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A Presentationon

A Presentationon

Team and Team work

Prepared by : M. Ganesh Murugan

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Teams typically outperform individuals.

Teams use employee talents better.

Teams are more flexible and responsive tochanges in the environment.

Teams facilitate employee involvement.

Teams are an effective way to democratize anorganization and increase motivation.

Why Have Teams Become So Popular

Why Have Teams Become So Popular

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Team

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

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Types of Teams

Types of Teams

Generally fall into one of two primary groups: permanent teams and temporaryteams. 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.Product design team

A temporary team assembled to design a new product or service.

Committee

A temporary or permanent group of people assembled to act upon some

matter.

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.

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W ork Group

A group that interacts primarily to share informationand to make decisions to help each group memberperform within his or her area of responsibility.

W ork Team

A group whose individual efforts result in aperformance that is greater than the sum of theindividual inputs.

Types of Teams (cont¶d)

Types of Teams (cont¶d)

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Types of Teams (cont¶d)

Types of Teams (cont¶d)

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Problem-Solving Teams

G roups of 5 to 12 employees from the samedepartment who meet for a few hours eachweek to discuss ways of improving quality,

efficiency, and the work environment.

Self-Managed W ork Teams

G roups of 10 to 15 people who take on theresponsibilities of their former supervisors.

planning and scheduling of work,. assigningtasks to members, making operating

decisions,

Types of Teams (cont¶d)Types of Teams (cont¶d)

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Types of Teams (cont¶d)Types of Teams (cont¶d)

Cross-Functional Teams

Employees from about the same hierarchical level,but from different work areas, who come together toaccomplish a task.

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Types of Teams (cont¶d)Types of Teams (cont¶d)

V irtual Teams

T eams that use computertechnology to tie togetherphysically dispersedmembers in order toachieve a common goal.

The three primary factors that differentiate virtual teams from faceThe three primary factors that differentiate virtual teams from face- -toto--face teams are:face teams are:(1) The absence of preverbal and nonverbal cues(1) The absence of preverbal and nonverbal cues(2) Limited social context(2) Limited social context(3) The ability to overcome time and space constraints(3) The ability to overcome time and space constraints

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Stages of Team DevelopmentStages of Team Development

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Stages of Team DevelopmentStages of Team Development

O rientation (Forming) ±This is simply the bringing together of a group of individuals. At this stage, 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,

How to approach Goals, and what skills are needed.

The length of this stage will depend on how clearly the task is defined.

This is an important stage because it serves to clarify the team's mission and bond team members.

Teams that pay attention to building the relationships as well as focusing on the task successful

outcome.

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Stages of Team DevelopmentStages of Team Development

D issatisfaction (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. 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, a condition that is present anytime strangers meet. Members may

feel anger or frustration with the task or with other members or may even resent thepresence of formal leadership.

Generally, the dissatisfaction stage is relatively short. Some groups, however, may become

stuck in this stage and continue to be both demoralized and relatively unproductive. In the

worst cases, some groups never emerge from this stage and, if possible, disband in

frustration.

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Stages of Team DevelopmentStages of Team Development

Production (Performing)

The team is accomplishing work effectively.

Production is high and the climate is positive.

Member attitudes are characterized by positive feelings and eagerness to be part of

the team.

Members are confident about the outcome, enjoy open communication, exhibit high

energy, and disagreement is welcome and handled without emotional conflict.

Although work is being accomplished through all the stages, this stage reflects thework being accomplished most effectively.

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Stages of Team DevelopmentStages of Team Development

TerminationIn the case of temporary teams such as task forces, design teams, and problem

solving teams, 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, this stage may reflect either a sense of loss or relief. Whena team ends, time should be spent addressing how it should be done to properly

recognize the team's accomplishments.

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Team BuildingTeam Building

Team building is any activity that builds and strengthens the team asa team.

SpiritEnthusiasmCohesiveness

Camaraderie are vitally important.

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Task AccomplishmentTask Accomplishment

a. Team Mission and V isionThe driving force and common understanding behind every team is a clear mission andvision.b. Team O perating ProcessesTo accomplish tasks effectively and efficiently, good teams develop operating processes suchas sequential steps

D efine Problem Collect D ata AnalyzeProblem

D evelopSolutions

TrialImplementation

FullImplementation

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Team BuildingTeam Buildinga. Team Values

Understand that each team member brings a unique value system to the table.Their differences are frequently the source of conflict.Understanding how values affect team member relationships is a critical piece of

the team building.

b. Team operating principlesTeam members discuss how they will behave with each other, then formalize their results in a set of standards or a code of conduct .

Example, one team's code of conduct included the following:Respect the opinions of othersAllow equal participation in discussionsTake responsibility for what is going on in the team, and take action when needed.

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Team BuildingTeam Building

c. The Six Team Building R oles

1 . Encourager - praises other members' contributions to the team

2. Harmonizer - mediates differences between other members

3. Compromiser - offers a compromise during disagreement or conflict by yielding

position or admitting error 4. Gatekeeper -regulates the flow of communication, particularly in meetings, by

encouraging the participation of those less inclined to participate and quieting those

who are overly talkative

5. Standard Setter - expresses standards for the team regarding its operation

6. Group Observer - observes and reports back to the team on its group dynamics

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Twelve Tips for Team BuildingTwelve Tips for Team Building

I. Clear Expectations ± V ision/MissionII. Context ± Background ± W hy participation in Teams?III. Commitment ± dedication ± Service as valuable to

O rganization & O wnIV . Competence ± Capability ± KnowledgeV . Charter ± agreement ± Assigned area of responsibilityV I. Control ± Freedom & LimitationsV II. Collaboration ± Team workV III.CommunicationIX. Creative InnovationX. Consequences ± Accountable for rewardsXI. CoordinationXII. Cultural Change

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Team Member Team Member

Communicate

D on't Blame O thers

Support Group Member's Ideas

No Bragging ± No Full of yourself

Listen Actively

Get Involved

Coach, D on't D emonstrate

Provide Constructive Criticism

Try To Be Positive

Value Your Group's Ideas

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Team Member Team Member

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Team Member Team Member

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Team Member Team Member

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Team Member Team Member

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L eader shipL eader 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.Three basic functions that a leader performs:

1. O rganizational

2. Interpersonal

3. D ecisionalKeys to Leader ship

A leader plans - Planning

A leader has a V ision ± Goal setting

A leader shares her vision - CommunicationA leader takes charge ± Implementation & Controlling

A leader inspires through example

Team Learning

Systems Thinking -shape the behavior of systems.

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Characteristics Of L eadershipCharacteristics Of L eadership1. Authenticity - L eadership begins and ends with genuineness/faithfullness.

2.D

esire to ServeO

thers3. Empowering People

4. Guided by Heart, passion and compassion ± Enthusiasiun, Eagerness, Kindness

5. R ecognize their shortcomings

6. Lead with Purpose "They lead with purpose, meaning and values."

7. Build Enduring R elationships "They build enduring relationships with people."

8. Clear W here They Stand "Others follow them because they know where they stand."

9. R efuse to Compromise "When principles are tested, they refuse to compromise."

10. D evelop Themselves

11. Leaders pull rather than push.

12. Leaders have a clear vision and communicate that vision.

13. Leaders work through teams and not through hierarchies.

14. Leaders possess a strong doss of self-esteem and positive attitude.

15. Leaders have a good grasp of self

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Creating Effective TeamsCreating Effective Teams

Group Size

Performance

Main problems:1. Process losses2. Social loafing3. Groupthink

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Group Decision MakingGroup Decision Making

Sy mptomsI llusion of invulnerabilit yAssumption of moralit yR ationalizationStereot yping of outgroups

Self-censorshipI llusion of unanimit yMindguardingPressuring of dissenters