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Mamtha Kotian ǥ. no. 20

Reeta Shah ǥ. no. 34
Nilesh Chavan ǥ. no. 23
Shailesh Kadam ǥ. no. 37
Dinesh Bhatt ǥ. no. 7
Kamal Singh ǥ. no. 15
 ‘ small number of people with  Two or more individuals,
complementary skillsǥ interacting and interdependent,
who are committed to a who come together to achieve
common purposeǥ particular objectives.
performance goalsǥand
for which they hold themselves
mutually accountable

 i    
 ‘ group that interacts primarily
 ‘ Team whose individual efforts
result in performance that is to share information and to
greater than the sum of the make decisions to help each
individuals inputs. group member perform within
his or her area of responsibility
˜  i 
 Security  Collective Strength
 Status  ‘bility to solve problems
 Self Esteem  High Quality decisions
 ‘ffiliation  High Satisfaction and
 Power Motivation
 Goal ‘chievement  Collective Commitment
 Managing Complexity
i  i 
 3ormal Group  Problem Solving Teams
 Informal Group  Self Managed Work Teams
 Command Group  Cross functional Teams
 Task Group  Virtual Teams
 Interest Group
 3riendship Group
 3  ˜ u ‘ designated work group defined by an organizationǯs
 ˜ u ‘ group that is neither formally structured nor
organizationally determined; such a group appears in response to the
need for the social contact.
 u    u ‘ group composed of the individuals who report
directly to a given manager.
 i ˜ u People working together to complete a job task.
 0  ˜ u People working together to attain a specific objective
with which each is concerned.
 3   ˜ u People brought together because they share one
or more common characteristics.
i i 
    i u 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.
    i u Groups of 10 to 15 people who take on
responsibilities of their former supervisors .
  i u Employees from about the same
hierarchical level, but from different work areas, who come together to
accomplish a task.
 G i u Teams that use computer technology to tie together
physically dispersed members in order to achieve a common goal.
 pust gather the facts. The leader/team will decide what is the next step.
 Identify the alternatives for the leader/team to select.
 Recommend a course of action for leader/team review and decision.
 Decide what to do. Delay action until leader/team approves the go-
 Decide what to do and do it, but let the leader/team know so he/she
can object.
 pust do it. Inform leader/team only of exceptions.
 3ollow-up on everything. Don't bother leader/team with it.
÷ i `    
 3 exploring what the group will be like, finding the basis of
forming relationships with others. 3inding out who they are,
acceptance of whoever is in the formal leadership role. Tuckman sees
orientation, testing and the establishment of dependency relationships
by group members as the chief characteristic of this phase.
 ÷ conflicts break out as subgroups emerge, differences are
confronted, control becomes an open issue and is resisted, regardless of
its source....including a formal leader.
 Ô rules start to emerge about acceptable ways of behaving and
of carrying out the task of the group; these rules are allied in working
with conflicts and a spirit of cooperation develops. Intimate, personal
opinions are expressed
conflicts are resolved, energy is put into task
accomplishment -the group is becoming effective. The group has
evolved to the point where it is supportive of task performance. Roles
have become flexible and functional and group energy is channelled
into the task. Members begin to acknowledge each other's uniqueness
and permit individual differences to emerge. The standards and norms
of behaviour are established.
 Think they are together for  Clear understandinig in terms of
administrative purposes only. individual and team goals
 Members tend to focus on  Have a sense of ownership of job
themselves and have limited in hand as they are committed to
involvement in planning unitǯs values based on common goals
objective  Members contribute to
 Members told what to do organizationǯs success through
 Members distrust Motives of talent, knowledge and creativity
Colleagues.(Opinion or  Members work in climate of
disagreement) Trust
 Members are cautious about  There is a honest
what they say.(Game Playing, communication, there is
Communication traps) understanding for each other's
point of view
 Members have limited and good  ‘re encouraged to develop skills
trainings . and apply them.
 They find themselves in conflicts,  They work to resolve conflict
often there is external quickly and constructively.
intervention.  They are part of decision-making
 May or may not participate in but understand leaders
decision affecting role.(Win/Win)
team.(Win/Loss)  They structured environment and
 Members work in an unstructured they know the boundaries exist
environment with undetermined and who has the 3inal say.
standards of performance. Weak  Leaders sets agreed high
leadership. standards of performance and is
 Leaders do not walk the talk and respected via active, willing
tend to lead from behind the desk. participation .

Relations ips
Personal Styles    
Problem Solving
Roles & Responsibilities Decision Making
Organization of Work Conflict Management

 Team Leader - Every Team Needs One!
 Team 3acilitator-Keeps Everybody On Track
 Team Recorder - Keeps Notes, Documents Decisions
 Time Keeper - Minute by Minute...
 Team Members - Everyone Else!

 Unfair rewards for individual performance
 Too much internal competition
 Unclear roles/objectives
 Unrealistic goals, poor measurements
 Limited view, overspecialization
 ‘ll similar Dzyesdz people
 Not knowing each other

 ÷     !     

















Where are* $     


 we now?
*    What is What are *   
thepurpose of our goals? *  
our team?
   How do we* 
How are we u    
*     achieve *  


  our goals?

How effective What is expected

* $ are we? *    


of us? *  
 How do we *

   develop our work?


- Michael pordan
Casey Stengel


Kareem ‘bdul-pabbar
!  G 
LESSONu People who share a common direction and sense of community can get where they are going faster
and easier because they are traveling on the thrust of one another.

#       

 $ !   

LESSONu If we have as much sense as a goose, we will join in formation with those who are headed where we
want to go.

%             

LESSONu It pays to take turns doing the hard tasks and sharing leadership.

& i   
LESSONu We need to make sure our honking from behind is encouraging - not something less helpful.

'                 

            i ! !  
!      i  !        
LESSONu If we have as much sense as the geese, we'll stand by one another like they do.