one meetings so that members feel more secure.
to express your concerns.
• Lançar uma pesquisa anônima para que os membros possam compartilhar
frank answers.

In conclusion, working in a team is really important, because in this way

all members interact with each other to achieve the goals for the benefit of
organization where they work. The implementation of teamwork in a
a certain institution requires a lot of skill from the leader, as resistance to
changes and accommodation by the established processes by the
Employees is an aspect that should be worked on individually with each member.
from the team through reciprocal and constant feedback between the parties.

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2. References
• ÁVILA, Robson Nery, The Importance of Teamwork: A Review Of
Literature. 2013.
• Magalhães, Prof. Yana Torres, TEAMWORK AND LEADERSHIP.
• ERGAMINI, Cecília W. Psychology Applied to Business Administration:
organizational behavior psychology. São Paulo: Atlas, 2006.
• BERGAMINI, Cecília W.; Coda, Roberto. Psychodynamics of organizational life:
motivation and leadership. São Paulo: Atlas, 1997.
• BOWDITCH, James L.; BUONO, Anthony f. Foundations of Behavior
Organizational. Rio de Janeiro: LTC, 2006.
• MARRAS, Jean Pierre. Human Resources Management. São Paulo:
Future, 2000.
• Handbook, People Management. Brasília 2014.
• [Link]
• Teamwork: Concept
importance-and-characteristics/
• [Link]
teamwork-importance-working-together/
• [Link]
your-company/
• [Link]
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• [Link]
work

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