Teamwork theory

New labor trends and the need to reduce costs, led companies to think of computers as a common way of working.

Achieving and maintaining success in modern organizations requires talents that are virtually impossible to find in a single individual.

The new structures of organizations, flatter and with less hierarchical levels, require a greater interaction between people, which can only be achieved with a cooperative and not individualistic attitude.

The need to work as a team came from the hand of proposals such as Total Quality, integrated management systems, reengineering and change processes, the National Award for Quality, regional integration programs, and others that require the participation and interrelation of various sectors. functional companies.

I. HISTORICAL OVERVIEW.

Looking back a bit…..

At the end of the 19th century until the beginning of this century, the thinking about organizations was dominated by the scientific Management movement, characterized by the work of Taylor, Fayol, etc. These classical authors were content with a conception of motivation in the that is was reduced to the minimum expression. They were inspired, in effect, by the principle of hedonism, so attractive to liberal economists, according to which men tried to obtain the maximum pleasure in exchange for the minimum effort.

Applying to the world of work, this principle arrived at a conception of human nature that can be summed up as "that men are disgusted by work for the effort and responsibility it entails." If they work, it is to obtain a salary (economic incentives) that allows them to satisfy certain needs outside of work. Since they are passive and have no interest in their work, men must be directed and require strict control of their behavior. Therefore, it is an economic motivation that pushes men to work.

Around 1925, the School of Human Relations emerged bringing with it a new language in administration: motivation, leadership, communication, informal organization, etc. They no longer only talk about authority, hierarchy, or rationalization of work.

Hawthorne's experience confirmed that economic rewards are not man's only motivation, but there are other types of rewards: social, symbolic, and non-material. This school highlighted that men in work situations are not isolated from each other, but are linked to each other by relationships, particularly within group settings.

From this point of view, men have social needs that they try to satisfy in the same place where they work. Because they get satisfaction from belonging to groups, men are sensitive to promptings, norms, slogans, etc. that come from such groups. These incentives give rise to powerful motivational forces capable of relegating economic incentives to the background. In this way, we go from the concept of homo economicus (classical school) to that of homo socialis (HR school). The central idea of this school is the resolution of organizational functioning problems based on the improvement of HR (the subordination relationship among others) and the use of groups to mobilize energies and channel behaviors in the desired direction.

Various historical circumstances such as the evolution of work, unionization, etc. contributed to making the control of what would be the social part of organizations more and more problematic, for this reason a social psychology has been developed that is centralized mainly in terms of motivation and leadership.

II. DEFINITION OF TEAMWORK

Every organization is fundamentally a team made up of its members. Since its birth, the basic agreement established by its members is to work together; that is, to form a work team.

From here two important concepts to clarify arise: teamwork and teamwork.

The work team is the set of people assigned or self-assigned, according to specific skills and competencies, to meet a certain goal under the leadership of a coordinator

Teamwork refers to the series of strategies, procedures and methodologies that a human group uses to achieve the proposed goals.

Of the different definitions of teamwork, we found it appropriate to adopt the following:

»Small number of people with complementary skills, committed to a common purpose, work objective and planning and with shared mutual responsibility.

Katzenbach and K. Smith.

"A team is a group of people who perform a task to achieve results."

Fainstein Hector.

Characteristics of teamwork:

It is a harmonious integration of functions and activities developed by different people. For its implementation, it requires that responsibilities be shared by its members. It needs the activities carried out to be carried out in a coordinated way. It needs the programs that are planned as a team to aim at one objective. common.

Learning to work effectively as a team requires time, given that you have to acquire the special skills and abilities necessary for the harmonious performance of your work.

There are different aspects necessary for proper teamwork, among them we can mention:

Effective leadership, that is, having a process of creating a vision of the future that takes into account the interests of the members of the organization, developing a rational strategy to approach said vision, obtaining the support of the fundamental centers of power to achieve the above and by encouraging people whose actions are essential to implement the strategy.

Promote communication channels, both formal and informal, while eliminating communication barriers and also encouraging adequate feedback.

Existence of a harmonious work environment, allowing and promoting the participation of team members, where disagreement is used to seek an improvement in performance.

III. TEAM FORMATION

Five issues to consider in team building when putting into practice collaborative learning proposals in the formation of work teams, so that they work efficiently and allow the development of collaborative learning. Collaborative learning is that which is developed from group work proposals. To refer to teamwork, specialist Susan Ledlow considers it necessary to previously establish the difference between group and team. She points out that a group is "a group of people who come together because they share something in common." What they share can be as insignificant as the desire to get on a bus. Instead, Ledlow notes, a team is "a group of people who share a common name, mission, story, set of goals or objectives, and expectations."For a group to become a team, it is necessary to favor a process in which aspects related to the following concepts are explored and elaborated:

Cohesion Assignment of roles and norms Communication Definition of objectives Interdependence

Cohesion It refers to the attraction of being a member of a group. Groups have cohesion to the extent that being a member of them is considered something positive and the members are attracted to the group. In groups that are assigned a task, the concept can be considered from two perspectives: social cohesion and cohesion for a task. Social cohesion refers to the ties of interpersonal attraction that bind group members. Task cohesion relates to how the skills and abilities of the group work together to enable optimal performance. There are activities for the formation of groups with a fun or game component that can be very useful to promote social cohesion. Some examples are: designing a logo or other kind of team identification,share information about their first jobs, or promote activities that reveal the common characteristics of the members. To develop cohesion for tasks, it is useful to carry out activities that allow group members to assess their respective abilities, strengths and weaknesses.

The assignment of roles and normsOver time, all groups assign roles to their members and establish norms even though this is not explicitly discussed. Norms are the rules that govern the behavior of group members. Sticking to explicitly defined roles allows the group to perform tasks efficiently. When working in the classroom with groups, in many opportunities the roles and norms that govern their operation are imposed by the teacher. However, it can be positive to carry out activities in which the roles and norms of the group are discussed and agreed to ensure their ownership by the members. In this sense, many teachers suggest that groups develop their own rules or establish a "code of cooperation." Regarding the roles,Some suggest that students identify the roles needed to carry out a task and take charge of distributing them among the team members.

Communication Good interpersonal communication is vital for the development of any type of task. Groups may have styles of operation that facilitate or hinder communication. Activities can be carried out where these styles are analyzed. Some specialists suggest doing exercises where the members have to listen to others and give and receive information.

Defining objectives It is very important that team members have common objectives in relation to the team's work and that each one can clearly state what their individual objectives are. To this end, it is suggested to assign newly formed groups the task of defining their mission and objectives, bearing in mind that shared objectives are one of the defining properties of the "team" concept.

Positive interdependence Collaborative learning is characterized by positive interdependence between the people participating in a team, who are responsible for both their own learning and the learning of the team in general. Its members need each other and each student learns from the other peers with whom she interacts every day. In order for the members to become aware of and experience what interdependence means, some teachers suggest putting into practice an exercise called "Survival on an Island" in which teammates have to imagine what elements they would need to survive on a desert island after a shipwreck. Then, they should perform the same analysis in a group mode. In general, group rankings are usually more accurate than most individual rankings.

Taking these elements into account can be very useful to think about activities aimed at promoting true teamwork where "the whole is much more than the sum of the parts."

Conditions that team members must meet:

All team members must know that they are part of a group; For this reason, each one must fulfill her role without losing the notion of the team. To do this, they must meet the following characteristics:

Be able to establish satisfactory relationships with team members Be loyal to yourself and with others Have a spirit of self-criticism and constructive criticism Have a sense of responsibility to meet objectives Have the capacity for self-determination, optimism, initiative and Tenacity Having a concern for improvement, for improvement.

IV. ROLE OF THE LEADER - TEAMWORK MENTOR

The leader is the one who molds or shapes the structure of each group. With his leadership, the leader may or may not form groups of people who function as a WORK TEAM.

The leader based on the motto DIVIDE AND QUEEN, successfully governs the work group but does not produce teams, only groups people to perform a task.

The good leader with his actions develops work teams, using the right mix of loyalty, motivation and trust that every human being needs to believe and undertake in pursuit of group objectives.

The difference between a group of people and a work team is determined by the efficiency of a company.

The feeling of belonging to a work team lasts over time, and even if one has ceased to belong to that team, that feeling of loyalty remains.

If clear rules preserve friendship, then in a group, clear rules foster and maintain mutual loyalty between leader and followers.

How to lead? How to drive? How to steer? How to make an efficient company?

That is the challenge for entrepreneurs. With their entrepreneurship they motivate their followers, with their actions they determine the actions of the groups, with their ability to do they become business models.

What kind of leader is the best?

The answer is very simple: "WHICH PEOPLE CHOOSE".

Behavior patterns of team leaders

A work team leader must be a calm, level-headed person who cares about his task.

Their behavior must respond to the following guidelines:

Initiation: the leader initiates, facilitates or resists new ideas and practices.

Member quality: the leader mixes with the group, interacts and exchanges personal services with the members.

Representation: the leader defends the group against attack, manifests the interests of the group and acts on its behalf.

Integration: the leader subordinates individual behavior, stimulates a pleasant atmosphere, reduces conflicts and promotes individual adjustment to the group.

Organization: the leader structures his own work, that of the other members and the relationships between them in carrying out tasks.

Dominance: the leader limits the behavior of the members or the group in action, makes decisions and expresses opinions.

Communication: The leader supplies and obtains information from the members, and shows knowledge of any subject related to the group.

Recognition: the leader expresses approval or disapproval of the behavior of the group members.

Production: The leader sets levels of effort or fulfillment and encourages the members regarding their performance.

The ideal leader has the support of his team members in every dimension of his activity.

V. DEVELOPING TEAMS

Teamwork is the very lifeblood of a modern company. The best approach to team building is to start early and be open and honest with everyone who is involved. Everyone needs to know that they are on the team for a particular reason and that their contribution is vital. Young and / or shy people may have to be persuaded to participate.

A common problem in technical equipment is the arrogant young man (or old man) who thinks he or she is the smartest person in the room. “Sometimes you have a loose barrel (they think they have a better shape). They are fiercely independent and know everything, ”says Robichaud in an exasperated tone. This is when the manager has to assume an authoritarian role and tell the technician how the project is supposed to be done.

To move a team, have participants document their ideas and strategies for creating the final product. Then bring everyone together to discuss their ideas and come up with a common plan.

Once the plan is in place, it is important to keep everyone involved in a continuous flow of information. One or more of these techniques can be used to keep the team

SAW. TEAMWORK TECHNIQUES

The techniques are:

Procedures for after identifying the problem, looking for solutions, optimizing the best of these and deciding which is the most appropriate Paths that guide the team on how to work, and that indicate the route to follow, as they facilitate the achievement of The objectives to be achieved The systematized ways, procedures or means of organizing and developing the team's activities The means or methods used in group situations, seeking the interaction of all the members of a team in order to achieve the proposed objectives.

Description of the main techniques.

EXPLANATORY TECHNIQUES

They are distinguished because the driver or some specialists are the ones who present the topic or issue to be discussed. The intervention of the individual is minimal.

1- INTERROGATIVE OR QUESTION TECHNIQUE.

a) Objectives

Establish three-way communication (Driver - Team; Team - Driver and Within the Team) Learn about the experiences of individuals and explore their knowledge Exchange opinions with the team Detect the understanding that is being had on the subject Evaluate the achievement of the objectives.

b) Description

In this technique, a driver-team dialogue is established, taking advantage of the exchange of questions and answers that are formulated within the session. Within the interrogation there are two types of questions:

Informational or memory

Reflective or reasoning, these can be analytical, synthetic, introductory, deductive, selective, classifying, evaluative, critical and explanatory.

c) Advantages

It attracts a lot the attention of individuals and stimulates reasoning by making them compare, relate, judge and critically appreciate the answers. It serves as a diagnosis to know the individual's knowledge about a new topic. It allows evaluating whether the objectives are being met. It fosters a conductive relationship. -Team closer. Allows the driver to know more about his team.

d) Disadvantages

When the question becomes a means to qualify.

e) Recommendations

Prepare the questions before starting the session, do not improvise them Ask questions that are not so easy or difficult as to cause discouragement or loss of interest The questions should be thought provoking, avoid those that can be answered with a YES or NO. Use positive reinforcement. Correct wrong answers immediately.

2- ROUND TABLE.

a) Objectives

That the individual learns to express his own ideas. That the individual learns to defend his point of view. Induce the individual to investigate.

b) Description

You will need a selected group of people (3-6), a moderator and an audience. There may also be a secretary, who will have the function of giving a written report of the discussion and, most importantly, of the conclusions reached. The group, the moderator and the audience must have done their research on the topic to be discussed before. Those who have studied more thoroughly will be the members of the selected group. The moderator will have the task of directing the controversy and preventing members from getting off topic. She must meet previously with the members of the round table to coordinate the program, divide the general problem into parts suitable for presentation, assigning each one a specific time and prepare the work plan. The form of discussion is of the conversation type (speeches are not allowed).

The atmosphere can be formal or informal. There cannot be complete control by the moderator, since the table members can ignore questions and instructions.

Different points of view, different facts, different attitudes on an issue, current affairs, and controversial issues can be exposed and focused.

c) Advantages

It teaches people to discuss, listen to the arguments of others, to reflect on what has been said and to accept other people's opinions. It teaches those who are led to defend their own opinions with adequate arguments and with a logical and coherent exposition. It is an exchange of impressions and opinions. critics. The results of the discussion are generally positive.It is an excellent method to develop team feeling, an attitude of courtesy and a spirit of reflection.It allows the driver to observe participation, thinking and values in their conducts.It allows to collect a large amount of information, ideas and knowledge.Stimulates teamwork.

d) Disadvantages

As the results are not immediate, they give the feeling that it is a waste of time and that indiscipline is encouraged It takes a long time to be carried out It requires a very good command of the equipment by the driver If it is not well managed by The moderator can be dispersive, everyone talks and discusses at the same time and no one is heard. It is only used for small teams. It is applicable only when the team members have previous knowledge about the subject.

e) Recommendations

Current affairs should be dealt with. Bibliography on the subject should be given. It should be carried out when it is verified that people are well prepared.

3- SEMINAR.

a) Objectives

Teach how to systematize the observed facts and reflect on them. Exchange opinions between what is investigated with the specialist on the subject.

Promote and help:

To the analysis of the facts To the reflection of the problems before exposing them To the original thinking To the exposition of works done with orders, accuracy and honesty.

b) Description

Generally, in the development of a seminar, various forms are followed according to the needs and circumstances of teaching; however there are three most common ways in the development of a seminar.

The host indicates topics and dates in which the topics will be discussed, indicates the bibliography to use to follow the seminar.

In each session the conductor exposes the fundamentals of the subject and its various problems.

Those conducted present the results of their research and studies on this topic, and the discussion begins.

When any part of the subject is not sufficiently clarified, the driver will present his help or guide new research to present and discuss in a new meeting.

The conclusions reached by the drivers will be coordinated with the help of the driver.

For the seminar to be efficient, it must have the preparation and the contribution in each one of the subjects of each one of the conducted ones.

The driver divides and distributes the topic among the drivers, either individually or as a team, as the team prefers; indicates the bibliography, gives the work norm and fixes the dates of seminar meetings.

On each date indicated, the topic that was investigated and studied is presented, either individually or by a representative of the team, and the discussion about it begins.

The conductor acts as moderator, and thus the different teams in which the topic was divided are presented.

In this case of more advanced seminars (generally professional), the unit can be divided among specialists, either from the school itself or from other entities; that is, this third modality accepts the incorporation of other people, provided they are interested and ready to participate.

Each specialist, in his previously scheduled session, presents the topic, raises questions, raises problems and initiates the discussion in which everyone intervenes.

The same specialist acts as moderator.

The rest of the work is carried out in the same way as the previous cases.

The seminar technique is more formative than informative as it trains its members for research and independent study.

a) Advantages

It is very useful for the study of situations or problems where there are no predetermined solutions. It favors and develops reasoning skills. It awakens the spirit of investigation.

d) Disadvantages

Applies only to small teams.

e) Recommendations

Recommended for high school and professional use to foster the spirit of inquiry. It is recommended to choose the exhibitors very well.

4- CASE STUDY.

a) Objectives

Apply theoretical knowledge of the discipline studied in real situations. Carry out fixing and integration tasks of learning. Lead to the experience of facts. Habit and analyze solutions under their positive and negative aspects. Teach the member to form judgments of reality and value.

b) Description

It is the report of a problem or a case including sufficient details to facilitate the analysis to the teams. The case must be something that requires diagnosis, prescription and proper treatment. It can be presented in writing, orally, in a dramatized form, in a light projection or a recording. The cases must be real, but nothing prevents imagining cases analogous to the real ones.

c) Advantages

Case may be presented in different ways May be assigned for study before discussion Provides equal opportunities for members to suggest solutions Creates an atmosphere conducive to brainstorming Relates to real-life problems

d) Disadvantages

It requires skill in writing the problem. The problem cannot have the same meaning for all the members. If you want to go to the end, it takes a lot of time. It requires very skillful direction.

e) Recommendations

Explain the objectives and tasks to be developed.

Distribute the material. Encourage all participants to deliver conclusions or solutions. Make sure that the conductor is the one who classifies the collected material and prepares it for discussion.

5- FORUM.

a) Objectives

It allows the free expression of ideas of all team members. It promotes integration, a critical and participatory spirit.

b) Description

The forum is almost always held after an activity (film, theater, symposium, etc.). The moderator starts the forum by precisely explaining the topic or problem to be dealt with, indicating the formalities that the participants will have to comply with (brevity, objectivity, etc.). Ask a specific and stimulating question on the topic, prepared in advance, and invite the audience to present their opinions.

c) Advantages

Participation of all team members is encouraged. The subject is deepened. It does not require didactic materials and exhaustive planning. They are useful for studying situations where there are no predetermined solutions. Develops reasoning ability.

d) Disadvantages

It is not useful when the team is not prepared to give feedback. It can be applied only to small teams.

e) Recommendations

Appoint a secretary to write down whoever asks to speak in order. Try to maintain an impartial attitude on the part of the moderator to avoid deviations.

VII. THE ADVANTAGES OF TEAMWORK

Those who believe that a work team should be made up of people with similar ways of thinking and acting are wrong. The fundamental thing is that it is made up of different people. Each of the team members must contribute different ideas so that the intellectual or operational decisions made by the organization are the best. When there are differences and discrepancies, more creative proposals and solutions arise, something similar to a soccer or volleyball team. Each one occupies a different position (defender, midfielder, striker, or killer, setter), but all direct their energies towards the achievement of the same objective.There is no place for the intolerant

VIII. STRATEGIES THAT ENCOURAGE TEAMWORK

Deliver all the information so that the team works:

All required information must be provided, or where or with whom to speak to obtain it. The information must always be reliable and useful.

Generate a pleasant work environment:

It includes both physical and psychological aspects.

in the physical it is important that the place where it works is relatively comfortable, without interference, and that it has elements for the work. As usual, the teams meet to share individual progress, it is important that there is a blackboard or a poster where people can show what they have done and stimulate, in that way, group discussion.

psychologically, interpersonal communication skills - that is, attention, respect, and understanding of the other - as well as good meeting planning should be used. It is also important to reward progress, both individually and in groups, by expressing satisfaction verbally and bodily: " That is a good job ", " We are progressing faster than I expected ".

Clearly define the times to accomplish the task:

Although it seems obvious, it is good to remember that one way to keep track of the team's progress is by clearly defining deadlines for each task. It is advisable to remember the meeting days and deadlines in time, as well as to get everyone to agree on the days and times of such meetings.

REQUIREMENTS FOR TEAMWORK

If the challenge of motivating and engaging the partners in the organization is met, a new challenge arises: that their entry into work teams is welcoming and stimulating.

good INTERPERSONAL COMMUNICATIONS.

The role of every leader and every person in charge of a team is to create a climate in which communication is fluid, others are listened to and disagreements are manifested, there is respect between people, and a minimum level of real understanding for the other and that there is some degree of affection between the members.

team focused on task.

The conditions must be created so that the team can concentrate on the task and individual creativity appears, and that of the whole group, depending on what is programmed.

define the team organization.

The functions to be fulfilled by each person must be defined, the operating rules, how the management will be and who will exercise it, and a meeting calendar established. In addition, the specific functions of each of the members must be respected.

establish the situation, issue or problem to work on.

It is necessary to clearly establish the situation, issue or problem on which you are going to work; prepare an objective program, with a clear and precise definition of objectives and achievable goals.

interest in achieving the objective.

There must be an interest in reaching the common goal and agreeing on it, considering the motivations of each member of the group.

Create a democratic climate.

It is important to achieve a conducive democratic climate, where each person can express themselves freely without being judged by their peers, and where each idea becomes the group, therefore rejecting an idea does not mean rejecting the person.

exercise consensus in decision-making

To the extent that everyone's opinions are listened to, the maximum amount of information is obtained before deciding, and the members are convinced with arguments rather than voting.

willingness to collaborate and exchange knowledge and skills.

The last requirement that is important to achieve for good teamwork is the development of a willingness to collaborate and exchange knowledge and skills. This implies having the necessary time so that each member can show the others what they know and be willing to hand over the knowledge they have so that others can also learn it.

IX. WHY DO THE TEAMS FAIL?

A survey showed the reasons why teamwork fails many times. The main ones were:

Unclear goals

Every goal has the purpose of defining a goal to overcome. When we see the target and we know where it is, it is easier to get to it. But, in teams, goals serve an additional function.

Goals focus and channel the contributions and energy of each member of a team in one direction. If there is no clear goal, the members do not coalesce and the performance of the team does not increase.

Teams are established when there is a complete and shared goal.

Lack of support from Management

We are used to vertical structures in the organization. However, work teams move horizontally and are used to solve problems that span many areas and departments.

Teamwork is a paradigm shift in the company. This new way of working can be successful only if the heads of the organization are convinced and trained to lead by example. Working as a team implies being willing to eliminate borders and think of everyone as a single territory: the company.

Ineffective team leadership

Newly formed team members are like magnets on the same pole and repel each other. They feel uncomfortable because they are used to working alone since success only depends on them. At this stage of the team - which usually lasts between six months and a year - the leader must be directive and show strength to resolve conflicts, set initial goals and train the team. As team members build trust with one another, they exhibit a higher level of cooperation and their relationships improve. So the leader has to drop her managerial style and change it to a participatory one.

The leader must vary his leadership style according to the degree of maturity of the team.

Individuality

The problem is that we limit ourselves to seeing only our differences and individualities.

When we work as a team, individualities and differences manifest themselves. We focus on being unique, on doing things our way, on standing out, on competing by hindering teamwork. Individualism has been fostered by society and business, and that is why it is very difficult to break.

Working as a team implies serving, stopping thinking only of our benefit. Only in this way will we contribute to forming a true team

X. How to prevent equipment problems?

Do not get around the problems, it should always be faced by talking to the team.

Avoid separating a member of the team, since the union of the same is very important. That is why the group needs to meet at least once a week to discuss problems and creatively solve them.

The success of teamwork is the responsibility of all who make it up!

Thus:

XI. SEVEN IDEAS OF STRENGTH TO THINK

IDEA 1: TEAMWORK IS A MODE, NOT A FASHION. THE QUALITY TOO.

Teamwork has become, in recent years, one of the workhorses of management "gurus", along with process reengineering, strategic planning, and so on. In other words, a fad, something that people in organizations seem to use, but often do not use.

This is one of the reasons for the failure of many initiatives in companies. Implementing something without taking into account that it is feasible to generate rejection due to cultural differences and, therefore, without foreseeing the necessary actions to reduce the level of rejection.

Teamwork is a management mode, and if understood as such, with the difficulties and advantages it has, it can become a substantive tool for continuous quality improvement.

IDEA 2. EQUIPMENT IS NOT MACHINES. QUALITY REQUIRES MOTIVATION.

In the teamwork approach, many times the mistake is made of assuming that the people who are part of the team must mechanically synchronize their movements: "this team is a little clock", or as it is known in the football field, to one One of the best Argentine teams was called "the machine."

Beyond the popular connotation that the term has, my point is that people, fortunately, are not machines and as such we have a very subjective vision of what it is to work in a team and what quality is.

Therefore ordering, giving the order that from today we move on to a team culture; that from today on we work as a team, it is more an illusion and a risk for the organizations, since their members, instead of receiving the proposal with enthusiasm, think "another one, and they go…", and are demotivated justly.

The contribution of teamwork is key to improving internal and external quality as long as the limits and scope of what we understand by quality and by teams are adequately defined, and how to achieve them.

There may be «machine» teams in which verticality and authoritarian leadership promote results, efficiency and improvement in performance, and in fact there are, but they produce these results for the organization and not for themselves, so there would be no articulation between individual satisfaction and organizational quality.

In other words, teams are not machines. They can be, but at the cost of Quality, with a capital letter.

IDEA 3. WORK TEAMS ARE MADE BY MAKING

If there is something that characterizes work teams, it is that they are not a finished product (except when their purpose ends or the team falls apart). Work teams are the result of a complex interaction between people who coexist in the same place and at the same time (most of the time).

These people weave a complex network, a linking weave that has, like all human interaction processes, its ups and downs, its pendulum movements, its attractions and its rejections.

That is why teamwork is always being done: it is one of the essences of itself. And it is also one of the bases to carry out a process of continuous improvement, of quality improvement.

IDEA 4. QUALITY REQUIRES A LEARNING PROCESS OR HOW TO DO A LEARNING PROCESS TO IMPROVE QUALITY.

When a person joins a team effort, they do so with their experiences and knowledge. If the other members can take these experiences and knowledge, and at the same time, provide theirs to the newcomer, there is a synergistic effect that accommodates and places the team at a new level of productivity.

The permeability of the team, measured in terms of the management style of its driver or the interaction of the members, is a facilitator of the team's learning and progress. In this way, the team is projected towards new horizons of productivity and quality. This statement is congruent both for teams made up of different hierarchical levels, as well as for self-directed teams.

The team learns when it develops its strategies, its tactics, its techniques, and is not stereotyped in them. The promotion of creativity, empowerment, are two of the most significant tools in the transition of teams towards a better quality performance.

In this sense, each one contributes their own, learns from others and learns with others. This learning has a progress in its Quality when the learner can also learn how he learns.

The conception of Quality that each member has is an obstacle and at the same time an opportunity for learning. An obstacle because it can generate misunderstanding in the other. An opportunity because it is a privileged area to incorporate new tools, improve quality criteria, learn.

IDEA 5. WORKING AS A TEAM AND DEVELOPING DURABLE QUALITY PROCESSES REQUIRES THE COMMITMENT OF SENIOR MANAGEMENT.

This idea is sometimes thought to be obvious. However, a lack of senior management commitment to team building and quality development processes has been observed in practice. They are announced and announced, but they are not an active part of managerial management.

This commitment has to be strengthened with actions, not just words. Fear, insecurity, suspicion, are not so obvious obstacles in organizational processes. In the processes of organizational analysis, they come to the surface after a long time, they are the main limitation to link in the intermediate or lower levels of the pyramid.

The actions that are required often have to do with the need for clear and relatively stable policies combined with the little things that make it possible to recover the word (and the feeling of) "pleasure" at work.

IDEA 6. THE PROCESS ALWAYS STARTS WITH ITSELF.

In this organizational world where everything seems to have to be so cold, so mathematical, so efficient, what is not perceived is that the human factor finally determines organizational productivity. And you are also a human being, so what you have to do is start (over and over again) with yourself.

This is one of the most difficult Force Ideas to implement. Intellectual Capital, which is only now finding ways to be measured in terms of knowledge and economics, is decisive for management. It does not seem to be a coincidence that its enunciation as such corresponds only to the last few years.

These force ideas are written with the purpose of showing that the same thing happens in processes with human beings as in processes with machines, etc. One is not born knowing, it requires learning, training in technique and fundamentally an attitude ready for Quality. Quality is for one… and then for the others.

IDEA 7. FOCUS ON THE PEOPLE AND YOU'LL FOCUS ON QUALITY.

Underneath each one of them lie the previous ideas, people who interact with others tending to improve results and performance. It is the people, in their daily activities, who develop, maintain and improve the Quality processes.

The clear suggestion in this regard is: Focus on the people and you will focus on Quality. The process of forming work teams is a process marked by successes and failures (like everything in life). How to start walking, feed yourself, connect with others and with objects, requires a lifelong learning process.

Lifelong learning because we change over the years, the colleagues with whom we work are not clones, they are different (luckily) and they also change. Things happen to us. Things happen to them. Organizations have life cycles, crises, etc.

If you focus on people (even asking for help from others. It is not serious) the results come by themselves.

XII. TIME MANAGEMENT IN TEAMWORK

We often misperceive the nature of time problems because we do not analyze how we use it. Things are not what you think they are; There is a difficulty: how can we accurately perceive our use of time? We tend to think that it is out of our control. Part of it certainly is, but the rest is largely under our government. No problem can be solved unless it is well defined.

Practicing a team task and time analysis can be extremely helpful. It will help us to see how the total time available is being spent, to check if there is duplication of efforts, and to reflect on how to better allocate time to each one and how to harmonize the actions of the team.

Team Time and Task Analysis

This analysis is intended to improve both. The purpose is that all its members dedicate themselves to the work of thinking about how to improve it, without blaming anyone. If executed properly, it will raise collective morale and productivity. It is divided into six stages.

Begin the analysis by asking fundamental questions:

What are we trying to achieve? What is important and what is secondary? What can we safely do without? What quality levels can be achieved in the various functions? What can be simplified or rationalized?

Everyone should know the answers to these questions, otherwise they will advance blindly

ask team members to list all tasks that are part of their job - this initial list will include everything so they will be prompted to complete it the following week with what they may have remembered was missing Combine all individual lists preparing a general list of tasks: this list will show the tasks that each one performs, show them to all the members so that they study it carefully and eliminate anything that is not useful Ask everyone to record the time spent on each task from the list of tasks will create a matrix of timestamps.

Keeping the weekly checklist requires the cooperation of the team, which can be easily obtained as long as the Leader actively participates in the exercise. The purpose of the card is to discover and remedy problems, not to find culprits.

At the end of the week, draw up a general matrix of tasks and times for the entire team Give all team members a copy of the final report: they will be asked to review it carefully and then meet to exchange suggestions on how to improve the flow of tasks. It is convenient to focus the debate on what is done, where, when and how it is done, who does it, how long it takes and what is the value of what is produced. This is the heart of the analysis.

The analysis of times and teamwork tasks is a very effective exercise, if practiced properly, it never fails to point out possible ways to improve. It is an excellent means of harmonizing and streamlining tasks. And since team members participated in all stages, it is relatively simple to make the agreed changes later.

Where to start

Establishing effective team time management is not easy. It requires modifying certain habits, and this can be a tough task, it is not achieved only by giving orders. So what is the key? Self-discipline.

Discipline is the fundamental ingredient that makes anything possible; it involves doing what we know we should do, whether we like it or not. Team time management is based on decisions, not feelings; self-discipline is about sticking to your own decisions and carrying them out.

Discipline is essential not only to establish good teamwork management, but also to overcome our individual insecurities. A disciplined mind learns to differentiate between what is real and what is merely the fruit of subjective perception. With discipline we eliminate negative attitudes that invade us and we manage to control time better.

Discipline is what differentiates success from failure.

Those who are successful do all this because they know that only then will they achieve their goals; in other words they do it because they want to achieve these results. Losers, on the other hand, tend to accept as unchangeable what they get by doing only what they want.

Changes at first require a new attitude from team members and can seem somewhat scary, because change almost always brings pressure. Just take a look at what is left behind by taking the time management approach to teamwork.

The traditional mode does the following:

Generates confusion and lack of confidence Creates a feeling of not being heard Encourages bureaucratic control of work in the office Reduces opportunities to work on more important issues Does not allow people to have clear ideas about the quality of their own It makes bosses take all the credit for other people's ideas. It trivializes tasks until they are meaningless.

To get a glimpse of the course to follow, it will suffice to compare this list with the possibilities offered by teamwork time management, which normally:

Encourages mutual trust and responsibility Makes it imperative to listen to everyone's ideas and opinions Enables team members to collectively solve problems Recognizes the importance of each and provides a climate of encouragement, support and approval Demands clarity in regarding objectives, guidelines and measurable results Provides feedback Establishes two-way communication as part of the work structure Aims for optimal time allocation for all Rapidly improves group spirit, personal relationships and productivity.

Here it is not a struggle between two approaches, but an obvious choice between positive and negative influences: powerful work teams achieve success, while the old form of relationship between bosses and their subordinates comes to failure.

XIII. TEAMWORK IN CURRENT ORGANIZATIONS

Design of organizations based on teams («teamwork») New forms of teamwork to face current and future demands Training and development («team-building») of efficient teams Participation and «empowerment» in teamwork Effective management of work teams Work team modalities Teamwork and organizational development

New technologies applied to teamwork

The application of computer technologies and the use of software for group work ("groupware") The use of audiovisual media and its application to multiple communications (teleconference and videoconference) Networking ("networking") Applications of the new Technologies Impact of new technologies on work teams.

CONCLUSIONS

Learning to work effectively as a team requires time, since special skills and abilities necessary for the harmonious performance of their work have to be acquired.The team members must be able to: manage their time to carry out their daily work in addition to participating in team activities; easily switch between various thought processes to make decisions and solve problems; and understand the decision-making process by communicating effectively to negotiate individual differences. What are the benefits of working as a team?

Two heads think better than one, three better, for the team to function well, it is necessary to be clear about what you want to achieve, to recognize what tasks each of the team members can perform; This is how a team discovers what its members are good for, resulting in the team working well.

Benefits:

It reduces your workload, since others also collaborate. You have better results, since two or more do better than one. You learn to listen and respect others. It allows you to organize yourself in a better way. It improves the quality of your Commerce.

RECOMMENDATIONS

First: List and divide your tasks and those of others. Second: Write what to do to cover each of the functions and what are the responsibilities that you have. Third: Write basic rules of teamwork and how to coordinate efforts. In these rules you can take as a reference basic things and clearly mark: what to do when someone does not comply with them? Fourth: Some ideas on which you can base your rules for the team are: Schedule Punctuality Attendance at meetings Compliance at work Behavior in The trade. Fifth: To meet the objectives and goals that each work team proposes, ways of working appropriate to their own reality must be created, as well as useful strategies that help to fulfill the programmed. Once this happens, teamwork begins,with committed members who contribute responsibly and enthusiastically to the completion of tasks and support each other. Sixth: When a person does not enjoy what they do, they show it to others by creating difficulties. The team can have problems when one of its members: Does not collaborate with others. · You do not do your job in the expected time. · Does not do her job with joy and pleasure. · You fight or speak ill of a person behind your back. · Arrives late almost always. All these problems are challenges that the team will have to solve, remember that they are a team and cannot work well if someone does not feel part of it.The team can have problems when one of its members: Does not collaborate with others. · You do not do your job in the expected time. · Does not do her job with joy and pleasure. · You fight or speak ill of a person behind your back. · Arrives late almost always. All these problems are challenges that the team will have to solve, remember that they are a team and cannot work well if someone does not feel part of it.The team can have problems when one of its members: Does not collaborate with others. · You do not do your job in the expected time. · Does not do her job with joy and pleasure. · You fight or speak ill of a person behind your back. · Arrives late almost always. All these problems are challenges that the team will have to solve, remember that they are a team and cannot work well if someone does not feel part of it.

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