team
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DEFINITION OF TEAMDEFINITION OF TEAM
TEAMThe type of team formed and the way in which it functions depends upon its' particular purpose or goal.
TYPES OF TEAMSTYPES OF TEAMS
FORMAL FORMAL TEAMTEAM- are created deliberately by managers and charged with carrying out specific tasks to help the organization achieve its goals.- Some formal teams are temporary. They may be called task forces or project teams. These teams are created to deal with a specific problem and are usually disbanded when the task is completed or the problem is solved.
COMMANCOMMAND TEAMD TEAM
COMMICOMMITTEETTEE
- which includes a manager and all employees who report to that manager- which generally lasts a long time and deals with recurrent problems and decisions.
TYPES OF TEAMSTYPES OF TEAMS
INFORMAINFORMAL TEAML TEAM The type of team formed and the way in which it functions depends upon its' particular purpose or goal. In the workplace, teams may consist of a group of people working in the same department who have come together to focus on a specific project. This type of grouping may be referred to as an 'informal team' and it will form and disband as required.
TYPES OF TEAMSTYPES OF TEAMS
CHARACTERISTICS OF CHARACTERISTICS OF EFFECTIVE TEAMSEFFECTIVE TEAMS1. There is a clear unity of purpose.2. The team is self-conscious about its own operations.3. The group has set clear and demanding performance goals.4. The atmosphere tends to be informal, comfortable, relaxed.
CHARACTERISTICS OF CHARACTERISTICS OF EFFECTIVE TEAMSEFFECTIVE TEAMS5. There is a lot of discussion in which virtually everyone participates6. People are free in expressing their feelings as well as their ideas. 7. There is disagreement and this is viewed as good.
CHARACTERISTICS OF CHARACTERISTICS OF EFFECTIVE TEAMSEFFECTIVE TEAMS8. Most decisions are made at a point where there is general agreement.9. Each individual carries his or her own weight.10. Criticism is frequent, frank and relatively comfortable.11. The leadership of the group shifts from time to time.
FOUR PRIMARY FOUR PRIMARY LEADERSHIP ROLES ANDLEADERSHIP ROLES ANDRESPONSIBILITIESRESPONSIBILITIES
FOUR PRIMARY FOUR PRIMARY LEADERSHIP ROLES ANDLEADERSHIP ROLES ANDRESPONSIBILITIESRESPONSIBILITIES
1. DIRECTING - refers to how to keep work tasks and activities on the right track. • Explain things completely and include the ‘why’s’• Remain visible
• Objectively consider opposing points of view
FOUR PRIMARY FOUR PRIMARY LEADERSHIP ROLES ANDLEADERSHIP ROLES ANDRESPONSIBILITIESRESPONSIBILITIES
2. COACHING - refers to when a leader knows where he or she wants to go and remains in control of the task but needs to lead others in developing a mutual support network.
• Incorporate the word ‘we’ into all conversations• Listen for objections and areas of misunderstanding• Offer explanations addressing the ‘why’s, what’s and how’s’ of the problem or task at hand
FOUR PRIMARY FOUR PRIMARY LEADERSHIP ROLES ANDLEADERSHIP ROLES ANDRESPONSIBILITIESRESPONSIBILITIES
3. SUPPORTING – one cannot be effective leaders unless they actively hone their supporting skills.• Acknowledge individual efforts with comments of praise and positive support• Disclose their own feelings openly and honestly• Never hesitate to ask, ‘What’s wrong?’
FOUR PRIMARY FOUR PRIMARY LEADERSHIP ROLES ANDLEADERSHIP ROLES ANDRESPONSIBILITIESRESPONSIBILITIES
4. DELEGATING - Effective delegating relies on the ability to select the proper person for the specific task or role. • Briefing the delegate• Having confidence in the person they select• Not abdicating responsibility, but allowing individuals to decide a best course of action for themselves
STAGES OF TEAM STAGES OF TEAM DEVELOPMENTDEVELOPMENT
STAGES OF TEAM STAGES OF TEAM DEVELOPMENTDEVELOPMENT
STAGES OF TEAM STAGES OF TEAM DEVELOPMENTDEVELOPMENT
STAGES OF TEAM STAGES OF TEAM DEVELOPMENTDEVELOPMENT
MAKING THINGS MAKING THINGS EFFECTIVEEFFECTIVEMany managers’ joke or complaint about committees and meetings of teams being big timewasters.In reality, a committee or task force or a group is often the best way to pool the expertise of different members of the organization and channel their efforts towards effective problem solving and decision making.
This is done by coordinating the efforts of group in effective manner.
GUIDELINES FOR MAKING GUIDELINES FOR MAKING COMMITTEESCOMMITTEESAND MEETINGS EFFECTIVE AND MEETINGS EFFECTIVE
• The agenda and all supporting material for the meeting should be distributed to members before the meeting to give them time to prepare in advance.
• Meetings should start and end on time. The time when they will end should be announced at the outset.• The committee’s authority should be known i.e., is the committee to advise, recommend or implement.
GUIDELINES FOR MAKING GUIDELINES FOR MAKING COMMITTEESCOMMITTEESAND MEETINGS EFFECTIVE AND MEETINGS EFFECTIVE
• Chairperson should be selected on his/her ability to run meetings efficiently.• Optimum size of committee should be determined. If the members are too few i.e. fewer than five the advantage of committee may be diminished. Similarly if the size is too large the group may not be utilized. However, size may vary according to the task assigned to group.
GUIDELINES FOR MAKING GUIDELINES FOR MAKING COMMITTEESCOMMITTEESAND MEETINGS EFFECTIVE AND MEETINGS EFFECTIVE
Another important area of organization and for manager’s effectiveness is…
COMMUNICATION.
GUIDELINES FOR MAKING GUIDELINES FOR MAKING COMMITTEESCOMMITTEESAND MEETINGS EFFECTIVE AND MEETINGS EFFECTIVE
Communication is the back bone of organization’s survival and growth. Organizations must be able to pass on their mission, goals, and objectives effectively to all members of organization. The communication is also important because all managerial activities and functions like motivation, leadership, teamwork etc., are dependent on communication. Without communication it is not possible to run the organization effectively and efficiently.
CONFLICT WITHIN TEAMCONFLICT WITHIN TEAM
People often feel that conflict is inherently dysfunctional - however constructively handled it can actually have a positive effect. It usually surfaces during the ‘storming stage’ when the team is trying to sort out its leadership, the roles members undertake and what rules/codes of conduct it will observe. Sometimes it will be about the direction in which it is moving (or where it has stalled) – some degree of conflict is likely.
CONFLICT WITHIN TEAMCONFLICT WITHIN TEAM
BUT MANAGED CONFLICT CAN BE GOOD…It may help us look for a better solution to a problem by:
• Getting the team to examine potential defects in a particular solution
• Revisiting goals, procedures, solutions to ensure that the best choice has been made
CONFLICT WITHIN TEAMCONFLICT WITHIN TEAM
WHAT IS ‘GROUP THINK’?
‘Group think’ arises when the group’s need for agreement is greater than their motivation to consider alternatives so avoiding the expression of contradictory views.
CONFLICT WITHIN TEAMCONFLICT WITHIN TEAM
SYMPTOMS OF GROUP THINK:• False feelings of (team) invulnerability• Excessive risk-taking• Silence from team members being interpreted as consent• Too narrow a focus on alternative choices• Not looking at majority favored options in the context of possible unsurfaced risks or potential alternatives
CONFLICT WITHIN TEAMCONFLICT WITHIN TEAM
SYMPTOMS OF GROUP THINK:• Not making use of available expert opinion and/or when used, only paying selective attention to facts that support the group’s view
• Exerting pressure on those with different views
CONFLICT WITHIN TEAMCONFLICT WITHIN TEAM
HOW TO AVOID GROUP THINK:• Conflict and improving productivity
Finding the most effective solutions is often achieved as a result of conflict. In fact avoiding conflict may actually lead to some members becoming disaffected and losing interest – resulting in a negative effect on group productivity.
CONFLICT WITHIN TEAMCONFLICT WITHIN TEAM
HOW TO AVOID GROUP THINK:• Conflict and organizational change
Problems relating to procedures, responsibilities and work distribution in teams may appear as conflict within the group. By openly surfacing conflict there is potential for the group to improve its ways of working.
CONFLICT WITHIN TEAMCONFLICT WITHIN TEAM
HOW TO AVOID GROUP THINK:• Conflict and personal awareness
Understanding their own style for resolving conflict can help team members to recognize their strengths and weaknesses and how it will affect others.
CONFLICT WITHIN TEAMCONFLICT WITHIN TEAM
HOW TO AVOID GROUP THINK:• Conflict and morale
Dealing openly with conflict within the group allows people to express their emotions and reduces stress – people ‘get to know’ each other better and this can have a very positive effect on morale and group cohesion.
CONFLICT WITHIN TEAMCONFLICT WITHIN TEAM
AGREE A TEAM CHARTERThe team itself should define rules/codes of conduct – by gaining agreement on standards of behavior the team become accountable to one another.
CONFLICT WITHIN TEAMCONFLICT WITHIN TEAM
The purpose of the Charter is to:
• Support team performance
• Clarify team members’ assumptions and expectations
• Provide a framework to support the team
• Establish codes of conduct and clarify standards of performance
