Management Development Programme

Attitude decides Altitude: Change Begins From within

for
Punjab & Sind Bank.
TEAM
EFFECTIVENESS
How good is your team?

CONCEPTUALISED BY:

Dr. Prof. S. C. Kapoor &

Dr. Neelam Dhall
Are you and
your team on
target to deliver
results?
Teamwork has a dramatic effect on organizational
performance.
An effective team can help an organization achieve
incredible results.

A team that is not working can cause unnecessary

disruption, failed delivery and strategic failure.

Nowadays it is almost impossible to avoid being a

member of team. If you're not on an official team at
work, chances are you function within one in one
way or another. So, it's important for your personal
and career development to know your team working
strengths and weaknesses.
 ASSESSMENT
How good are you and your team at Teamwork and
Team Building?

This assessment helps you uncover common team working problems that you
might be experiencing. Once you've completed the assessment, we direct you
towards team tools that will help you to improve and develop these important
skills.
INSTRUCTIONS
Not at all represents “A”,
Rarely represents “B”,
Sometimes represents “C”,
Often represents “D” and Very
Often represents “E”
For each statement, click the button in the
column that best describes you.
Please answer questions as you are (rather
than how you think you should be), and
don't worry if some questions seem to
score in the 'wrong direction’.
When you are finished, calculate your total
under 'Calculate My Total’ heading at the
end.
 Very
Statements to Answer Not at All Rarely Sometimes Often
Often

(A) (B) (C) (D) (E)

1. My team is knowledgeable about the stages of

development teams can be expected to go through. O O O O O

2. Team members are provided with a great deal of

feedback regarding their performance. O O O O O

3. Team members are encouraged to work for the common

good of the organization. O O O O O

4. There are many complaints, and morale is low on my

team. O O O O O

5. Team members don't understand the decisions that are

made, or don't agree with them. O O O O O
 Very
Not at All Rarely Sometimes Often
Often
Statements to Answer
(A) (B) (C) (D) (E)

6. People are encouraged to be good team members and build

good relationships. O O O O O

7. Team members are provided with development opportunities. O O O O O

8. Meetings are inefficient and there is a lot of role overlap. O O O O O

9. Team members are encouraged to commit to the team vision,

and leaders help them understand how their role fits into the big O O O O O
picture.

10. Team members are often given a chance to work on

interesting tasks and stretch their knowledge and capabilities. O O O O O
 Not at All Rarely Sometimes Often Very Often
Statements to Answer
(A) (B) (C) (D) (E)

11. The team understands what it needs to accomplish and has

O O O O O
the resources needed to be successful.

12. Conflict and hostility between members is a pervasive issue

O O O O O
that doesn't seem to get better.

13. People feel that good work is not rewarded, and they are
O O O O O
not sure what is expected of them.

14. Team members balance their individual needs for autonomy

O O O O O
with the benefits of mutual interdependence.

15. Working relationships across units or functions is poor, and

O O O O O
there is a lack of coordination.

Calculate my Total: _________

 INTERPRETETION OF SCORES

Score Comment

This is worrying. The good news is that you've got a great opportunity to improve
15-30 your effectiveness as a team member, and the effectiveness of your team. (Read
below to start.)

Your effectiveness as a team player and your team's effectiveness are patchy.
You're good at some things, but there's room for improvement elsewhere. Focus on
31-45 the serious issues below, and you'll most likely find that you and your team are
soon achieving more. (Read below to start.)

You're a solid team member working well as part of an effective team. Lower
scores in this range show that there is room for improvement, though. Read the
46-75 following summaries of key teamwork functions and determine which of the tools
will help you become a better team player and build a stronger team. (Read below
to start.)
Team
Development
Questions 1, 11
Teams do not become effective overnight. Team building is a process that requires
due attention and care. If you try to skip over important development stages, you
risk not forming the solid foundation needed when trouble or setbacks occur.

To build, lead, or participate in a team requires an understanding of the stages of

team development. Through extensive research, it has been found that successful
teams have certain aspects of their development paths in common. The one that
most people are aware of is Bruce Tuckman's
Forming, Storming, Norming, and Performing model .
Two other factors that significantly increase a team's chances of being effective are
having a well thought out team orientation process and developing a clear team
charter. Both of these help you establish clear guidelines and set clear expectations.
When the individuals on a team all know what they are supposed to be doing and
how they are to go about doing it, you give the team a good start on maximizing
performance. To read more about these processes see the Mind Tools articles on
Successful Induction and Team Charters .
Feedback
Questions 2, 13
One of the best ways of improving people's performance is by
providing information to team members about their individual
performance, as well as the overall team performance. After all, how do
you know what is working and what isn't if no one gives you an
objective summary?
There are usually plenty of people around who are ready and willing to
give you their opinions on this. Unfortunately, this information is often
conveyed in a manner that causes resentment and animosity.
For feedback to be positive and growth-inspiring, it has to be delivered
properly, with enough attention being paid to how the receiver is going
to perceive and process it. To learn more on giving feedback, see our
articles on Giving and Receiving Feedback , The GROW Model ,
and 360° Feedback .
 Participating & Articulating
Vision
Questions 3,9,10
Articulating the team's vision is fundamental to developing a high performing team. It's the vision that
motivates and directs a team to reach its goal.

The best teams invest a great deal of time and energy into exploring and understanding the overall
purpose and vision of the team. From this vision, a set of goals and objectives emerges that helps the team
stay focused and on track.

The key to using vision successfully is making the process of discovering it a participative one. You can
tell a team what the vision is and team members may or may not agree that the cause is worth working
hard for. If, however, you allow the team to explore the vision, to see how their specific roles fit into the
big picture and provide meaningful opportunities for team members to assist in the team's success, then
you have the basis for a high performing team.

To learn more about tying vision to goals see Performance Management and KPIs ,
The Balanced Scorecard , and Management By Objectives . To learn where you sit on the participative
management scale, see the article on the The Blake-Mouton Managerial Grid . The articles on
Avoiding Micromanagement and Successful Delegation discuss why it is important to provide
challenges to your team members and allow them to use their skills and abilities to the fullest.
Managing Conflict
Questions 4, 12, 14

Conflict can be an inevitable consequence of working with other people.

Opinions, values, styles, and a whole host of other differences provide more
than enough grounds for disagreement. This disagreement is actually part of
the reason why teams can be so effective – the more perspectives that go into
a process, the better the end result. Usually!
Allowing the differences to get out of hand, though, causes unnecessary
disruption and leads to breakdowns in working relationships. Team members
and leaders should take it upon themselves to understand the basics of conflict
management and also learn more about different styles and ways of thinking
and working.
For more information on effectively managing conflict, see
Managing Conflict , Theory X and Theory Y and Role Playing
Group Roles & Structure
Questions 6, 8, 15

The differences between how people work and view the world make for
interesting conversations and dynamic teams. An effective team capitalizes
on these natural differences and maximizes performance by putting the right
people in the right roles.
The articles on RACI and Task Allocation discuss this exact issue and
provide practical methods for getting the most out of your team.
Some research has also been done on the different types of roles people play
within teams. While the jury is still out on the detail of this research, having
insight into the types of roles that are taken on in teams can help you see
which roles and behaviors are constructive and which ones aren't. Mind
Tools has featured two such models of team roles:
Belbin's Team Roles and Benne and Sheats' Team Roles .
Team Member Development
Questions 7

No matter what role a person plays in a team, or what tasks he or she has been
assigned to, there is almost always room for personal improvement. When the
individuals on a team are functioning at high capacity, the team can flourish as well.
This is a critical understanding in team performance. Although there is no "I" in
"Team" you have to remember there is no team without individuals. You have to build
and foster the skills in the individuals that are congruent with the needs of the team.
To do this, requires a solid understanding of training methods and ways of identifying
the needs of the team members. The article on Successful Induction talks about
setting out a training needs analysis from day one. The articles on
Understanding Developmental Needs and Training Needs Assessment provide
practical tips for identifying areas that need improvement.
Understanding &
Collaboration
Questions 5

The last area of team functioning explored by this quiz covers how well you
and your team can collaborate and understand the key issues facing the team.
Again, this goes back to the idea of cohesion. Members of successful teams all
head in the same direction, and work for the same purpose.
When priorities and goals diverge, tensions appear within the team, and the
whole is often no longer greater than the sum of its parts. This is a fundamental
issue for high performing teams. Consensus, consistency and agreement are
vital for effective teamwork.
 KEY POINTS
An effective team is much more than a bunch of
people thrown together to accomplish a goal.
Because teams are such an inherent part of how we
work, it is easy to believe we know what makes a
team perform well, however this is often not the
case.
Using this test, you can uncover areas of
improvement that will help you become a better
overall team member and team builder.
How to ensure
TEAM
EFFECTIVENESS
as we work
remotely?
Team effectiveness has always been a big part of any
company and its success. The pandemic put an emphasis
on teamwork as everyone began working remotely. It
required a lot more focus on companies’ visions and
future. It’s been about surviving as a business. But the
biggest challenge may be sustaining that focus and
vision, especially in remote environments.

Everyone has emotional needs at work, but remote

workers have some unique challenges. They struggle
with feelings of loneliness and isolation, difficulties
communicating and collaborating, and distractions.
Without solid leadership, these challenges hurt team
effectiveness, ranging from lack of productivity to
burnout
There are 6 team
effectiveness factors
that contribute to
keeping your
employees engaged &
focused.
 Everyone should know if their team goals are aligned with their

Reinforce a shared company, overall. In addition, teams should also understand why
their team even exists, and its business impact.

Purpose This sense of purpose isn’t just to make people feel good. It has
huge bottom-line implications.

Leaders establish this by setting individual goals, responsibilities

and making sure expected contributions are clear. More importantly,

Provide Role clarity leaders should make sure each team member’s qualifications,
capabilities and motivation matches the role. Also, team members
should help leaders by knowing their own boundaries when making
decisions and assigning work.

Leaders can’t let this area slip, especially when working remotely.
Promote enabling An effective team shares progress and gathers feedback, which is
even more important while working remotely
processes
 Teams establish emotional security with a high level of trust, comfort and
understanding. They also need to respect one another, and intentionally invite
everyone’s input and incorporate it into collective activities, like brainstorming sessions.
Be aware of emotional Simple things like using video during conferencing helps to encourage participation and

security allow a team leader to look for non-verbal cues around engagement and inclusion.
Emotional security is one of the most important factors in teams, especially during times
of crisis and uncertainty.

But even before the pandemic, team collaboration might not have been happening.
The Frontline Leader Project found 52 percent of leaders say their teams work in silos
Encourage a instead of working collaboratively. This creates problems outside of individual teams.
For example, one department may not know what the other is doing, or work streams
collaborative spirit could overlap.
A lack of collaboration impacts everyone differently. But for remote workers already
feeling isolated, it could make them feel even more alienated.

Leaders should encourage and provide these opportunities. This is one of the best ways
to find innovative approaches to complete work, while keeping your team engaged.
Growth Orientation These challenges help teams learn and grow. It’s also important for leaders to know
when to just listen. Sometimes allowing the team to lead and coach their leader provides
invaluable insights.
 Teamwork Matters!
The first three factors address the practical side of teams. They need to understand
their purpose, roles and processes.
The last three factors address their personal needs. They need to feel safe and valued,
work well together, and be challenged to learn and grow.
 Heartful Thanks to:
ALL THOSE FROM WHOM I HAVE Learnt , Shared ,
valuable inputs.

Special Thanks to:

SHARU RANGNEKAR (Management GURU )

1) NEETU KAMRA
2) AYUSHI GUPTA
3)SANJANA
Thank you!
Hav e a
great day
ahead.