A Presentation on

A Presentation on

Team and Team work

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.

Why Have Teams Become So PopularWhy Have Teams Become So Popular

TeamTeam

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

Types of Teams 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.

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.

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)Types of Teams (cont’d)

Types of Teams (cont’d)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, efficiency, and the work environment.

Self-Managed Work Teams

Groups of 10 to 15 people who take on the responsibilities of their former supervisors.

planning and scheduling of work,. assigning tasks to members, making operating decisions,

Types of Teams (cont’d)Types of Teams (cont’d)

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 to accomplish a task.

Types of Teams (cont’d)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.

The three primary factors that differentiate virtual teams from face-The three primary factors that differentiate virtual teams from face-to-face teams are:to-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

Stages of Team DevelopmentStages of Team Development

Stages of Team DevelopmentStages of Team Development

Orientation (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.

Stages of Team DevelopmentStages 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. 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 the

presence 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.

Stages of Team DevelopmentStages of Team DevelopmentResolution (Norming)

This stage in the group's development involves the:

• Resolving of issues

• Setting up group processes

• Setting of group policies, procedures, and values

• Increasing production

Members are now resolving differences and clarifying the mission and roles.

Members are less dissatisfied as in the previous stage because they are now learning more

about each other and how they will work together.

They are making progress toward their goals. They are developing tools to help them work

better together such as a problem solving process, a code of conduct, a set of team values,

and measurement indicators. 

Member attitudes are characterized by decreasing animosities toward other members; feelings

of cohesion, mutual respect, harmony, and trust; and a feeling of pleasure in accomplishing

tasks. The work is characterized by slowly increasing production as skills develop. The group

is developing into a team.

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 the

work being accomplished most effectively.

Stages of Team DevelopmentStages of Team Development

Termination

In 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. When

a team ends, time should be spent addressing how it should be done to properly

recognize the team's accomplishments.

Team BuildingTeam Building

Team building is any activity that builds and strengthens the team as a team.SpiritEnthusiasmCohesivenessCamaraderie are vitally important.

Task AccomplishmentTask Accomplishment

a. Team Mission and VisionThe driving force and common understanding behind every team is a clear mission and

vision.b. Team Operating ProcessesTo accomplish tasks effectively and efficiently, good teams develop operating processes such

as sequential steps

Task AccomplishmentTask Accomplishment

c. Team Task Roles1. Initiator - suggests new ideas to the group

2. Information Seeker - seeks clarification of issues in terms of their factual adequacy3. Opinion Seeker - seeks clarification of the values pertinent to the issue, rather than facts4. Information Giver - offers facts or other "authoritative" information5. Opinion Giver - offers beliefs or other value-based ideas6. Elaborator - spells out suggestions in terms of examples or developed meanings7. Summarizer - pulls together ideas, concepts, and group decisions to help the group identify where it is in its thinking8. Coordinator-Integrator - clarifies and integrates relationships between various ideas, suggestions, and people9. Orienter - defines the position of the group with respect to its goals10. Disagreer - takes a different point of view, argues against, and implies error in fact or reasoning11. Evaluator-Critic - subjects the accomplishment of the group to some set of standards. Questions the "practicality," the "logic," the "facts," or the "procedure"12. Energizer - prods the group to action13. Procedural Technician - performs routine tasks related to group functioning14. Recorder - keeps a written record of the groups work

Team BuildingTeam Building

a. 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 others • Allow equal participation in discussions • Take responsibility for what is going on in the team, and take action when needed.

Team BuildingTeam Building

c. The Six Team Building Roles

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

Twelve Tips for Team BuildingTwelve Tips for Team Building

I. Clear Expectations – Vision/MissionII. Context – Background – Why participation in Teams?III. Commitment – dedication – Service as valuable to

Organization & Own IV. Competence – Capability – Knowledge V. Charter – agreement – Assigned area of responsibility VI. Control – Freedom & Limitations VII. Collaboration – Team workVIII.CommunicationIX. Creative InnovationX. Consequences – Accountable for rewardsXI. CoordinationXII. Cultural Change

Team MemberTeam Member

Communicate

Don't Blame Others

Support Group Member's Ideas

No Bragging – No Full of yourself

Listen Actively

Get Involved

Coach, Don't Demonstrate

Provide Constructive Criticism

Try To Be Positive

Value Your Group's Ideas

Team MemberTeam Member

Team MemberTeam Member

Team MemberTeam Member

Team MemberTeam Member

Leader shipLeader 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. Organizational

2. Interpersonal

3. Decisional

Keys to Leader ship

A leader plans - Planning

A leader has a Vision – Goal setting

A leader shares her vision - Communication

A leader takes charge – Implementation & Controlling

A leader inspires through example

Team Learning

Systems Thinking -shape the behavior of systems.

Characteristics Of LeadershipCharacteristics Of Leadership1. Authenticity - Leadership begins and ends with genuineness/faithfullness.

2. Desire to Serve Others

3. Empowering People

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

5. Recognize their shortcomings

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

7. Build Enduring Relationships "They build enduring relationships with people."

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

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

10. Develop 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

Creating Effective TeamsCreating Effective Teams

Group Size

Performance

Expected

Actual

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

Group Decision MakingGroup Decision Making

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