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Organization Behavior Presentation

This document discusses building effective teams. It defines a team as a small group of people with complementary skills committed to a common goal and approach. Teams are more than just individuals - there is synergy. Teams have advantages over individual work, including flexibility. Teams can be classified by purpose, duration, membership, and interaction type. Key types are problem-solving teams, self-managed teams, cross-functional teams, and virtual teams. Building effective teams involves task management, process management, communication, understanding team style, and managing individual contributions.

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61 views

Organization Behavior Presentation

This document discusses building effective teams. It defines a team as a small group of people with complementary skills committed to a common goal and approach. Teams are more than just individuals - there is synergy. Teams have advantages over individual work, including flexibility. Teams can be classified by purpose, duration, membership, and interaction type. Key types are problem-solving teams, self-managed teams, cross-functional teams, and virtual teams. Building effective teams involves task management, process management, communication, understanding team style, and managing individual contributions.

Uploaded by

cool19890529
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 14

TEAM - BUILDING

Presented by:-
Satyendra Singhal
Contents
• Introduction
• Why Teams
• Groups and Teams: what is Difference?
• Types of Teams
• Building Effective Teams
Introduction:-
A team is a small number of people with complementary skills
who are committed to a common purpose, performance, goals
and approach for which they hold mutually accountable.
Every group can not be considered as a team. Teams are more
than sum of individual members’ contributions. There exists
synergy. Members of the teams possess complimentary skills
and work in interdependent manner while working for agreed
objectives.
WHY TEAMS:
IMPORTANCE
• Team approach to work seems to have several advantages over
individual approach at work. Evidence suggests that team
works better when task requires multiple skills, judgment, and
experience. Further, competition demands flexibility among the
players.
• Teams have shown more flexibility in adapting changing
demands as compared to traditional departmental structure.
Organizations also use teams to motivate their staff as staff gets
enough opportunity to influence operational decisions by
having interactions.
• Teams are also being used to utilize the talents available with
the organizations in more efficient ways. Last but not least
teams are being used to democratize the workplace where
there is hierarchical relationship between the members of the
workforce
Group v/s Team
GROPUS TEAMS
1.Strong, clearly focused leader. 1.Shared leadership roles.

2. Individual accountability. 2.Individual and mutual


accountability

3. Their purpose is the same as a 3.The purpose Is broader than


organizational mission, and what percolates from the top, and
percolates from the top. accepted by team members,
helping toe focus on the specific
goal that the team itself delivers.

4. Productivity is largely as a 4. Productivity is largely due to


result of individuals in the group. collective team efforts.
TYPES OF TEAM:-
There are many type of team. The simplest team can be a manager and
his direct reports. Another example may be members of music bands.

Teams can be differentiated on four dimensions:

1.Purpose: Why teams have been formed? It may be for overcoming a


crisis, developing a new product, improving quality or for solving a
problem?
2.Duration: Whether the team is of continuous/ permanent or the
same is temporary/ ad-hoc nature?
3.Membership: Whether membership is discipline based or the same
is multi-disciplinary/cross functional
4.Nature of interaction: Whether the interface among members is
face to face or the same is mediated through computer technology?
• Robbins talked about four major types of teams:

1.Problem-solving Teams:- This is the most classical


form of teams. These teams typically consists of a small
group (5 to 12) members of employees from same
department who meet for few hours weekly or fortnightly
to discuss ways of improving quality, efficiency, and work
environment. These are called problem solving teams.
2.Self–Managed Teams:- Self managed teams are
improvement over problem solving teams. Since problems
solving teams do not have authority to implement their
own decisions. Self managed teams are group of
employees (typically 10 to 15 in number) who perform
highly related to interdependent jobs and assume many of
the roles assigned to their formers supervisors
3. Cross-functionalTeams:-
It consists of members belonging to same hierarchical level, but
having different skills and professional background and have
come together to accomplish a task. Project management
teams in software organizations normally use such cross-
functional teams.

4. Virtual Teams:-
Virtual teams use computer technology to have interface among
members of the team who work together to achieve a common
goal. They allow people to collaborate online through various
means like wide area networks, video conferencing, email
whether they are on room away or far a part. For example,
team of news crew of Doordarshan providing information
from various stations
Building Effective Teams:-

Team building process should be natural and be centered


on specific and identifiable tasks. Is the problem is
challenging and capable of stimulating various aspects of
team process, building of team becomes smooth. Process
of team building may be further accelerated if the people
selected to work on the team are likely to work together
in future as compared to individual artificially grouped.

Parkinson suggested that team building needs to cover at


least five areas:
1. Task management:- Teams should follow a systematic approach
to managing the work. It should include formal goal setting, planning,
organizing time management, problem solving and review. for
example, review of progress. Monitoring of continuous progress may
affect subsequent phases of work depending upon the progress.
2. Process Management:- This involves many interpersonal
competencies like questioning, listening, summarizing encouraging,
initiative, expressing opinion, synthesizing expressing and responding
to feelings, gate keeping etc.
3. Inter-group communication:- Team work parallel to many
other teams. Many time teams need to share resources or need to
communicate to others for getting its objectives fulfilled. This
requires teams to develop communication, negotiation skills and
understanding of political climate in the organization.
4. Team style:- What instance members of the team take will affect
team’s performance. Similarly, what instance, what role team
members take will also affect teams outcome.
5. Contribution management:-Since the team is nothing
but a synergistic combination of individuals, while building
the teams individuals skills expertise, needs and personality
must be understood in the context of teamwork since these
features will help in assuming various team roles.
• .

Thank You

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