TEAMS

Presented by:
Pranay vij.
IT andTelecom.

,
‘ Team banane ke liye takat ki nahin niyat ki zaroorat hoti hai’.
CHAK DE
GROUPS

 A work group is a group that interacts primarily to share

information and to make decisions to help each member
perform within his or her area of responsibility.

1
5 2

4 3
TEAM

 A group whose individual efforts results in performance

that is greater than individual performances. A work
team generates positive energy through coordinated
effort.
1
5 2

4 3
GROUPS AND TEAMS
Work GROUPS WORK TEAMS

Share information GOAL Collective performance

Neutral SYNERGY Positive

Individual ACCOUNTABILITY Individual and mutual

Random and varied SKILLS complementry

WHY TEAMS?
 Teams are more flexible and responsive to changing
environments.
 Teams facilitate employee participation in operating
decisions.
 The are an effective means to increase employee
motivation
 They help the organizations to democratize themselves.

If the problems can be solved effectively by individual

approach then team building should be avoided.
TYPES OF TEAMS

Problem solving teams

1
5 2
?

4 3
CONTD…

Self managed teams

CONTD…

Cross functional team

A

B1 B2 B3 B4 B5
CONTD…

Virtual teams

4
5
3
Technology

1
EFFECTIVE TEAMS

 Team effectiveness model determine whether

teams are successful or not, which depends upon
four factors.
 Context

 Composition

 Work design

 Process
CONTEXTUAL FACTORS

 Adequate resources- teams must receive necessary

support from management and larger organisation.
 Leadership and structure.
 Climate of trust.
 Performance evaluation and reward systems -
grup based appraisals ,profit sharing ,gainsharing, small
group incentives etc.
TEAM COMPOSITION

It includes variable that relate to variable how teams should

be staffed.
 Abilities of members-technical expertise, problem solving,
decision making. Matching teams ability to task is important.
 Personality of members- teams that rate higher on mean levels
of conscientiousness tend to perform better
 Allocation of roles
 Diversity of members-surface level differences such as age,
ethnicity, gender, age tend to have negative effects.
 Size of teams.
 Member preferences.
ALLOCATION OF ROLES

Controller.
Maintainer.
Producer.
Adviser.
Organizer.

Team.
Assessor.

Promoter.
creator Linker.
WORK DESIGN

It include variables such as:

 Autonomy.

 Skill variety-the opportunity to use different skills

and variety.
 Task identity-the ability to complete whole or
identifiable task or product.
 Task significance-work on a task that has
substancial impact on others.
TEAM PROCESSES

 Common plan or purpose

 Specific goals
 Team efficacy-sucessful teams believe in themselves. This
cofindence is called as team efficacy.
 Mental models.
 Conflict levels-conflicts are good but some such as
relationship conflicts actually make the teams
disfunctional.
 Social loafing.
TEAM BUILDING AND TEAM
BASED WORK.

The differences between these two can be determined

on the basis of following factors.
 Goals.

 Scope of innovation.
 Affect on organization.

 Permanent.

 Flow of information.

 Concern to organization.
6321 MODEL
(EXAMPLE OF SUCCESSFUL TEAM MODEL)

 6321 model was formulated by site head of Dell

computer system’s Mohali site. Every team
comprises of 12 members whose composition is:
 The ‘6’ individualists.
 The ‘3’ reliables.

 The ‘2’ fatalists’.

 One ‘1’ crook.
CONTD..

Depending upon their credentials following

trainings and support from the management side is
provided.
 Individualists- team building exercises, how to be
effective team players.
 Reliable - no trainings required but can provide
trainings to the other team members.
 Fatalists- motivation, team concern etc.
 Weak link- motivation, skill upgradation, team building
etc.
Thanks for your patient
listening.