Teams Presentation

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PRESENTATION ON

TEAM

By :-

HIMANSHU MALHOTRA

MBA 1st Semester

03111403910


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TEAM

A team comprises a group of people or animals

linked in a common purpose. Teams are especially

appropriate for conducting tasks that are high in

complexity and have many interdependentsubtasks.
http://en.wikipedia.org/wiki/Groups_of_peoplehttp://en.wikipedia.org/wiki/Animalhttp://en.wikipedia.org/wiki/Complexityhttp://en.wikipedia.org/wiki/Complexityhttp://en.wikipedia.org/wiki/Animalhttp://en.wikipedia.org/wiki/Groups_of_people


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HOW WE EXPLAIN THE

POPULARITY OF TEAM ?

FLEXIBILITY

RESPONSIVE TO CHANGE ENVIROMENT

QUICKLY ASSEMBLED, DEPLOYED, REFOCUSED,

AND DISBANDED. INCREASED EFFICIENCY

ENHANCED PERFORMANCE


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http://upload.wikimedia.org/wikipedia/commons/0/0b/Rugby_union_scrummage.jpg


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STAGES OF TEAM

DEVELOPMENT

1. FORMING

2. STORMING

3. NORMING4. PERFORMING

5. ADJOURING


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FORMING

THE FIRST STAGE OF TEAM DEVELOPMENT

PROCESS, CHARACTERIZED ABOUT THE

GROUPS PURPOSE, STRUCTURE, AND

LEADERSHIP.


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STORMING

THE SECOND STAGE OF THE TEAM

DEVELOPMENT PROCESS, CHARACTERIZED BY

INTRAGROUP CONFLICT.


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NORMING

IN THIS PROCESS THE TEAM STRUCTURE

SOLIDIFIES AND MEMBER ASSIMILATE A

COMMON SET OF EXPECTATION FORAPPROPRIATE WORK BEHAVIOUR.


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PERFORMING

IN THIS STAGE THE STRUCTURE IS FULLY

FUNCTIONAL AND ACCEPTED BY TEAM

MEMBERS AND THEIR ENERGY IS FOCUSED ON

PERFORMING THE NECESSARY TASKS.


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ADJOURNING

IN THE FIFTH AND FINAL STAGE OF THE TEAM

DEVELOPMENT PROCESS, THETEAM WRAPS UP

ITS ACTIVITIES AND PREPARE FOR

DISBANDMENT.


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STAGES OF

GROUP

DEVELOPME

NT :

GROUP

MATURITY :

FORMING UNDER

DEVLOPED

IMMATURE

STORMING EXPERIMENT

ING

IMMATURE

NORMING SETTINGDOWN SEMI-MATURE

PERFORMING TEAM MATURE

ADJOURNING DISBANDING MATURE


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TYPES OF WORK TEAM

1. FUNCTIONAL TEAMS

2. PROBLEM SOLVING TEAM

3. SELF-MANAGED TEAMS

4. CROSS-FUNCTIONAL TEAMS

5. VIRTUAL TEAMS


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FUNCTIONAL TEAM

A TEAM COMPOSED OF MANAGER AND THE

EMPLOYEES IN HIS OR HER UNIT WHO AREOFTEN INVOLVED IN EFFORTS TO IMPROVE

WORK ACTIVITIES OR TO SOLVE SPECIFIC

PROBLEMS WITHIN A PARTICULAR FUNCTION

UNIT.


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PROBLEM SOLVING TEAM

A TEAM IN WHICH MEMBERS SHARE IDEAS OR

OFTEN SUGGESTIONS ON HOW WORK PROCESSES

AND METHOD CAN BE IMPROVED

IMPROVING QUALITY, EFFICIENCY, AND WOKENVIROMENT


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http://upload.wikimedia.org/wikipedia/commons/c/c4/Training_meeting_in_a_ecodesign_stainless_steel_company_in_brazil.JPG


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QUALITY CIRCLES

WORK TEAMS OF 8 TO 10 EMPLOYEES AND

SUPERVISORS WHO SHARE AN AREA OF

RESPONSIBILITY BY MEETING

REGULARLY TO DISCUSS THEIR QUALITYPROBLEMS, INVESTIGATING CAUSES OF

THE PROBLEMS, RECOMMENDING

SOLUTIONS, AND TAKING CORRECTIVE

ACTIONS.


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SELF-MANAGED WORK TEAM

A FORMAL GROUP OF EMPLOYEES THAT

OPERATE WITHOUT A MANAGER AND ISRESPONSIBLE FOR A COMPLETE WORK

PROCESS OR SEGMENT THAT DELIVERS A

PRODUCT OR SERVICE TO AN EXTERNAL OR

INTERNAL CUSTOMER.


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CROSS-FUNCTIONAL

TEAM WORK

A GROUP OF WORKERS CONSISTING OFEMPLOYEES FROM ABOUT THE SAME

HEIRARCHICAL LEVEL BUT FROM DIFFERENTWORK AREAS IN THE ORGANIZATION

BROUGHT TOGETHER TO ACCOMPLISH APARTICULAR TASK.


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VIRTUAL TEAMS

TEAMS THAT USE COMPUTER TECHNOLOGY TO

LINK PHYSICAL DISPERSED MEMBERS IN ORDER TO

ACHIEVE A COMMON GOAL


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WORK GROUPS

AND

WORK TEAMS

WORK GROUP - TWO OR MORE INDIVIDUALS WHO HAVE

COME TOGETHER TO SHARE INFORMATION AND MAKE

DECISSIONS IN ORDER TO ACHIEVE CERTAINOBJECTIVES.

WORK TEAMINDIVIDUALS WHO COME TOGETHER TO

GENERATE POSITIVE SYNERGY THROUGH A

COORDINATED EFFORT; INDIVIDUAL EFFORT RESULTIN A LEVEL OF PERFORMANCE THAT IS GREATER

THAN THE SUM OF THOSE INDIVIDUAL INPUTS.


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HOW WORK GROUP AND WORK

TEAMS DIFFER ?

GOALS

SYNERGY

ACCOUNTABILITY

SKILLS


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CHARACTERISTICS OF HIGH

PERFORMING WORK TEAMS

UNIFIED COMMITMENT

CLEAR GOALS

RELEVANT SKILLS

NEGOTIATING SKILLS

INTERNAL SUPPORT

EXTERNAL SUPPORT

EFFECTIVE LEADERSHIP

MUTUAL TRUST

GOOD COMMUNICATION


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CLEAR

GOALS

RELEVANT

SKILLS

NEGOTIATING

SKILLS

INTERNAL

SUPPORT

EXTERNAL

SUPPORT

EFFECTIVE

LEADERSHIP

MUTUAL

TRUST

GOOD

COMMUNICATION

UNIFIED

COMMITMENT

EFFECTIVETEAMS


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CAPABLE OF READJUSTING THEIR WORK SKILLS-

CALLEDJOB MORPHINGTO FIT THE NEEDS

OF THE TEAM.

HAVE BOTHTECHNICAL AND

INTERPERSONAL SKILLS.

EFFECTIVE LEADERS CAN MOTIVATE A TEAM,

REALIZE THEIR POTENTIAL .

INTERNAL SUPPORT - PROPER TRAINING,

INCENTIVE PROGRAM .EXTERNALY, MANAGEMENT SHOULD PROVIDE

THE TEAM WITH THE RESOURCES NEEDED TO

GET THE JOB DONE.


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Key Characteristics of Team Building

Have definite session and longer-term goals and know how

the session goals lead to the longer term ones.

Use an engaging and varied base activity that involves each

participant in something that he or she enjoys doing.

Use an activity that achieves that engagement while having

genuine parallels to the workplace and has relevance with the

session goals.


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Select an activity that requires the same kind of skill sets and

team approaches that are needed at work - albeit one that is

removed from the work itself.

Consider using an independent (internal or external) facilitator -

to allow all levels to join in as equals and to avoid it feeling like a

"sermon from above".

Debrief using a predefined process that highlights the workplace

parallels and allows the participants to extract their own learning

rather than be preached to.

Use a proven mechanism to transfer the learning back to the

workplace, ideally integrated within the debriefing process itself


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THE 5 Ps OF TEAM BUILDING

PROCESS

Teams are a useful business tool for process and qualityimprovement, which may lead to higher customer

satisfaction or cost reduction. Many managers recognizethe benefits teams may bring but do not properly considerwhat it takes to get a team functioning in the directionmanagement desires .


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THE 5 P ARE

PURPOSE

PARTICIPATION

PLACEMNT

PROCESS

PLAN


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PURPOSE Will the team clearly understand why it exists,

what it is to do and how it will know they aresuccessful? The team and management must agreeto written purpose or mission statement so that

they are working together in a common directiontowards solutions that meet their overall purpose.

Team goals and management deadlines shouldalign with their overall purpose and will serve to

guide the team performance and help them meetchallenges.


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PARTICIPATION

Who would be the best people to include on theteam and how large should the team be in order toaccomplish its purpose? Management needs toconsider necessary skill sets, professional attitudes,

and process knowledge when selecting teammembers. In addition, for membership at theformation of team or as team personnel needs togrow, look for a balance between personality types

for both task and people focus to be included sothe solutions team may design will be more diverseand innovative to achieve team purpose andrequired work.


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PLACEMENT

Where will the team members be physically locatedand how often should the team plan to havemeetings? If the team is to be an intact workgroup, this may make some things simpler but the

team will need a meeting room for complexproblem solving. If the team is spread overmultiple sites, managers will need to considercosts and possible problems team may have due toculture or time differences, and then determine

whether travel for some meetings is required or ifany special equipment is needed for members tomeet regularly via phone or on-line.


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PROCESS

How will the team get to where it needs to go in order toaccomplish its purpose? The team should develop andagree to their ground rules, any constraints thatmanagement may set related to decision-making authority

or functional boundaries. Initial team training shouldinclude meeting management with a suggested meetingagenda and record-keeping formats, interpersonalcommunication, problem solving, and if relevant to team's

work include process mapping .


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PLAN

Will the team acknowledge when its project or assignmentwill be complete and know what it needs to accomplish itstasks? If the team goals are specific to their purpose andthe team agrees these are relevant and achievable goals,then the team needs to agree to a timeline for goals and a

way to measure how they are doing towards goals. Not onlyshould the team and their management define workdeadlines and expected milestones in its goals andschedules, but it should also include necessary training toacquire team and task related skills.


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TURNING INDIVIDUAL

INTO

TEAM PLAYERS INDIVIDUAL ACHIEVEMENTS, STRONG WILL

SURVIVE, INDIVIDUAL RESISTANCE.


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VARIOUS CHALLENGES

ONE OF THE BARRIER TO TEAM DEVELOPMENT

PROCESS IS INDIVIDUAL RESISTANCE.

COMMUNICATION, CULTURE.


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ROLE OF TEAM MEMBERS

CREATOR-INNOVATORS

EXPLORER-PROMOTERS

ASSESSOR-DEVELOPERS

THRUSTER-ORGANIZERS

CONCLUDER-PRODUCERS

CONTROLLER-INSPECTORS

UPHOLDER-MAINTAINERS

REPORTER-ADVISERS

LINKERS


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LINKERS

REPORTER-

ADVISERS

UPHOLDER-

MAINTAINERS

CONTROLLER-

INSPECTORS

CONCLUDER-

PRODUCERS

THRUSTER-

ORGANIZERS

ASSESSOR-

DEVELOPERS

EXPPLORER-PROMOTERS

CREATOR-

INNOVATORS

TEAM


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CREATOR- INNOVATORS

ARE USUALLY IMAGINATIVE AND GOOD AT

INITIATING IDEAS OR CONCEPT.

ARE INDIPENDENT AND PREFER TO WORK AT

THEIR AT THEIR OWN PACE AND OFTEN AT

THEIR OWN TIME.


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EXPLORER - PROMOTERS

TAKE NEW IDEAS AND CHAMPION THEIR CAUSE.

PROMOTE IDEAS TAKING FROM CREATOR-

INNOVATORS AND FINDING THE RESOURCES TO

PROMOTE THOSE IDEAS.

HOWEVER THEY OFTEN LACK THE PATIENCE AND

CONTROL SKILLS TO ENSURE THAT IDEAS ARE

FOLLOWED THROUGH IN DETAIL.


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ASSESSOR-DEVELOPERS

HAVE STONG ANALYTICAL SKILLS.

EVALUATE DIFFERENT OPTIONS AN ANALYZE

BEFORE DECESSION IS MADE.


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THRUSTER-ORGANIZERS

SET UP PROCEDURES TO TURN IDEAS INTO REALITY

AND GET THINGS DONE.

THEY SET GOALS, ESTABLISH PLANS, ORGANIZE

PEOPLE AND ESTABLISH SYSTEMS TO ENSURE THAT

DEADLINES ARE MET.


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CONCLUDER-PRODUCERS

ARE CONCERNED WITH RESULTS

THEIR ROLE FOCUSES ON KEEPING TO DEADLINES

AND ENSURING THAT ALL COMMITMENTS ARE

FOLLOWED THROUGH.


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CONTROLLER-INSPECTORS

HIGH CONCRN FOR ESTABLISHING AND

ENFORCING RULES AND POLICIES.

EXAMINE DETALS AND MAKE SURE INACCURACIES

ARE AVOIDED.


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UPHOLDER-MAINTAINERS

HOLD STRONG CONVICTIONS ABOUT THE WAY

THINGS SHOULD BE DONE.

DEFEND THE TEAM AND FIGHT ITS BATTLES WITH

OUTSIDERS WHILE, AT THE SAME TIME, STRONGLY

SUPPORT FELLOW TEAM MEMBERS.

THESE INDIVIDUALS PROVIDE STRONG TEAM

STABILITY.


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REPORTER-ADVISERS

ARE GOOD LISTNERS AND TEND NOT TO PRESS

THEIR POINT OF VIEW ON OTHERS.

ENCOURAGES TEAM.


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LINKERS

TRY TO UNDERSTAND ALL VIEWS.

THEY ARE COORDINATOR AND INTAGRATORS.

TRY TO BUILD COOPERATION AMONG ALL TEAM

MEMBERS.

TRY TO INTEGRATE PEOPLE AND ACTIVITIES

DESPITE DIFFERENCES THAT MIGHT EXIST.


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ROLE OF MANAGER FOR SHAPING

TEAM BEHAVIOURS

PROPER SELECTION

EMPLOYEE TRAINING

REWARDING THE APPROPRIATE TEAM BEHAVIOURS.


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PROPER SELECTION

TECHNICAL SKILLS

SOCIAL SKILLS

TEAM SKILLS


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TRAINING

PROBLEM SOLVING

COMMUNICATION

CONFLICT RESOLUTION


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REWARDS

REWARDS ON COOPERATIVE EFFORTS RATHER

THAN COPMETITIVE ONE.

PROMOTIONS, PAY RAISE.

Eg. TRAINING NEW COLEAGUES, SHARING

INFORMATION WITH TEMMATES, HELPING RESOLVE

TEAM CONFLICTS.


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THAT THE END OF

MYPRESENTATION

THANK YOU

Teams Presentation

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