A Presentation on

Team and Team work

Why Have Teams Become So Popular

 Teams typically outperform individuals.
 Teams use employee talents better.  Teams are more flexible and responsive to changes in the environment.  Teams facilitate employee involvement.  Teams are an effective way to democratize an organization and increase motivation.

Team

A team comprises a group of people linked in a common purpose. Teams are especially appropriate for conducting tasks that are

high in complexity and have many interdependent subtasks

Product design team A temporary team assembled to design a new product or service.Types of Teams Generally fall into one of two primary groups: permanent teams and temporary teams. . Here are some of the common types Task force A temporary team assembled to investigate a specific issue or problem. Problem solving team A temporary team assembled to solve a specific problem. Quality circle (today also under various other names) A group of workers from the same functional area who meet regularly to uncover and solve work-related problems and seek work improvement opportunities. Committee A temporary or permanent group of people assembled to act upon some matter.

Types of Teams (cont’d) Work Group A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility. Work Team A group whose individual efforts result in a performance that is greater than the sum of the individual inputs. .

Types of Teams (cont’d) .

and the work environment. planning and scheduling of work. making operating decisions. efficiency. ..Types of Teams (cont’d) Problem-Solving Teams Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality. assigning tasks to members. Self-Managed Work Teams Groups of 10 to 15 people who take on the responsibilities of their former supervisors.

who come together to accomplish a task. . but from different work areas.Types of Teams (cont’d) Cross-Functional Teams Employees from about the same hierarchical level.

The three primary factors that differentiate virtual teams from faceto-face teams are: (1) The absence of preverbal and nonverbal cues (2) Limited social context (3) The ability to overcome time and space constraints .Types of Teams (cont’d) Virtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.

Stages of Team Development .

. and what skills are needed. The length of this stage will depend on how clearly the task is defined.Stages of Team Development Orientation (Forming) – This is simply the bringing together of a group of individuals. This is an important stage because it serves to clarify the team's mission and bond team members. How to approach Goals. members are: • Moderately eager • Have generally positive expectations • Have some anxiety about why they are there and what it all means • Have some anxiety about other members such as who they are and what they are like During orientation. At this stage. Teams that pay attention to building the relationships as well as focusing on the task successful outcome.

Generally. however. the dissatisfaction stage is relatively short. disband in frustration.Stages of Team Development Dissatisfaction (Storming) This stage is characterized by: • argument • conflict • a dip in morale It results from differences between initial expectations and the reality of the situation as perceived by the members. . Some groups. Members may have varying opinions of what the group was to do and how to accomplish it. Members are also beginning to confront the differences in their personalities and values. In the worst cases. if possible. may become stuck in this stage and continue to be both demoralized and relatively unproductive. Members may feel anger or frustration with the task or with other members or may even resent the presence of formal leadership. a condition that is present anytime strangers meet. some groups never emerge from this stage and.

a code of conduct. They are developing tools to help them work better together such as a problem solving process. The work is characterized by slowly increasing production as skills develop. and values • Increasing production Members are now resolving differences and clarifying the mission and roles. and measurement indicators. a set of team values. They are making progress toward their goals. Member attitudes are characterized by decreasing animosities toward other members. and trust. harmony. The group is developing into a team. procedures. .Stages of Team Development Resolution (Norming) This stage in the group's development involves the: • Resolving of issues • Setting up group processes • Setting of group policies. feelings of cohesion. mutual respect. Members are less dissatisfied as in the previous stage because they are now learning more about each other and how they will work together. and a feeling of pleasure in accomplishing tasks.

Stages of Team Development Production (Performing) The team is accomplishing work effectively. Although work is being accomplished through all the stages. this stage reflects the work being accomplished most effectively. Member attitudes are characterized by positive feelings and eagerness to be part of the team. . enjoy open communication. and disagreement is welcome and handled without emotional conflict. exhibit high energy. Members are confident about the outcome. Production is high and the climate is positive.

Stages of Team Development Termination In the case of temporary teams such as task forces. design teams. When a team ends. and problem solving teams. time should be spent addressing how it should be done to properly recognize the team's accomplishments. this stage may reflect either a sense of loss or relief. a fifth stage reflects the ending of the process. Depending on the team's success in accomplishing its task and how strongly the members have bonded. .

Spirit Enthusiasm Cohesiveness Camaraderie are vitally important. .Team Building Team building is any activity that builds and strengthens the team as a team.

b.Task Accomplishment a. Team Operating Processes To accomplish tasks effectively and efficiently. good teams develop operating processes such as sequential steps Define Problem Collect Data Analyze Problem Develop Solutions Trial Implementation Full Implementation . Team Mission and Vision The driving force and common understanding behind every team is a clear mission and vision.

performs routine tasks related to group functioning 14." or the "procedure" 12.prods the group to action 13. Information Giver . Information Seeker .offers facts or other "authoritative" information 5. Opinion Seeker .subjects the accomplishment of the group to some set of standards. Opinion Giver . Questions the "practicality.seeks clarification of the values pertinent to the issue.keeps a written record of the groups work . Elaborator .clarifies and integrates relationships between various ideas.suggests new ideas to the group 2. Procedural Technician ." the "logic.Task Accomplishment c.takes a different point of view. Summarizer .offers beliefs or other value-based ideas 6. and implies error in fact or reasoning 11.pulls together ideas. rather than facts 4. argues against. Disagreer . Team Task Roles 1. Orienter . Coordinator-Integrator . Evaluator-Critic . Recorder . and people 9." the "facts.seeks clarification of issues in terms of their factual adequacy 3. and group decisions to help the group identify where it is in its thinking 8. concepts.defines the position of the group with respect to its goals 10. Initiator .spells out suggestions in terms of examples or developed meanings 7. Energizer . suggestions.

Example. .Team Building a. b. Team Values • Understand that each team member brings a unique value system to the table. • Understanding how values affect team member relationships is a critical piece of the team building. • Their differences are frequently the source of conflict. one team's code of conduct included the following: • Respect the opinions of others • Allow equal participation in discussions • Take responsibility for what is going on in the team. Team operating principles Team members discuss how they will behave with each other. then formalize their results in a set of standards or a code of conduct . and take action when needed.

Encourager .mediates differences between other members 3. The Six Team Building Roles 1. Standard Setter . Compromiser . by encouraging the participation of those less inclined to participate and quieting those who are overly talkative 5. Gatekeeper -regulates the flow of communication. Harmonizer .expresses standards for the team regarding its operation 6. particularly in meetings.Team Building c. Group Observer .offers a compromise during disagreement or conflict by yielding position or admitting error 4.praises other members' contributions to the team 2.observes and reports back to the team on its group dynamics .

Creative Innovation X. Collaboration – Team work VIII. Competence – Capability – Knowledge V. Control – Freedom & Limitations VII. Cultural Change .Twelve Tips for Team Building I.Communication IX. Clear Expectations – Vision/Mission II. Commitment – dedication – Service as valuable to Organization & Own IV. Coordination XII. Consequences – Accountable for rewards XI. Context – Background – Why participation in Teams? III. Charter – agreement – Assigned area of responsibility VI.

Don't Demonstrate  Provide Constructive Criticism  Try To Be Positive  Value Your Group's Ideas .Team Member  Communicate  Don't Blame Others  Support Group Member's Ideas  No Bragging – No Full of yourself  Listen Actively  Get Involved  Coach.

Team Member .

Team Member .

Team Member .

Team Member .

Communication  A leader takes charge – Implementation & Controlling  A leader inspires through example  Team Learning  Systems Thinking -shape the behavior of systems. Decisional Keys to Leader ship  A leader plans .Leader ship A simple definition of leadership is that leadership is the art of motivating a group of people to act towards achieving a common goal.Planning  A leader has a Vision – Goal setting  A leader shares her vision . Organizational 2. . Interpersonal 3. Three basic functions that a leader performs: 1.

" 9. Build Enduring Relationships "They build enduring relationships with people.Leadership begins and ends with genuineness/faithfullness. 14. Develop Themselves 11. Kindness 5. Authenticity . passion and compassion – Enthusiasiun. Leaders have a good grasp of self ." 7. Leaders work through teams and not through hierarchies. Refuse to Compromise "When principles are tested. Eagerness. Clear Where They Stand "Others follow them because they know where they stand. Recognize their shortcomings 6. Desire to Serve Others 3. Leaders possess a strong doss of self-esteem and positive attitude. Guided by Heart. 13. they refuse to compromise. meaning and values. Lead with Purpose "They lead with purpose. 12.Characteristics Of Leadership 1. Empowering People 4. 2. Leaders have a clear vision and communicate that vision. 15. Leaders pull rather than push." 10." 8.

Creating Effective Teams  Main problems: 1. Groupthink Performance Group Size . Process losses 2. Social loafing 3.

Group Decision Making • • • • • • • • Symptoms Illusion of invulnerability Assumption of morality Rationalization Stereotyping of outgroups Self-censorship Illusion of unanimity Mindguarding Pressuring of dissenters .

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