department of BKB Ltd. The research aimed at addressing the team balance, the environment and culture in which the team operates and teamwork competencies of the value chain. Thus, creating a high performance value chain team will add to the success of the team, and hence the company as a whole. Research to establish the degree of teamwork within the value chain was undertaken. A survey which included a structured self-administered questionnaire was used to elicit information from all eight value chain team members (four section heads and their four supervisors), who represented the entire cross-section of the value chain team. The research revealed the following important points pertaining to the value chain team: • The team’s balance needs to be addressed; and • The culture and environment in which the team operates needs to be reviewed. Points of interest pertaining to teamwork competencies include the following: • The degree of teamwork is average; • The level of individual competencies is high; • The extent that team members are team players is average; • That team communication is below average; • A high perception of hidden agendas exists; • Dysfunctional team conflict exists; • A high level of empowerment and autonomy exists; • Team leadership - team linker is absent; • Co-operation and collaboration is below average; • Team attitude is high; • Team motivation is high; • Team strategies exist, but need more attention; • Team set goals are set; • Free-wheelers exist in the team; • Job satisfaction is above average; • Team recognition is high; and • Team synergy is average. Teamwork needs to be analyzed holistically, to ensure that the complex dynamics of teamwork is acknowledged and understood. A greater knowledge and understanding of the characteristics and measurement criteria of teamwork will equip team enthusiasts in building high performance teams, to the benefit of all role players. High performance team based organisations will add to the current and future success of the business. As the term “synergy” implies, the result is greater than the sum of the individual effects and capabilities. This emphasises why team-based organisations are fast becoming the modern trend of doing business.

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfillment of the requirements for the degree of Master of Management in Business Executive Coaching Johannesburg, 2017 / This research focused on the influence that team coaching had on alleviating the challenges that emanate from team conflict. There is little work done to expand on how team coaching may assist in the transition from conflict to performance, within organisations. Organisations employ individuals who share similarities and also differ significantly in education levels, efficacies, personalities and worldviews. They appoint these diverse individuals to achieve their goals and objectives. These employees are organised to form teams that will perform different duties in alignment to organisational goals, and teams are more effective than individuals. Teams encounter challenges, and one challenge is conflict. There are three conflicts they may encounter: a) relationship, b) process, and c) task conflicts. For this qualitative research, constructive-interpretivism was appropriate because it meant that the researcher and the participant were interacting and the interaction surfaced deeper meaning. Phenomenological research design was used to explore participants’ conscious experiences which were then studied and interpreted. Data was collected from team coaches and their coachees, in different organisations, both from public and private sectors, using semi-structured interviews and observation. Key findings are that there is a skills gap in team coaching. Most team coaches interviewed are team coaches by virtue of being line managers. Others are trained coaches, but in different approaches and not in team coaching. The skills applied to resolve conflict are in line with their training as managers/leaders and some aligned to coaching skills. The other finding was that teams undergo some form of conflict and they were able to move from storming to performing, through the interventions by team coaches. The key message is that team coaching does influence team functioning towards the attainment of organisational goals. / MT2017

The aim of this study was to develop a scale to measure group functioning in work groups. The scale was developed based on the Integrative Model of Group Development. There were 76 individuals who participated in the study. There were 15 groups that participated in this study. The sample was drawn from an organisation in Johannesburg. The research design was non-experimental and cross-sectional in nature. The data collected were analysed using factor analysis, Cronbach’s Alpha coefficient and discriminant analysis. The results showed that the overall scale had two subscales which showed strong reliabilities. The implications of the findings are that further research is needed to match stages of group development with the behaviour of individuals in organisations. The findings indicate that more research on group functioning in the South African work context is required.

Thesis (MA (Industrial Psychology))--University of Stellenbosch, 2006. / When examining the diversity of South Africa’s workforce, the question arises, how can organisations and their leaders facilitate a better integration of this diverse workforce into effective teams? This thesis approaches this question in three different ways. Firstly, the African value system Ubuntu is examined, with a special focus on its core social values, which are: survival, solidarity spirit, compassion and respect/dignity as outlined in Mbigi’s collective finger’s theory. Secondly, the characteristics of team effectiveness such as knowledge, skills and abilities (K.S.A’s), cohesion, shared vision and mutual trust are focused on in order to provide an understanding of the functioning of teams. Thirdly, the positive impacts of the social values of Ubuntu on specific characteristics of team effectiveness are explained and the concept of values-based leadership as one possible approach to implement these values is presented. This thesis is based on research, which is qualitative in nature and uses the grounded theory method. In this study, 14 participants were asked to respond to open-ended questions on their opinion about what constitutes a good team and how they experienced Ubuntu in their work teams as well as communities. The interviews were analysed using the methods prescribed by the grounded theory. The canons of the grounded theory method enabled the researcher to generate a theory and to develop a model which explains how the social values of Ubuntu can have a positive impact on the characteristics of team effectiveness.

Thesis (MTech (Business Administration))--Peninsula Technikon, 2002 / Team effectiveness is imperative for the enhancement of service delivery in the South African Police Service. This research is based on the implementation ofteam effectiveness strategies and the impact it has on the service delivery of the South African Police Service. This is an action research project and the theory that is included, serves to underpin this approach. A crucial element ofthe research is the analysis of the driving forces that have a positive influence on team effectiveness and the restraining forces that have a negative impact on team effectiveness.The personnel who are responsible for visible policing in the SAPS in the Area West Metropole were the respondents in this study. The research attempts to show the real issues regarding team effectiveness and the vast benefits which could be achieved by implementing this intervention. A structured questionnaire was distributed to the different commanders different police stations in the Area, in order to distribute to the personnel that were responsible for visible policing, ranging from the civilian rank to the rank of Superintendent. The respondents gave the questionnaire after completion to the commanders and the researcher collected it afterwards from the commanders. The method of data collection was within a qualitative methodology. Conclusions were made which were put up for recommendations.

M.Ed. / Please refer to full text to view abstract

Literature has been reviewed on the formation and structure of groups and teams in order to establish what differences there are in the types of teams that exist in the modern workplace, and what it is that facilitates effective and high performance of such teams. From the results of the qualitative research conducted, the author is of the opinion that the notion of teams operating in the regulated casino environment is somewhat exaggerated. At year end functions and award ceremonies, mention is made of the teams that successfully contributed to the various achievements but, upon closer inspection, no teams are evident at the “coal face”. Some of the reasons for this may be that there appears to be a lack of those skills necessary to harness people into successful teams especially during the early stages of the business lifecycle. Too few people at grass root level have the required knowledge, skills and attitude to take the lead and form a team especially in an unfamiliar environment. It may also be as a result of the different management styles imposed on the labour force over a long period of time. As organisations are forced to become more competitive, especially on the global market, it is the author’s opinion that the management style in progressive organisations will probably have shifted from autocratic to paternalistic to democratic; yet very few businesses are practicing participative management, although buzzwords relating to participative management are used freely. Ultimately, accountability rests with top management and results are measured by bottom line figures. Since accountability is centralised, the intrinsic and extrinsic rewards for success are also confined to management who is likely to be criticised, attacked, or got rid of, and these recipients are often not volunteering to share the benefits reaped – even though the recipients would mutter words such as “if it were not for my team” or “ thanks to my team”. With this viewpoint in mind the treatise aims to address specific and practical interventions that could be implemented without much organisational change and yet developing a culture of team development and team building within an organisation. The author is of the opinion that the responses imparted from the different respondents in the research results could benefit Sun International within its training methodology policy framework. Although, each casino unit is managed autonomously, Sun International, via its centralised training facility, could apply successful specific and practical training interventions in respect of team dynamics. Results extracted from unit staff climate surveys and staff feedback sessions could be collated from the different training departments within the group and presented in workshops at quarterly conferences and feedback seminars. The effectiveness of these interventions, once implemented, could be assessed in a performance measurement framework. Eales-White (1996: 34) quotes Peters as saying, “I observe the power of the team is so great that it is often wise to violate common sense and force a team structure on almost anything … companies that do, will achieve greater focus, stronger task orientation and enhanced individual commitment.

The teambuilding event refers to the structured attempt to improve or develop the effectiveness of a group of people who work together. It is a method used to improve productivity by getting subordinates to work together. It helps to generate teamwork so it enhances lateral and vertical communication where participants develop a sense of interpersonal trust and support. Group dynamics refer to the cause-and-result relationship which exists in a group and the study of its development. This research aims to interpret the group dynamics of a structured teambuilding event. A sample of 40 cabin controllers of a South African airline was used, who were divided in four separate groups. The teambuilding event was requested by the airline and participants were aged between 21-60 years old. The results of this introductory case study indicated that group dynamics can successfully be interpreted in a teambuilding event. / Industrial and Organisational Psychology / M.A. (Industrial Psychology)

The teambuilding event refers to the structured attempt to improve or develop the effectiveness of a group of people who work together. It is a method used to improve productivity by getting subordinates to work together. It helps to generate teamwork so it enhances lateral and vertical communication where participants develop a sense of interpersonal trust and support. Group dynamics refer to the cause-and-result relationship which exists in a group and the study of its development. This research aims to interpret the group dynamics of a structured teambuilding event. A sample of 40 cabin controllers of a South African airline was used, who were divided in four separate groups. The teambuilding event was requested by the airline and participants were aged between 21-60 years old. The results of this introductory case study indicated that group dynamics can successfully be interpreted in a teambuilding event. / Industrial and Organisational Psychology / M.A. (Industrial Psychology)

Literature on effectiveness indicates the interest of researchers in the role that teams play within organisations. The conclusion is that different variables affect team performance effectiveness. A further analysis of literature on team effectiveness enabled the researcher to develop a matrix of assessment of team effectiveness from these variables to serve as a benchmark. In addition to this, a matrix consisting of perceived variables of team effectiveness was constructed from the outcome of in-depth interviews and focus group sessions with the members of management committees of community-based organisations (CBOs) based within Port Elizabeth townships. These matrixes were used by the researcher to assess the operationalisation of these variables within the CBO management committees. The research indicates that management committees either did not operationalise these variables within their teams or did not do so to their fullest capacity. The overall outcome of these assessments indicates the areas that require attention, and provides opportunity for group practitioners to assist CBO management committees to enhance their effectiveness as teams. It is suggested that group practitioners together with members of CBO management committees, embark as a task team project to develop a strategy to refine the perceived variables guided by those emphasised by experts within this field, to strategise a clear path towards enhanced team effectiveness.