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Extra info for Effective teamworking : reducing the psychosocial risks
And ensuring the group has appropriate norms about performance. • organisational context, which concerns having the appropriate reward, education and information systems to support and reinforce task performance. • group synergy, which is concerned with features that help the group to interact, such as reducing process losses. , 1996). 1). Campion et al’s model is very similar to that of Hackman, however, it is more comprehensive since group design is separated into three categories allowing the distinction between the job design, the degree of interdependence amongst team members and the composition of the team.
Some teams control all of these aspects, whereas other teams contain very few support elements. • Degree of standardisation of procedures within teams Teams vary in the extent to which their core tasks are standardised. Recent years have seen the growth of ‘lean production teams’, which have a heavy emphasis on the development of, and adherence to, standard operating procedures. We describe lean production teams further in the next section. Box 5: Characteristics that differ across the teams we investigated in this research • Degree of autonomy/involvement of team members • Scope of involvement of team members • The model of team leadership • Degree of multiskilling or specialisation of team members • Degree of standardisation of procedures within teams 27 In the summary, it is clear that there are important variations in types of teams.
In other words, an effective team is one that promotes organisational benefits as well as individual mental health and job satisfaction. It is also important that the team is sustainable. , due to irreconcilable personality differences) then it will not be effective in the long term. , a team that can continue to work together) 23 Whilst the focus of the current research is mostly on employee criteria (particularly the effect of team working on employees; mental health), it is important to also consider organisational and performance outcomes.