A TEAM IS A GROUP OF INDIVIDUALS

WHO WORK IN A FACE-TO-FACE

RELATIONSHIP TO ACHIEVE A COMMON
GOAL & INDIVIDUALS SHARE COMMON
ACCOUNTABILITY FOR THE OUTCOME.
 THE DIFERENCE BETWEEN THE WORK-
GROUP & TEAMS COULD BE
IDENTIFIED THROUGH THE
FOLLOWING SLIDES:
ISSUES. WORK-GROUPS TEAMS.

PURPOSE. SAME AS ORG. SPECIFIC.

WORK PRODUCTS. INDIVIDUALS. COLLECTIVE.

PROCESS. DISCUSS, DECIDE & DISCUSS, DECIDE &

DELEGATE. DELEGATE.

LEADERSHIP. A SINGLE LEADER. SHARED.

MEETINGS. EFFICIENT. OPEN. PROBLEM-

SOLVING.

ACCOUTABILITY. INDIVIDUAL. INDIVIDUAL &

 NORMALLY, A TEAM HAS THE
FOLLOWING CHARACTERISICS:
 1. MEMBER’S ARE INTERDEPENDENT.
 2. COMMON GOALS.
 3. CONTRIBUTION’S OF EACH MEMBER
EQUALLY IMPORTANT.
 4. CONGRUENCE OF GOALS &
OBJECTIVES.
 HUMANISATION AT WORK PLACE.
 A NO. OF RESEARCH HAS BEEN
CONDUCTED ON GROUP FORMATION
& DEVELOPMENT.
 EXAMPLES LIKE BENNIS & SHEPARD,
GIBB, TUCKMAN & JENSON & YALOM
ETC, SUMMARISED THE VARIOUS
THEORIES, SUGGESTED FIVE STAGES OF
GROUP DEVELOPMENT:
 1. FORMING.
 2. STORMING.
 3. NORMING.
 4. PERFORMING &
 5. ADJOURNING.
THIS MODEL IS WIDELY ACCEPTED.
KORMANSKI & MOZENTER(1987),
INTEGRATED THE VARIOUS THEORIES
& SUGGESTED THE FOLLOWING
STAGES OF TEAM DEVELOPMENT,
EXHIBITED IN THE NEXT SLIDE.
STAGES THEME. TASK-OUTCOME. RELATIONSHIP-
OUTCOME.

ONE. AWARENESS. COMMITMENT. ACCEPTANCE.

TWO. CONFLICT. CLARIFICATION. BELONGING.

THREE. COOPERATION. INVOLVEMENT. SUPPORT.

FOUR. PRODUCTIVITY ACHIEVEMENT. PRIDE.

FIVE. SEPARATION. RECOGNITION. SATISFACTION.

 1. AWARENESS: AT THIS STAGE,
INDIVIDUALS GET TO KNOW EACH
OTHER.

 BY KNOWING THE GOALS OF THE

TEAM, THEY COMMIT THEMSELVES TO
THE GOALS & AGREE TO WORK
TOGETHER, & HAVE SUFFICIENT
KNOWLEDGE ABOUT THE ASSIGNMENT
AT HAND.
 AT THIS STAGE THEY SEARCH DEEPER &
BEGIN TO ASK QUESTIONS.

 AS RESULT THE MATTERS ARE SORTED &

CLARIFIED.

 THEY MAY ALSO FIGHT WITH EACH

OTHER & IN THE PROCESS, RESOLVE ANY
HOSTILITIES & ULTIMATELY LEADING TO
A FEELING OF SENSE OF BELONGINGNESS
IN THE GROUP.
 THE MEMBERS ACCEPT OWNERSHIP OF
THE TEAM GOALS & GET INVOLVED
WITH THOSE GOALS, WITH RESOLVED
FEELINGS & SUPPORTING EACH
OTHER.
 AT THIS STAGE, THE ACTUAL
ACHIEVEMENT OF GOALS/OUTCOME.

 THE TEAM MEMBERS FEEL PROUD OF

THEIR ACHIEVEMENT.
 ONCE THE GOALS ARE ACHIEVED,
SOME SPECIFIC TEAMS MAY DECIDE
TO ACCEPT DISSOLUTION OF TEAMS.
 SOMETIMES A TIME-BOUND PROJECTS
COME TO A CLOSE.
 THE TEAM-MEMBERS EXPERIENCE A
HIGH SENSE OF SATISFACTION FROM
WORKING WITH EACH OTHER.
 THIS IS THE STAGE OF CLOSURE OF
ONE TASK ON WHICH THE TEAM IS
WORKING.
 BELBIN IDENTIFIED EIGHT TEAM ROLES
TO BE ACCOMPLISDED BY THE TEAM
ITSELF:
 1. CHAIRMAN/COODINATOR: BE A
STABLE, DOMINANT, AN EXTROVERT &
PREOCCUPIED WITH OBJECTIVES.
 NORMALLY HE IS A PERSON OF
CHARACTER & DISCIPLINE & QUANTIFIES
OBJECTIVES, ESTABLISH PRIORITIES, SUMS-
THEM UP & COME TO CONCLUSION.
 2. SHAPER: SUCH A PERSON IS
ANXIOUS, DOMINANT & AN
EXTROVERT.
 NORMALLY, THE INDIVIDUAL IS
OUTGOING, HAVING ABUNDANT
ENERGY & EASILY FRUSTRATED.
 THE INDIVIDUAL PROVIDES SHAPE TO
THE TEAM’S EFFORT & PUSHES FOR
DECISIONS & SOMETIMES BECOMES
ABRASSIVE.
 3. PLANT: SUCH PERSONS ARE HAVING
A VERY HIGH IQ LEVEL BUT HAVING
INTROVERT PERSONALITY.
 THEY SCATTER THE SEEDS OF IDEAS
FOR OTHER’S TO NOURISH & ARE
MORE CONCERNED WITH BASIC ISSUES.
 SUCH PEOPLE ARE USUALLY VERY
SENSITIVE & CAN WITHDRAW AT ANY
POINT OF TIME WITHOUT ANY PRIOR
NOTICE.
 4. MONITOR/ EVALUATOR : THEY ARE
CRITICAL & CAN MAKE UNBIASED
ANALYSIS & SOMETIMES THEY ARE
CONSIDERED AS A DESTROYER OF IDEAS.
 HE/SHE LACKS WARMTH BUT ARE
RARELY WRONG.
 5. COMPANY WORKER: THEY ARE
STABLE. CONTROLLED & PRACTICAL
ORGANISER & HAVING ADAPTABILITY
SKILLS.
 6. RESOURCE-INVESTIGATER: THEY ARE
DOMINANT, FRIENDLY, RELAXED,
EXTROVERT & PROBABLY THE MOST
POPULAR MEMBER OF THE TEAM.
 THEY BRING OUTSIDE RESOURCES &
KEEP IN TOUCH WITH REALITY.
 7. TEAM-WORKER: THEY ARE
SENSITIVE, EXTROVERT, CONCERNED
WITH THE NEEDS OF PEOPLE & ARE
LOYAL TO THE TEAM.
 8. COMPLETOR/ FINISHER: THEY ARE
ANXIOUS, AN INTROVERT & SEROIULY
WORKS FOR THE DETAILS OF THE
PROJECT/ ASSIGNMENTS UNDERTAKEN BY
THEM.
 INFACT BELBIN HAD DEVELOPED
INTRUMENTS TO IDENTIFY THESE ROLES,
WHICH COULD BE USED IN SELECTION,
FORMATION OF TEAMS, PLACEMENTS &
DIAGNOSIS OF TEAMS & ITS TEAM
EFFECTIVENESS.
 MARGERISON & McCANN(1990): THEY
HAVE IDENTIFIED (9) TEAM ROLES:
 1. CREATER: INITIATES CREATIVE
IDEAS.
 2. PROMOTER: CHAMPIONS IDEAS
AFTER THEY ARE INITIATED.
 3. ASSESSORS: OFFERS INSIGHTFUL
ANALYSIS OF OPTIONS.
 4. ORGANIZER: PROVIDES STRUCTURE.
 5. PRODUCER: PROVIDES DIRECTION &
FOLLOW-THROUGH.
 6. CONTROLLER: EXAMINES DETAILS &
ENFORCES RULES.
 7. ADVISER: ENCOURAGES THE
SEARCH FOR MORE INFORMATIONS.
 8. LINKER: COORDINATES &
INTEGRATES.
 PRADIP KHANDEWALA(1992), HAD
DONE HIS PIONEERING STUDIES ON
THE TURNAROUND STRATEGY OF AN
ORGANISATION & COCLUDED THAT
‘THE GREAT PERSON MODEL’ OF
TURNAROUND TO BE REPLACED BY
THE ‘ GROWING TEAM MODEL OF
TURNAROUND FACILITATION.
 LAHKANPAL NATIONAL LIMITED IS A
JAPANESE JOINT VENTURE OPERATING IN
INDIA, PRODUCING NOVINO BATTERIES.
 IN 1990, THE COMPANY LAUNCHED THE
HUMAN (21) CAMPAIGN OF INNOVATION
TO DOUBLE THE PERFORMANCE OF THE
COMPANY BY 1993.
 THE CAMPAIGN WAS DESIGNED BY
MITSUSHITA ELECTRIC, ONE OF THE
OWNERS OF LAKHANPAL.
 THE COMPANY BROCHURE
DESCRIBED, ‘’ HUMAN 21’’, AS A
CAMPAIGN TO USE ALL THE
POTENTIAL ENERGIES WITHIN THE
STAFF IN A VISIBLE & PRONOUNCED
MANNER SO THAT THE COMPANY
COULD BE FULLY READY TO MEET
THE CHALLENGES OF THE 21.ST
CENTURY.
 SEVENTY-TWO SUB- THEMES WERE
IDENTIFIED & TEAMS WERE FORMED
TO PERSUE ONE OF THESE.

 SOME OF THE SUB-THEMES WERE:

1. SYSTEM FOR IMPROVING THE HEALTH
OF THE EMPLOYEES.
2. REDUCTION OF THE REJECTION OF
GOODS CELLS BY 50%.
3. REDUCTION OF MANPOWER BY 50% IN
PARTS SECTION.
 4. REDUCTION OF FALLING OF
BATTERIES JACKETS BY 50%.
 5. ACHIEVEMENT OF ZERO AGEING OF
A PARTICULAR TYPE OF BATTERY.
 6. CUTTING OF WATER
CONSUMPTION BY 50%.
 7. REDUCTION OF TOTAL INVENTORY
BY 50%.
 8. DOUBLING OF COMPUTER
UTILIZTION.
 9. REDUCTION OF THE IMPORT OF
SPARES BY HALF.
 10. REDUCE THE ELECTRICAL
BREAKDOWN TIME BY 50%.
 11. INCREASE OF OUTPUT OF THE
BATTERY BY 70%, WITHOUT
INCREASING THE MANPOWER.

 12. IMPROVING IN THE WORKING

AREA & WORKING CONDITIONS.
 13.REDUCTION OF TELRPHONE
EXPENSES BY 50%.
 14. BEAUTIFICATION OF RECEPTION
AREA.
 15. LIFETIME EMPLOYMENT & CAREER
DEVELOPMENT PLANS FOR EMPLOYEES.
 16. DOUBLING OF SALES VOLUME.
 17. ANNUAL GENERAL MEETINGS TO
BE CONDUCTED WITHIN THREE
MONTHS OF YEAR ENDING.
18. REDUCING THE MANUAL WORKLOAD IN PREPARING
ACCOUNTS BY 50% THROUGH COMPUTERIZATION.

19.DOUBLING THE PRODUCTIVITY OF EVERY SECTION OF THE

COMPANY.

THE STRATEGY WAS TO ACHIEVE LARGE IMPROVEMENTS

THROUGH TEAM-EFFORT IN VARIOUS SPECIFIC AREAS OF
OPERATIONS.
 Q.NO.(1): DESCRIBE THE FEASIBILITY OF
SUCCESS OF THIS TURNAROUND
STRATEGY OF THE ORG.

 Q.NO.(2): IS IT THE CORRECT PROCESS?

 JUSTIFY?
 MCGREGOR & LIKERT, HAVE DRAWN
ATTENTION TO THE IMPORTANCE OF
TEAMS IN 1960, & LISTED A NO. OF
CHARACTERISTICS OF EFFECTIVE
WORK-GROUPS & TEAMS.
 THE NO. IN THE EXHIBIT REFERS TO
THE SERIAL NO. OF THE SUGGESTIONS
GIVEN BY DYERS.
 THE CHARACTERISTICS ARE EXHIBITED
IN THE NEXT SLIDE.
S.NO. CHARACTERISTICS MCGREGOR. LIKERT.

1. COMMITMENT. ------------------- 8, 12, 13.

2 ROLE CLARITY. 3, 9 23.

3. SELF-DISCLOSURES. 5,7,8,11. 17.

4. OPENESS --------------------- 1.

5. COMPETENCE 1. 15, 16
Sr. No CHARACTERISTICS MCGREGOR. LIKERT.

6. CREATIVITY --------------------- 18,19.

7. COLLABORATION -------------------- 1.

8. CONGRUNCE. 1. 15,16.

9. SUPP. LEADERS. ------------------ 2, 4,9,14.

10. MGT.OF POWER. --------------------- 3,5,6,7 & 11.

2,6,10 10, 24.

20, 21 & 22.

 THE PROCESS OF MAKING THE TEAM
EFFECTIVE IS KNOWN AS TEAM
BUILDING.
 THERE ARE A NO. OF APPROACHES TO
THE TEAM BUILDING PROCESS:
 1. JOHARI-WINDOW APPROACH: IT
INVOLVES HELPING INDIVIDUALS TO
TAKE RISKS & FRANKLY EXPRESS THEIR
OPINIONS & REACTIONS, HELPING
THEM TO ACCEPT FEEDBACK .
 THIS CAN BE ACCOMPLISHED THROUGH
DEVELOPING TEAM-PROFILE BASED ON
INDIVIDUAL MEMBER’S RESPONSES TO THE
INSTRUMENT.( U. PAREEK).
 2. ROLE- NEGOTIATION APPROACH:
TEAM-BUILDING CAN BE DONE USING
ROLE-NEGOTIATION MODEL BY HARRISON).
 THIS REFERS TO SHARING IMAGES OF
THE TEAM MEMBERS WITH EACH OTHER.
 THE TEAM DECIDE WHAT ARE THE
SPECIFIC ACTIONS TO BE TAKEN BY
THE TEAM MEMBER TO MAKE IT
EFFECTIVE.

 THIS IS BASED ON SUCH

EXPECTATIONS, NEGOTIATIONS
BETWEEN THE TEAM MEMBERS FOR
COLLABORATION.
 BELBIN HAD SUGGESTED EIGHT TEAM-
ROLES MODEL.( DISCUSSED)
 THE BEHAVIOUR MODIFICATION MODEL:

 TEAM-BUILDING PROCESS COULD BE

MADE EFFECTIVE THROUGH IMPROVING
INDIVIDUAL ORIENTATIONS.
 COLLABORATION DEPENDS ON THE
INDIVIDUAL’S ORIENTATION STYLE &
ATTITUDES.
 ACCORDING TO THIS APPROACH, SOME
INSTRUMENTS ARE USED TO HELP
INDIVIDUALS EXAMINE THEIR STYLE &
ORIENTATIONS, IN ORDER TO INCREASE
THEIR EFFECTIVENESS BY MODIFYING
THEIR BEHAVIOUR.
 THIS ENHANCES INDIVIDUAL’S POTENTIAL
FOR COLLABORATION & TEAM-BUILDING.
 THE CONCEPT OF POWER COULD ALSO
BE USED TO HELP TEAM MEMBER’S.
( PERSUASIVE-POWER)
 TEAM-BUILDING COULD BE ATTEMPTED
BY CREATING ARTIFICIAL TEAMS IN
WHICH PEOPLE HAVE THE
OPPORTUNITY TO EXPERIMENT &
LEARN FROM THEIR BEHAVIOUR IN A
LESS THREATENING CONTEXT.
 VARIOUS GAMES OR EXERCISES COULD
BE USED, LIKE BROKEN SQUARES,
HOLLOW-SQUARES, WIN AS MUCH YOU
CAN.
 DYER(1978), HAD DEVELOPED FIVE
STAGES OF TEAM-BUILDING:
 1. DATA STRENGHENING.

 2. DATA ANALYSIS.

 3. ACTION PLANNING.

 4. IMPLEMENTATION.

 5. EVALUATION.

IN THIS APPROACH, THE DIAGNOSIS IS

DONE ON THE BASIS OF
QUESTIONNAIRES, INTERVIEWS,
OBSERVATIONS.
 EMPHASIS ON THE POSITIVE ASPECTS
OF INDIVIDUALS, INCLUDING
INSPIRING DREAMS & APPRECIATING
POSITIVE QUALITIES IN EACH OTHER.

 COOPERRIDER & WHITNEY(1999),

FOCUSSED ON INCREASING
COLLABORATION AMONGST PEOPLE
FOR STRONG TEAMS.
 THE TEAM MAY PREPARE A COMMON
VISION OF A DESIRABLE FUTURE.
 THE PROJECTION MAY BE NEXT FIVE
YEARS OR SO WITH SPECFIC
ACHIEVEMENTS IN CONSIDERATIONS.
 FORCE-FIELD ANALYSIS: THE TEAMS
MAY IDENTIFY THE FORCES, WHICH
ARE POSITIVE & HELPING THE TEAMS
TO MOVE FORWARD IN THE DESIRED
DIRECTIONS.
 THE RESPONSIBILITY OF MONITORING
THE ACTIONS TAKEN BY THE TEAMS
WOULD TAKEN-UP BY ONE OR TWO-
MEMBERS & TEAM SHOULD MEET
PERIODICALLY TO REVIEW THEIR
PROGRESS.
 THE AREAS OF INTER-TEAM & INTRA-
TEAM CONFLICTS SHOULD ALSO BE
TAKEN INTO CONSIDERATION.
 1. MEMBERS COMMITTED TO GROUP
GOALS.
 2. FRIENDLY BEHAVIOUR.
 3. CONFRONT CONFLICTS EQUALLY.
 4. UNDERSTANDING.
 5. INVOLVED IN DECISION-MAKING
PROCESS.
 6. INDIVIDUAL DIFFERENCES.
 7. CONTRIBUTE IDEAS & SOLUTIONS.
 8. REWARD TEAM -EFFORTS.

 9. APPRECIATE COMMENTS ABOUT

TEAM-PERFORMANCES.

 10. REVIEWS.