Professional Documents
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Team T-Together E-Everyone A-Achieves M-More
Team T-Together E-Everyone A-Achieves M-More
It is amazing how much you can accomplish when-it doesn’t matter who gets the credit.
Benefits of team
In organizations that have reorganized the workplace into teams, results have improved & costs
have declined.
Reduced Costs
Quality of result has improved & service provided.
Increases employee involvement
Reduces absenteeism & improves continuity
Reduces conflict
Enhances creativity & innovation
Creates better adaptability & flexibility in the organization.
Why Have Teams Become So Popular
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 and organization and increase motivation.
To succeed, organizations must rely on the knowledge, skills, experience, and perspectives of a
wide range of people to solve multifaceted problems, make good decisions, and deliver effective
solutions. This is where dynamic, productive teams can make the difference. Teams create
environments in which members can keep up with change, learn more about the organization,
and develop collaborative skills. Team outperform individuals when
The task is complex.
Creativity is needed.
The path forward is unclear.
More efficient use of resources is required.
Fast learning is necessary.
High commitment is desirable.
Cooperation is essential to implementation.
No individual has sufficient knowledge to solve the problem.
Usefulness of teams:
– More resources for problem solving.
– Improved creativity and innovation.
– Improved quality of decision making.
– Greater commitments to tasks.
– Higher motivation through collective action.
– Better control and work discipline.
– More individual need satisfaction.
GROUP
A collection of people who interact with one another, accept rights & obligations as
members & who share a common identity.
Two or more members with a clear leader who perform independent jobs with individual
accountability, evaluation, and rewards.
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.
GROUP TEAM
a) Person associated together in work or Individual assembled together or having some
activity. unifying relationship.
b) Members responsible for their own Member’s collective performance determines
contributions. result.
c) Individualistic approach do not produces ‘Synergy arises in teams.’
synergy.
d) Ex.- A Choir Ex.- A football team
Types of Teams
a) Problem-Solving Teams
b) Self-Managed Work Teams
c) Cross-Functional Teams
d) Virtual Teams
a) 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.
Organizations are relying more and more on Problem-Solving Teams to help solve
organizational problems.
In Problem Solving teams, members share ideas or offer suggestions on how work process
and methods can be improved.
Fully self managed teams select their own members, and the members evaluate each
other’s performance. As a result, supervisory positions take on decreased importance and
may even be eliminated.
c) Cross-Functional Teams
Employees from about the same hierarchical level, but from different work areas, who
come together to accomplish a task.
• Task forces
• Committees
Cross Functional Teams are an effective means of allowing people from diverse areas within an
organization to exchange information, develop new ideas, solve problems and coordinate
complex projects. Cross Functional Teams bring people with different functional specialties to
better invent design, or deliver a product or service. The general goals of using cross functional
team include some combination of innovation, speed and quality that come from early
coordination among the various specialties.
d) Virtual Teams
Teams that use computer technology to tie together physically dispersed members in
order to achieve a common goal.
They allow people to collaborate online, whether they are only a room apart or seprated
by continents.
The three primary factors that differentiate virtual teams from face-to-face teams are:
1. The absence of paraverbal and nonverbal cues
2. A limited social context
3. The ability to overcome time and space constraints
A Team-Effectiveness Model
Effective teams are fast and flexible enough to respond to the challenges of the times.
Teams today take many forms: management teams, improvement teams, and self directed
work teams. Teams can accomplish a variety of purposes, including the ability to
Effective teams -
Achieve and maintain high levels of task performance.
Achieve and maintain high levels of member satisfaction.
Retain viability for the future.
Communication networks
– Decentralized
• All members communicate directly with one another.
– Centralized
• Activities are coordinated and results pooled by central point of
control.
– Restricted
• Polarized subgroups contest one another.
• Subgroups may engage in antagonistic relations.
Team Mission and Vision
Almost all team activity falls under two main topics:
Task accomplishment is any activity that accomplishes work and moves the team
toward its mission.
Team building is any activity that builds and strengthens the team as a team. The experts
agree that teams that focus on both sets of activities tend to be stronger and more
successful over time.
The driving force behind every team is a clear mission and vision. A mission is the task at
hand…what the team does…its purpose for existing. A vision is a mental image of a possible
and desirable future state for the team that is better than what now exists.
The best teams have members who share a common understanding of the mission and vision,
and have great clarity of how their mission and vision support those of the larger organization.
Teams that perform poorly are frequently found to lack this common understanding.
Vision Statements and Mission Statements are the inspiring words chosen by successful leaders
to clearly and concisely convey the direction of the organization. By crafting a clear mission
statement and vision statement, you can powerfully communicate your intentions and motivate
your team or organization to realize an attractive and inspiring common vision of the future.
"Mission Statements" and "Vision Statements" do two distinctly different jobs.
A Mission Statement defines the organization's purpose and primary objectives. Its prime
function is internal – to define the key measure or measures of the organization's success – and
its prime audience is the leadership team and stockholders.
Vision Statements also define the organizations purpose, but this time they do so in terms of the
organization's values rather than bottom line measures (values are guiding beliefs about how
things should be done.)
The vision statement communicates both the purpose and values of the organization. For
employees, it gives direction about how they are expected to behave and inspires them to
give their best. Shared with customers, it shapes customers' understanding of why they
should work with the organization.
First we look at creating mission statement.
"We help the families of Main Town live happier and healthier lives by providing the freshest,
tastiest and most nutritious local produce: From local farms to your table in under 24 hours."
Team building
A sequence of planned activities used to gather and analyze data on the functioning of a team
and to implement constructive changes to increase its operating effectiveness.
– Step 6 — evaluation.
Task accomplishment is any activity that accomplishes work and moves the team
toward its mission.
Team building is any activity that builds and strengthens the team as a team. The experts
agree that teams that focus on both sets of activities tend to be stronger and more
successful over time.
Our values reflect our teachings from our family, friends, schools, mentors, and media. When we
form teams, we must understand that each team member brings a unique value system to the
table. These learned insights on life add important information to team discussions, but their
differences are frequently the source of conflict. So understanding how values affect team
member relationships is a critical piece of the team building puzzle.
Team Building - Team Operating Principles
As opposed to operating processes that deal with task accomplishment, team operating principles
are standards of behavior that build and strengthen the team. Team members discuss how they
will behave with each other, then formalize their results in a set of standards or a Code of
Conduct.
Teams will inevitably experience difficulties and conflict, but having a basis for dealing with the
interpersonal issues will help to protect the team and allow it to grow.
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
Stages of team development:
– Forming — initial orientation and interpersonal testing.