GROUP

EFFECTIVENESS
by:
Janet Brigida A. Catipon, MAED
ELM 507- Ph.D ELM
Prof: Dr. Ma. Editha Caparas
 A LEADER IS…
1. The key player in the game that is comprised of
challenge and risk.
2. an effective team leader must be both a component to
the team and also a leader to manage the team’s
progress.
3. The leader cannot possibly be competent in every area
without being engaged in the team.
4. The leader must know each member and the team as a
whole in order to bring them all together and create a
process that is open, productive, and promotes
confidence.
5. An effective leader uses each member’s contributions
and energy to focus on a common goal. Essentially, a
leader’s job is to add importance to the team’s effort,
which cannot be done without being a member.
The capacity a TEAM has to
accomplish the goals or objectives
administered by an authorized
personnel or the organization.

GROUP
EFFECTIVENESS
A collection of individuals who are
interdependent in their tasks, share
responsibility for outcomes, and view
themselves as a unit embedded in an
institutional or organizational system
which operates within the established
boundaries of that system.

TEAM /GROUP
A. RUBIN, PLOVNICK, & FRY’S GRPI MODEL

TEAM EFFECTIVENESS MODELS

A. RUBIN, PLOVNICK, & FRY’S GRPI MODEL

Goal definition:

• Clarity about the main purpose of the team

• Agreement on the desired results
• Understanding of the main tasks
• Agreement on the standards and expectations
• Clarity of priorities and deadlines
• Understanding of boundaries

TEAM EFFECTIVENESS MODELS

A. RUBIN, PLOVNICK, & FRY’S GRPI MODEL

Role clarification:

• Acceptance of a team leader

• Understand all members’ roles
• Individual responsibilities
• Shared responsibilities
• Clear boundaries
• Identify and fill gaps

TEAM EFFECTIVENESS MODELS

A. RUBIN, PLOVNICK, & FRY’S GRPI MODEL

Processes and workflow:

• Team processes – (e.g., how decisions

are made, how the team
solves problems and resolves conflict,
communication)
• Work processes – (e.g., procedures and
work flow)

TEAM EFFECTIVENESS MODELS

A. RUBIN, PLOVNICK, & FRY’S GRPI MODEL

Interpersonal relationships:

• Relating with the other team members

• Trust
• Sensitivity and flexibility with each other
• Good communication
• Collaboration in problem solving
• Effective methods for dealing with conflict

TEAM EFFECTIVENESS MODELS

B. THE KATZENBACH & SMITH MODEL

TEAM EFFECTIVENESS MODELS

B. THE KATZENBACH & SMITH MODEL

Katzenbach and Smith (1993) pose the following

series of six questions to diagnose the functioning
of teams and enhance their effectiveness.
• Is the size of the team appropriate? • Do
members have sufficient complementary skills?
• Is the purpose of the team truly meaningful and
understood?
• Are there team-oriented goals – are they clear,
realistic, and measurable?
• Does the team have a well thought-out,
articulated working approach?
• Is there a sense of mutual accountability?

TEAM EFFECTIVENESS MODELS

C. THE T7 MODEL

TEAM EFFECTIVENESS MODELS

C. THE T7 MODEL
The five internal team factors include:
• Thrust – a common purpose about what needs
to be accomplished or team goal(s)
• Trust – in each other as teammates
• Talent – the collective skills of the team
members to get the job done
• Teaming Skills – operating effectively and
efficiently as a team
• Task Skills – executing successfully or getting
the job done

TEAM EFFECTIVENESS MODELS

C. THE T7 MODEL

The two external team factors are:

• Team-Leader Fit – the degree to which the
team leader
satisfies the needs of the team members
• Team Support from the Organization – the
extent to which the
leadership of the organization enables the
team to perform

TEAM EFFECTIVENESS MODELS

D. THE LAFASTO & LARSON MODEL

TEAM EFFECTIVENESS MODELS

 D. THE LAFASTO & LARSON MODEL
The model components are addressed in the
following manner:
• What makes a good team member – the
abilities and behaviors that really matter?
• What behaviors in a group foster effective team
member relationships?
• What are the behaviors of teams – as
perceived by their members and leaders – that
cause some teams to be more successful than
others at problem solving?

TEAM EFFECTIVENESS MODELS

 D. THE LAFASTO & LARSON MODEL

The model components are addressed in the

following manner:
• What are the behaviors of team leaders – as
viewed by members of the team – that foster
team success or failure?
• What organizational processes and practices
promote clarity, confidence, and commitment in a
team?

TEAM EFFECTIVENESS MODELS

D. THE LAFASTO AND LARSON MODEL

Five Dynamics of Team Work and Collaboration

1. Team member: What are his or her skills and

behaviors? Picking the right person is the first
step.
2. Team relationships: The right behavior in a
team builds up healthy working relationships
between members.
3. Team problem solving: Good team
relationships make it possible to work together
to solve problems.

TEAM EFFECTIVENESS MODELS

D. THE LAFASTO AND LARSONMODEL

Five Dynamics of Team Work and Collaboration

4. Team leadership: The right leadership

enhances a team's success.
5. Organization environment: The right
processes and company culture in an
organization promote commitment from teams.

TEAM EFFECTIVENESS MODELS

E. THE HACKMAN MODEL

TEAM EFFECTIVENESS
MODELS
Hackman (2002) goes on to clarify the five
necessary conditions for team effectiveness as
follows:
a. A so-called real team has these four features:
a team task, clear boundaries, clearly assigned
authority to make team decisions, and
membership stability.
b. Possessing a compelling direction refers to
whether the team has clear, challenging, and
consequential goals that focus on the ends to be
accomplished rather than the means the team
must use to pursue them.

TEAM EFFECTIVENESS MODELS

c. An enabling structure refers to whether the
team’s task, composition, and norms of
conduct enable rather than impede teamwork.
d. Supportive organizational context refers to
whether the team receives adequate
resources, rewards, information, education,
intergroup cooperation, and support that
members need to accomplish their tasks.

TEAM EFFECTIVENESS MODELS

e. Expert coaching refers to the availability of
a competent coach to help team members
deal with potential issues or existing problems
in order to accomplish the team tasks. Expert
coaching also helps team members take
advantage of emerging opportunities and
improve their coordination and collaboration.

TEAM EFFECTIVENESS MODELS

E. THE LENCIONI MODEL

TEAM EFFECTIVENESS MODELS

E. THE LENCIONI MODEL

According to Lencioni (2005), all teams

have the potential to be dysfunctional. To
improve the functioning of a team, it is critical
to understand the type and level of
dysfunction. There are five potential
dysfunctions of a team in Lencioni’s model:

TEAM EFFECTIVENESS MODELS

E. THE LENCIONI MODEL
Dysfunction #1:
ABSENCE OF TRUST

This outcome occurs when team members are

reluctant to be vulnerable with one another
and are unwilling to admit their mistakes,
weaknesses, or need for help. Without a
certain comfort level among team members, a
foundation of trust is not possible.

TEAM EFFECTIVENESS MODELS

E. THE LENCIONI MODEL
Dysfunction #2:
FEAR OF CONFLICT

Teams that are lacking trust are incapable of

engaging in unfiltered, passionate debate about
key issues. It creates situations where team
conflict can easily turn into veiled discussions
and back channel comments. In a work setting
where team members do not openly air their
opinions, inferior decisions result.

TEAM EFFECTIVENESS MODELS

E. THE LENCIONI MODEL
Dysfunction #3:
LACK OF COMMITMENT

Without conflict, it is difficult for team

members to commit to decisions, fostering an
environment where ambiguity prevails. Lack
of direction and commitment can make
employees, particularly star employees,
disgruntled and disenfranchised.

TEAM EFFECTIVENESS MODELS

E. THE LENCIONI MODEL
Dysfunction #4:
AVOIDANCE OF ACCOUNTABILITY

When teams do not commit to a clear plan of

action, even the most focused and driven
individuals are hesitant to call their peers on
actions and behaviors that may seem
counterproductive to the overall good of the
team.
TEAM EFFECTIVENESS
MODELS
E. THE LENCIONI MODEL
Dysfunction #5:
INATTENTION TO RESULTS

Team members naturally tend to put their own

needs (e.g., ego, career development,
recognition, and so on) ahead of the collective
goals of the team when individuals are not held
accountable. If a team has lost sight of the need
for achievement, the business ultimately suffers.
TEAM EFFECTIVENESS
MODELS
 A. LEADERSHIP
Contextualizing the contribution
Clearly defining team goals
Laying ground rules for team work
Communicating effectively
BUILDING GROUP
EFFECTIVENESS
 A. LEADERSHIP
Interesting and Inspiring the
individuals
Delegating and problem solving
Accentuating the positives
BUILDING GROUP
EFFECTIVENESS
 B. OWNERSHIP

Taking ownership of task is vital for success, at

all levels.
 The Team’s Manager
Fore-frontier, has unconditional support for
the team, ready to speak up and back up the
whole team

BUILDING GROUP
EFFECTIVENESS
 B. OWNERSHIP

 The Team
Aware of its context within the organization
can give them a sense of ownership, as well
as value, and helps that their contribution is
recognized

BUILDING GROUP
EFFECTIVENESS
 B. OWNERSHIP

 Individuals within Teams

When team goals are discussed and delegation takes
place, ensure opportunities to identify to individuals
the key role they play in supporting the team’s
successful achievement, giving them the chance to
take ownership of tasks
 During Skills development, creating common goals to
develop skills sets allow of ownership of professional
development and progress, which contributes to
overall team achievement.

BUILDING GROUP
EFFECTIVENESS
 C. RELATIONSHIPS

Need to be strong and ensure team always be part of

the solution

Strong leaders of effective teams might achieve

through:
 Using Consensus and collaboration
 Managing problems professionally
 Making team-building an on-going part of team
management
 Communication building in informal setting

BUILDING GROUP
EFFECTIVENESS
C. RELATIONSHIPS
Strong leaders of effective teams might achieve through:

 Contribution and collaboration

 Socio-emotional bonding-team building activities
 Team Volunteering
 Team Involvement in a charity activity
 Physical activities and challenges
 Outdoor events and activities

BUILDING GROUP
EFFECTIVENESS
1. Be transparent
2. Keep communicating
3. Provide valuable feedbacks
4. Encourage Collaboration
5. Trust your team to do their job
6. Prevent team burn-out

SIMPLE TIPS FOR EFFECTIVE

TEAM MANAGEMENT
 TO ENSURE GROUP EFFECTIVENESS,
THERE MUST BE A TRUE LEADER WHO IS
ALWAYS READY TO…
THANK YOU …