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TEAM DYNAMICS

AND
LEADERSHIP

• PRESENTED BY: (Group 8)


• Anuj Sharma
• Muskan Chhattani
• Raunika
• Ishaan
• Tanya
Teamwork involves working
together to achieve something
beyond the capabilities of
individuals working alone.
INTRODUCTION (1 OF 2)

• Much of the work in organizations is completed


through teamwork
• Effective team members behave differently than
ineffective members
• Understanding group process can improve your
team behavior and performance
• The foundation of team performance is interpersonal
skills
INTRODUCTION (2 OF 2)

• Organizations expect teams to achieve higher levels


of performance in less time with fewer resources

• Firms need to select team leaders and members


who have the balance of technical and interpersonal
skills
THE TEAM PERFORMANCE
MODEL
Team Performance is a function (f) of its structure,
dynamics, and development:
• To have high levels of performance team must:
• Have an effective structure for working together as a team
• Good dynamic human relations
• Develop its ability to work as a team

Team Development
Team Performance f Team Structure + Team Dynamics + Stage

Exhibit 12.1
TYPES OF TEAMS

• Formal Groups
• Sanctioned by the organization

• Informal Groups
• Developed spontaneously when members join
together voluntarily because of similar interest

• Ongoing Groups
• Without ending or temporary discontinuing after
the objective is met
FORMAL GROUPS
Functional Groups Task Groups
• Formal ongoing teams • Comprised of functional
• Comprised of managers team members who work
and their employees on specific tasks
• With members of other
• Each work unit /
functional teams
department is a functional
• Commonly cross-
group functional
• Some are called self- • Often called committees
directed or self-managed
• Ad hoc committee or task
because team leadership force
is shared
• Standing committee
TEAM STRUCTURE
COMPONENTS

Leadership Composition

Team structure
components affecting
Problem Solving and behavior, human Conflict
Decision Making relations, and group
performance

Exhibit 12.2
TEAM DYNAMICS

• Refers to the patterns of Components of Team


interactions that emerge Dynamics
as groups develop
• Objectives
• Also called group
process • Size

• Team success is • Norms


dependent upon the • Cohesiveness
process team members
• Status
use to interact with each
other to accomplish • Roles
work
COMPONENTS OF TEAM
DYNAMICS: OBJECTIVES
• To be effective, teams must: Implications for Managers
• agree on clear objectives • Managers should be certain
• be committed to achieving that their functional groups:
them • have measurable
• Leader should allow the objectives
group to have input in setting • know priorities
objectives • Team objectives should be
coordinated with organization
goals
COMPONENTS OF TEAM
DYNAMICS: SIZE
• Ideal team size varies, Implications for Managers
depending on the team’s • Usually managers have no
purpose say in the size of their
• No consensus on the ideal functional groups
size for groups • The appropriate leadership
• Team size affects leadership, style may vary with team size
members, and its process of
getting the job done
COMPONENTS OF TEAM
DYNAMICS: NORMS
• Norms – the group’s shared Implications for Managers
expectations of its members’
• Managers should be aware
behavior
of their group’s norms
• Norms determine what should,
• They should work toward
ought, or must be done in order
for the group to maintain maintaining and developing
consistent and desirable positive norms
behavior • Managers should confront
• Developed spontaneously as groups with negative norms
group members interact and try to work out agreeable
through team routine solutions
HOW TEAMS ENFORCE NORMS

Ridicule Ostracism

Physical
Sabotage
Abuse
COMPONENTS OF TEAM
DYNAMICS:
COHESIVENESS (1 OF 2)
 Group cohesiveness – the Factors Influencing
attractiveness and closeness Cohesiveness
group members have for • Objectives
themselves and the group
 The more cohesive the • Size
group, the more it sticks • Homogeneity
together as a team
 The more desirable group • Participation
membership is, the more
• Competition
willing members are to
behave according to team • Success
norms
COMPONENTS OF TEAM
DYNAMICS:
COHESIVENESS (2 OF 2)
How Cohesiveness Affects Implications for Managers
Team Performance
• Managers should strive to
• Cohesive teams tend to have develop cohesive groups that
a higher level of success at accept their level of
achieving their objectives
productivity
with greater job satisfaction
• Participation helps develop
• Cohesive team members:
cohesiveness
• miss work less often
• are more trusting • Managers should focus on
• have less tension and hostility inter-group competition
COMPONENTS OF TEAM
DYNAMICS: STATUS
• Status – the perceived ranking Implications for Managers
of one member relative to other • To be effective, the manager
members of the group needs to have high status
• Group status depends upon the within the functional group
groups objectives, norms, and • The manager should
cohesiveness maintain good human
• Status congruence relations with the group
• High-status members have a • Managers should be aware
major impact on the group’s of conflicts resulting from
performance lack of status congruence
COMPONENTS OF TEAM
DYNAMICS: ROLES (1 OF 3)
• Roles – are shared • People often have multiple
expectations of how group roles within the same
members will fulfill the position
requirements of their position • Group roles may be
• People develop their roles classified as:
based on: • task roles
• their own expectations • maintenance roles
• the organizational • self-interest roles
expectations
• the group’s expectations
COMPONENTS OF TEAM
DYNAMICS: ROLES (2 OF 3)
Task Roles Maintenance Roles
• Task roles – things group • Maintenance roles – things
members do and say that group members do and say
directly aid in the to develop and sustain group
dynamics
accomplishment of its
objectives • Formers
• Objective Clarifiers • Consensus seekers
• Planners • Harmonizers
• Organizers • Gatekeepers
• Leaders • Encouragers
• Controllers
• Compromisers
COMPONENTS OF TEAM
DYNAMICS: ROLES (3 OF 3)
Self-Interest Roles Implications for Managers
• Self-interest roles – things • To be effective, a team must
members do and say in order
to meet their own needs / have members who play task
objectives at the expense of roles and maintenance roles,
the team while minimizing self-interest
• Aggressors
roles
• Blockers
• Recognition Seekers • Managers should make the
• Withdrawers group aware of the need to
play these effective roles
COMPONENTS OF TEAM
DYNAMICS: SUMMARY
Effective groups should have:
• Clear objectives with agreement and commitment to those
objectives by its members
• Appropriate group size to achieve its objectives
• Positive norms
• Cohesiveness
• Status congruence
• Members who play task and maintenance roles while minimizing
self-interest roles
TEAM DYNAMICS
COMPONENTS
Size Norms

Team dynamics components


affecting behavior, human
Objectives Cohesiveness
relations, and performance of
groups

Exhibit 12.3
Status Roles
THANK YOU.