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Chapter 18 : Teams,Team Process, and Team Building

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Abstract:

This chapter defines a work team and distinguishes it from a work group, indicates why a precise definition of “team” is important, and explains the concept of group process within teams. It describes the situations in which teams can be productive and those in which they cannot, and defines “task interdependence,” the types of task interdependence, and their importance. It also explains how task interdependence influences choices related to teams. The use of team work has become popular strategy for increasing productivity and worker flexibility. Organizations have reported a number of benefits derived from the use of work teams. Teams can be permanent or temporary. From a functional perspective, teams can be classified into three types: teams that recommend things, teams that make or do things, and teams that run things. A team must not only have a common purpose, members must understand and accept that purpose. Once all members accept and understand it, then attention can be given to how each member will contribute to its achievement. Task-related training focuses on the actual tasks for which the team is responsible. Training programs should be designed to satisfy the team’s need for particular technical skills. Various leadership theories have hypothesized leadership roles and behaviors, their relationship with group performance, and external conditions that moderate such relationships. Drawbacks in using teams must be looked upon as investments in the business before teams are implemented. Organizations should be as sure that their investment in teams will bring forth worthwhile returns.

Citation: Bishop J, Wang L. 2004. Teams,Team Process, and Team Building, p 333-351. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch18

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Figure 18.1

Group process model.

Citation: Bishop J, Wang L. 2004. Teams,Team Process, and Team Building, p 333-351. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch18
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Image of Figure 18.2
Figure 18.2

Types of task interdependence.

Citation: Bishop J, Wang L. 2004. Teams,Team Process, and Team Building, p 333-351. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch18
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Tables

Generic image for table
Table 18.1

Knowledge, skill, and ability (KSA) requirements for teamwork

Adapted from reference , p. 505.

Citation: Bishop J, Wang L. 2004. Teams,Team Process, and Team Building, p 333-351. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch18
Generic image for table
Table 18.2

Example items from the teamwork-KSA test

Adapted from ref. , p. 519. Asterisks indicate correct answers.

Citation: Bishop J, Wang L. 2004. Teams,Team Process, and Team Building, p 333-351. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch18
Generic image for table
Table 18.3

Guidelines for team building

From ref. , p. 335–337.

Citation: Bishop J, Wang L. 2004. Teams,Team Process, and Team Building, p 333-351. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch18

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