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Transcript of 364859_634061330957738750
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A Presentation
on
A Presentation
on
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 to
changes 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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Work Group
A group that interacts primarily to share informationand to make decisions to help each group memberperform within his or her area of responsibility.
Work Team
A group whose individual efforts result in aperformance that is greater than the sum of theindividual inputs.
Types of Teams (contd)
Types of Teams (contd)
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Types of Teams (contd)
Types of Teams (contd)
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Problem-Solving Teams
Groups 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-ManagedWork Teams
Groups 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 (contd)Types of Teams (contd)
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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 toaccomplish a task.
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Types of Teams (contd)Types of Teams (contd)
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:
((11) The absence of preverbal and nonverbal cues) The absence of preverbal and nonverbal cues
((22) Limited social context) Limited social context
((33) The ability to overcome time and space constraints) The ability to overcome time and space constraints
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Stages of Team DevelopmentStages of Team Development
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
sMembers may feel anger or frustration with the task or with other members or may evenresent 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.
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Stages of Team DevelopmentStages of Team Development
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 groupis developing into a team.
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Stages of Team DevelopmentStages of Team Development
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.
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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. 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 as
a team.
Spirit
Enthusiasm
Cohesiveness
Camaraderie are vitally important.
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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
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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 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.
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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
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Twelve Tips for Team BuildingTwelve 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. CoordinationXII. Cultural Change
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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
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Team MemberTeam Member
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Team MemberTeam Member
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Team MemberTeam Member
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Team MemberTeam Member
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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.
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Characteristics OfLeadershipCharacteristics OfLeadership
1. Authenticity - Leadership begins and ends with genuineness/faithfullness.
2. Desire to Serve Others3. 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. ClearWhere 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
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Creating Effective TeamsCreating Effective Teams
Group Size
Performance
Main problems:1. Process losses
2. Social loafing
3. Groupthink
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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