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PRESENTATION ON TEAM

By :HIMANSHU MALHOTRA MBA 1st Semester 03111403910

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 interdependent subtasks.

HOW WE EXPLAIN THE POPULARITY OF TEAM ?

FLEXIBILITY RESPONSIVE TO CHANGE ENVIROMENT QUICKLY ASSEMBLED, DEPLOYED, REFOCUSED, AND DISBANDED. INCREASED EFFICIENCY ENHANCED PERFORMANCE

STAGES OF TEAM DEVELOPMENT


1. 2.

3.
4. 5.

FORMING STORMING NORMING PERFORMING ADJOURING

FORMING
THE FIRST STAGE OF TEAM DEVELOPMENT PROCESS, CHARACTERIZED ABOUT THE GROUPS PURPOSE, STRUCTURE, AND LEADERSHIP.

STORMING
THE SECOND STAGE OF THE TEAM DEVELOPMENT PROCESS, CHARACTERIZED BY INTRAGROUP CONFLICT.

NORMING
IN THIS PROCESS THE TEAM STRUCTURE SOLIDIFIES AND MEMBER ASSIMILATE A COMMON SET OF EXPECTATION FOR APPROPRIATE WORK BEHAVIOUR.

PERFORMING

IN THIS STAGE THE STRUCTURE IS FULLY FUNCTIONAL AND ACCEPTED BY TEAM MEMBERS AND THEIR ENERGY IS FOCUSED ON PERFORMING THE NECESSARY TASKS.

ADJOURNING

IN THE FIFTH AND FINAL STAGE OF THE TEAM DEVELOPMENT PROCESS, THE TEAM WRAPS UP ITS ACTIVITIES AND PREPARE FOR DISBANDMENT.

STAGES OF GROUP DEVELOPME NT : FORMING STORMING NORMING UNDER DEVLOPED

GROUP MATURITY :

IMMATURE

EXPERIMENT IMMATURE ING SETTING DOWN SEMIMATURE MATURE MATURE

PERFORMING TEAM ADJOURNING DISBANDING

TYPES OF WORK TEAM


1.

2.
3. 4. 5.

FUNCTIONAL TEAMS PROBLEM SOLVING TEAM SELF-MANAGED TEAMS CROSS-FUNCTIONAL TEAMS VIRTUAL TEAMS

FUNCTIONAL TEAM
A TEAM COMPOSED OF MANAGER AND THE EMPLOYEES IN HIS OR HER UNIT WHO ARE OFTEN INVOLVED IN EFFORTS TO IMPROVE WORK ACTIVITIES OR TO SOLVE SPECIFIC PROBLEMS WITHIN A PARTICULAR FUNCTION UNIT.

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 WOK ENVIROMENT

QUALITY CIRCLES

WORK TEAMS OF 8 TO 10 EMPLOYEES AND SUPERVISORS WHO SHARE AN AREA OF RESPONSIBILITY BY MEETING REGULARLY TO DISCUSS THEIR QUALITY PROBLEMS, INVESTIGATING CAUSES OF THE PROBLEMS, RECOMMENDING SOLUTIONS, AND TAKING CORRECTIVE ACTIONS.

SELF-MANAGED WORK TEAM


A FORMAL GROUP OF EMPLOYEES THAT OPERATE WITHOUT A MANAGER AND IS RESPONSIBLE FOR A COMPLETE WORK PROCESS OR SEGMENT THAT DELIVERS A PRODUCT OR SERVICE TO AN EXTERNAL OR INTERNAL CUSTOMER.

CROSS-FUNCTIONAL TEAM WORK


A GROUP OF WORKERS CONSISTING OF EMPLOYEES FROM ABOUT THE SAME HEIRARCHICAL LEVEL BUT FROM DIFFERENT WORK AREAS IN THE ORGANIZATION BROUGHT TOGETHER TO ACCOMPLISH A PARTICULAR TASK.

VIRTUAL TEAMS

TEAMS THAT USE COMPUTER TECHNOLOGY TO LINK PHYSICAL DISPERSED MEMBERS IN ORDER TO ACHIEVE A COMMON GOAL

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 CERTAIN OBJECTIVES. WORK TEAM INDIVIDUALS WHO COME TOGETHER TO GENERATE POSITIVE SYNERGY THROUGH A COORDINATED EFFORT; INDIVIDUAL EFFORT RESULT IN A LEVEL OF PERFORMANCE THAT IS GREATER THAN THE SUM OF THOSE INDIVIDUAL INPUTS.

HOW WORK GROUP AND WORK TEAMS DIFFER ?

GOALS SYNERGY ACCOUNTABILITY SKILLS

CHARACTERISTICS OF HIGH PERFORMING WORK TEAMS

UNIFIED COMMITMENT CLEAR GOALS RELEVANT SKILLS NEGOTIATING SKILLS INTERNAL SUPPORT EXTERNAL SUPPORT EFFECTIVE LEADERSHIP MUTUAL TRUST GOOD COMMUNICATION

UNIFIED COMMITMENT

CLEAR GOALS

GOOD COMMUNICATION

RELEVANT SKILLS

EFFECTIVE TEAMS

MUTUAL TRUST

NEGOTIATING SKILLS

EFFECTIVE LEADERSHIP

INTERNAL SUPPORT

EXTERNAL SUPPORT

CAPABLE OF READJUSTING THEIR WORK SKILLSCALLED JOB MORPHING TO FIT THE NEEDS OF THE TEAM. HAVE BOTH TECHNICAL 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.

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.

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

THE 5 Ps OF TEAM BUILDING PROCESS

Teams are a useful business tool for process and quality improvement, which may lead to higher customer satisfaction or cost reduction. Many managers recognize the benefits teams may bring but do not properly consider what it takes to get a team functioning in the direction management desires .

THE 5 P ARE

PURPOSE PARTICIPATION PLACEMNT PROCESS PLAN

PURPOSE

Will the team clearly understand why it exists, what it is to do and how it will know they are successful? The team and management must agree to written purpose or mission statement so that they are working together in a common direction towards solutions that meet their overall purpose. Team goals and management deadlines should align with their overall purpose and will serve to guide the team performance and help them meet challenges.

PARTICIPATION

Who would be the best people to include on the team and how large should the team be in order to accomplish its purpose? Management needs to consider necessary skill sets, professional attitudes, and process knowledge when selecting team members. In addition, for membership at the formation of team or as team personnel needs to grow, look for a balance between personality types for both task and people focus to be included so the solutions team may design will be more diverse and innovative to achieve team purpose and required work.

PLACEMENT

Where will the team members be physically located and how often should the team plan to have meetings? If the team is to be an intact work group, this may make some things simpler but the team will need a meeting room for complex problem solving. If the team is spread over multiple sites, managers will need to consider costs and possible problems team may have due to culture or time differences, and then determine whether travel for some meetings is required or if any special equipment is needed for members to meet regularly via phone or on-line.

PROCESS

How will the team get to where it needs to go in order to accomplish its purpose? The team should develop and agree to their ground rules, any constraints that management may set related to decision-making authority or functional boundaries. Initial team training should include meeting management with a suggested meeting agenda and record-keeping formats, interpersonal communication, problem solving, and if relevant to team's work include process mapping .

PLAN

Will the team acknowledge when its project or assignment will be complete and know what it needs to accomplish its tasks? If the team goals are specific to their purpose and the 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 only should the team and their management define work deadlines and expected milestones in its goals and schedules, but it should also include necessary training to acquire team and task related skills.

TURNING INDIVIDUAL INTO TEAM PLAYERS

INDIVIDUAL ACHIEVEMENTS, STRONG WILL SURVIVE, INDIVIDUAL RESISTANCE.

VARIOUS CHALLENGES

ONE OF THE BARRIER TO TEAM DEVELOPMENT PROCESS IS INDIVIDUAL RESISTANCE. COMMUNICATION, CULTURE.

ROLE OF TEAM MEMBERS

CREATOR-INNOVATORS EXPLORER-PROMOTERS ASSESSOR-DEVELOPERS THRUSTER-ORGANIZERS CONCLUDER-PRODUCERS CONTROLLER-INSPECTORS UPHOLDER-MAINTAINERS REPORTER-ADVISERS LINKERS

CREATORINNOVATORS LINKERS EXPPLORERPROMOTERS

REPORTERADVISERS TEAM

ASSESSORDEVELOPERS

UPHOLDERMAINTAINERS

THRUSTERORGANIZERS

CONTROLLERINSPECTORS

CONCLUDERPRODUCERS

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.

EXPLORER - PROMOTERS

TAKE NEW IDEAS AND CHAMPION THEIR CAUSE. PROMOTE IDEAS TAKING FROM CREATORINNOVATORS 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.

ASSESSOR-DEVELOPERS

HAVE STONG ANALYTICAL SKILLS. EVALUATE DIFFERENT OPTIONS AN ANALYZE BEFORE DECESSION IS MADE.

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.

CONCLUDER-PRODUCERS

ARE CONCERNED WITH RESULTS THEIR ROLE FOCUSES ON KEEPING TO DEADLINES AND ENSURING THAT ALL COMMITMENTS ARE FOLLOWED THROUGH.

CONTROLLER-INSPECTORS

HIGH CONCRN FOR ESTABLISHING AND ENFORCING RULES AND POLICIES. EXAMINE DETALS AND MAKE SURE INACCURACIES ARE AVOIDED.

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.

REPORTER-ADVISERS

ARE GOOD LISTNERS AND TEND NOT TO PRESS THEIR POINT OF VIEW ON OTHERS. ENCOURAGES TEAM.

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.

ROLE OF MANAGER FOR SHAPING TEAM BEHAVIOURS


PROPER SELECTION EMPLOYEE TRAINING REWARDING THE APPROPRIATE TEAM BEHAVIOURS.

PROPER SELECTION

TECHNICAL SKILLS SOCIAL SKILLS TEAM SKILLS

TRAINING

PROBLEM SOLVING COMMUNICATION CONFLICT RESOLUTION

REWARDS

REWARDS ON COOPERATIVE EFFORTS RATHER THAN COPMETITIVE ONE. PROMOTIONS, PAY RAISE. Eg. TRAINING NEW COLEAGUES, SHARING INFORMATION WITH TEMMATES, HELPING RESOLVE TEAM CONFLICTS.

THAT THE END OF MY PRESENTATION

THANK YOU