TEAM WORK

TEAM
 A true team is a living, constantly
changing, dynamic force in which a
number of people come together to work.
 Team members discuss their objectives,
assess ideas, make decisions, and work
towards their targets together.
 Teamwork
 A group of people is
involved.
 A common goal is
present.
 Collaborative effort.
 Characteristics of a good
teamwork :
 Clear direction
 Open and honest communication
 Defined roles
 Collaboration
 Support risk taking and change
 Team trust
Teamwork skills
 Try to sense
or understand how
others feel, based
on what they are
saying or by their
body language
 Often reflect on events and
interactions that took place and
how things could have gone better
(they try to learn from bad
experiences)
 Avoid creating tension between
others, and try to break tension
rather than build on it
2. Support skill

 A huge part
of support is
the ability to
respect one
another.
 Congratulate others in
moments of achievement
 Console in more trying times.
 It helps to look at other
members of your team as
collaborators rather than
competitors.
3. Problem solving skills

 Employees are
expected to develop
solutions as a team to
situations that threaten
to escalate into
something potentially
serious.
4. Listening and feedback skills

 To ensure proper
feedback is given in
different situations you
are exposed to with
fellow employees, it’s
important to listen
attentively.
 Clarifying what other
team members mean,
and taking interest in
their problems,
demonstrates that
you care about them
and their
development.
5. Conflict management skills

 How you deal

with conflicts
can
potentially
make or break
your career.
 Remember not to let
your anger or
frustration get the best
of you.
 Ultimately you’re
trying to reach a
solution that benefits
the team generally,
even if it puts a few
individual noses out of
joint.
 Teamwork motivates unity in
workplace
 Team work offers differing
perspectives and feedback
 Teamwork provides great learning
opportunities
 Teamwork promotes workplace
synergy
TYPES OF
TEAM
 Formal team

 fundamental to an
organization
 The more formal the
team, the more the
disciplined its
leadership tends to be.
 Company rules and procedures
have to be followed
 Reports are made
 Progress are noted
 Results are obtained on a
regular basis
Informal team
 Follow informal procedures
 Ideas and solutions generated in a
more casual basis.
 Procedures are less stringent
 Mostly short term tasks and
issues
Executive team
 Cross functional group
 Manages organization or divisional
operation on day to day basis
 Headed by chief executive
 Members chosen by role
 Meets regularly
 CROSS FUNCTIONAL TEAM

 A multi-disciplinary,
inter-departmental team
 Found at any level in
an organization
 Team members bring
their different areas of
expertise and skill to a
problem or task
 BUSINESS TEAM

 Group of people in
charge of long term
running project
 Runs a unit and
optimizes its results
 Leader helps the group to
settle into optimal team-
working.
 FORMAL SUPPORTIVE TEAM

 Provides support and

services
 Such as finance,
information systems,
administration and
staffing
 Carries heavy load of
routine work
 Tends to be clannish
 PROJECT
PROJECT TEAM

TEAM
 Team selected for a project
 Well organized work practices
 Requires a large number of sub groups, sub
tasks, detailed planning and tight discipline
 Depends on close understanding among
members
 CHANGE TEAM
 Group of experts briefed to achieve change
 Value depends on collective ability
 Sometimes starts off-campus
 Led by believers in change
 High level of dedication to their organization
HOT GROUP
 An autonomous body
 Set apart from rest of an organization
 Often in remote site
 Concentrates on moving into new
products
 Flexible, independent, high achieving
groups of people
 Question assumptions and get faster
results
 TEMPORARY TASK FORCE

 Short term body set up

 To study or solve issues and report back to
management
 Establishes new IT systems
 Removes production bottlenecks
 Uses informal processes and generates
alternatives
TEAM ROLES
 TEAM LEADER
 Finds new team
members
 Develops the
team working
spirit
 Is a first-class-
two-way
communicator
 Good at inspiring and
sustaining enthusiasm
 Excellent judge of the
talents and
personalities of
individuals within the
team
 Adept at finding
ways of overcoming
weakness
 CRITIC
 Guardian and analyst of the
team’s long term effectiveness
 Never satisfied with less than
the best solution
 Expert at analyzing solutions
to find the possible
weaknesses within them
 Constructive in pointing way
to possible remedies
 IMPLEMENTER
 Ensures the momentum
and smooth-running of
the team’s actions
 A born time-tabler who
thinks methodically
 Has a “can-do” mentality and loves to fix things
 Able to rally support and overcome defeatism.
 EXTERNAL

CONTACT
 Looks after the team’s external relationships
 Diplomatic and good judge of the needs of others
 Has s reassuring, authoritative presence
 Has an effective grasp of the overall picture of
the team’s work
 Discreet when handling confidential information
CO-ORDINATOR
 Pulls together the work of the team as a
whole into cohesive plan
 Understand how difficult tasks inter-
relate
 Has a strong sense of priorities
 Good at maintaining internal contacts
 Skilled at heading off potential trouble
 Has a mind able to grasp several things
at once
 IDEAS PERSON
 Sustains and
encourages the
team’s innovative
vitality and energy
 Enthusiastic and
lively
 Eager for and
receptive to the ideas
of others
 Never let a loss for a
hopeful suggestion
 Sees problems as
opportunities for
successful innovation,
rather than as
disasters
INSPECTOR
 Ensures that high standards
are sought and maintained
 Strict
 Good judge of the
performance of other people
 Able to praise as well as to
find fault
 Unhesitating in bringing
problems to the surface
THANK YOU