A Presentation

on
Team and Team work
Prepared by : M. Ganesh Murugan
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 Popular
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
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 (contd)
Types of Teams (contd)
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 (contd)
Types of Teams (contd)
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 (contd)
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-
to-face teams are:
(1) The absence of preverbal and nonverbal cues
(2) Limited social context
(3) The ability to overcome time and space constraints
Stages of Team Development
Stages 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 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 Development
Resolution (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 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 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 Building
Team building is any activity that builds and strengthens the team as
a team.
Spirit
Enthusiasm
Cohesiveness
Camaraderie are vitally important.
Task Accomplishment
a. Team Mission and Vision
The driving force and common understanding behind every team is a clear mission and
vision.
b. Team Operating Processes
To accomplish tasks effectively and efficiently, good teams develop operating processes such
as sequential steps





Define Problem Collect Data
Analyze
Problem
Develop
Solutions
Trial
Implementation
Full
Implementation
Task Accomplishment
c. Team Task Roles
1. Initiator - suggests new ideas to the group
2. Information Seeker - seeks clarification of issues in terms of their factual
adequacy
3. Opinion Seeker - seeks clarification of the values pertinent to the issue, rather
than facts
4. Information Giver - offers facts or other "authoritative" information
5. Opinion Giver - offers beliefs or other value-based ideas
6. Elaborator - spells out suggestions in terms of examples or developed
meanings
7. Summarizer - pulls together ideas, concepts, and group decisions to help the
group identify where it is in its thinking
8. Coordinator-Integrator - clarifies and integrates relationships between various
ideas, suggestions, and people
9. Orienter - defines the position of the group with respect to its goals
10. Disagreer - takes a different point of view, argues against, and implies error in
fact or reasoning
11. 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 action
13. Procedural Technician - performs routine tasks related to group functioning
14. Recorder - keeps a written record of the groups work
Team 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 principles
Team 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 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 Building
I. Clear Expectations Vision/Mission
II. 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 work
VIII.Communication
IX. Creative Innovation
X. Consequences Accountable for rewards
XI. Coordination
XII. Cultural Change


Team 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 Member
Team Member
Team Member
Team Member
Leader 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 Leadership
1. 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 Teams
Group Size
Performance
Main problems:
1. Process losses
2. Social loafing
3. Groupthink
Group Decision Making
Symptoms
Illusion of invulnerability
Assumption of morality
Rationalization
Stereotyping of outgroups
Self-censorship
Illusion of unanimity
Mindguarding
Pressuring of dissenters