TEAM

.
 INTRODUCTION

WHAT IS A TEAM?

 Teams are a small group of people who work

actively together to achieve a common
purpose for which everyone in team are
accountable.
DEFINITIONS OF TEAMS
 A team comprises of group of people linked
with a common purpose.

 A group of people with a goal.

 group of people who work well together.

 Teams are especially appropriate for

conducting tasks that are high in complexity
and have many interdependent subtasks.
WHEN TEAMS …..?

 Clear/Common purpose.
 Job requirements.
 Sufficient resources are available.
 Authority to manage and change.
WHY TEAMS …?

 Scaling the work into modules

 Monitoring the modules
 Interdependency in teams
 Integrating the modules
 Finalizing
DIFFERENCE B/W TEAM & GROUP
 A number of leadership courses designed for
the corporate world- stress the importance of
team building, not group building.

 A team's strength depends on the commonality

of purpose and interconnectivity between
individual members.
whereas a group's strength may come from
sheer volume or willingness to carry out a
single leader's commands.
DIFFERENCE B/W TEAM & GROUP
 The success of a group is often measured by its final results,
not necessarily the process used to arrive at those results.

 A team, by comparison, does not rely on "groupthink" to

arrive at its conclusions. Individual members of a group
often have the ability to walk away from the group when
their services or input become unnecessary.

 A team member's absence can seriously affect the abilities

of other team members to perform effectively, so it is not
uncommon for individual members to form an exceptionally
strong allegiance to the team as a whole.
CONT…
 A team is internally organized, with specific
goals and usually with specific roles for
different members of the team.

 A group is just a collection of people with

something in common, such as being in the
same place or having a shared interest.
 TYPES OF TEAMS

The various types of teams

include..,
•Problem-solving Teams.
•Self-Managed Work Teams.
•Cross-Functional Teams.
•Virtual Teams.
Problem-solving Teams

•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.
•A special type of employee involvement
group is the quality circle
Self-Managed Work Teams..,

•Groups of 10 to 15 people who take on the

responsibilities of their former supervisors
•How self managing teams works?
•Operational implications of self-managing teams.
Cross-Functional Teams..,

•Employees from about the same hierarchical

level, but from different work areas, who come
together to accomplish a task
• Task forces

• Committee
s
Virtual Teams..,
•Teams that use computer technology to tie
together physically dispersed members in
order to achieve a common goal.

Characteristics of virtual
teams..,
1. The absence of paraverbal and nonverbal cues

2. A limited social context

3. The ability to overcome time and space

constraints
Classification based on the purpose..,

•Teams than recommend things.

•Teams that run things.
•Teams that make or do things.
 TEAM WORK

•Teamwork is defined in Webster's New World Dictionary

as
"a joint action by a group of people, in which each person
subordinates his or her individual interests and opinions to the
unity and efficiency of the group."
•In order for teamwork to succeed one must be a
teamplayer.
High performance team..,

•They have strong core values that help guide

their attitudes and behaviors.
•They turn general sense of purpose to specific
sense of purpose.
•They have right mix of skills.
•They posses creativity.
 TEAM BUILDING
Meaning:

Is a sequence of planned activities designed

to gather & analyze data on the functioning of a
team & to initiate changes designed to improve
teamwork & increase team effectiveness
Objectives:

a. Identify and understand teams and how

they function.

b. Demonstrate the skills necessary for the

development of an effective team.

"It is amazing how much people can get done if they do not worry about
who gets the credit." --Sandra Swinney
What, team building is…?

• is...designed to motivate people through shared

goals

• is...to help your team be more effective

• is...an excellent way of boosting corporate staff

morale and improve group dynamics and
communication

• is...a must for every company with a vision to

grow
 Notice of - problem or
development of
problem

Gathering & analyzing

Evaluation of result of data relating to the
problem

Plan for
Implement the
improvement/solvi
action Plan
ng

Team building PROCESS

Approaches to team
building..,
i. Formal Retreat Approach.

ii. Continuous improvement Approaches.

iii.Outdoor Experience Approaches.

"You put together the best team that you can with the players

you've got, and replace those who aren't good enough." --Robert

Crandall
i. Formal Retreat Approach.

-Team Building takes place during an off-site

-Team members works on variety of assessment &

planning

-Often held with an assistance of a consultant from

outside

-Which results by offering opportunities for intense &

Concentrated effort to examine group

accomplishment & operation.

ii. Continuous improvement Approaches.

i. Formal Retreat Approach.

ii. Continuous improvement Approaches.

- An essential approaches needed for organizations today,

- Manager/Leader/members of the team, themselves

take responsibility of Team Building,

- Team Building done by Periodic Meetings,

- Team members Commit themselves to make Continuous

improvement & day-day changes needed to ensure Team

Effectiveness.

iii. Outdoor Experience Approaches.

i. Formal Retreat Approach.
ii. Continuous improvement Approaches.

iii.Outdoor Experience Approaches.

- Most popular Team Building Approch,

- it places team members in a verity of Physically

challenging situation that can be mastered only

through tem work & not by individualy,

Qualities of an Effective Team Player
1. Demonstrates reliability
2. Communicates constructively
3. Listens actively
4. Functions as an active participant
5. Shares openly and willingly
6. Cooperates and pitches in to help
7. Exhibits flexibility
8. Shows commitment to the team
9. Works as a problem-solver
10. Treats others in a respectful and supportive manner
ARE TEAMS ALWAYS THE
ANSWER???

NO
WHEN NOT TO USE TEAMS
 Less work requiring less resources is to be
done.

 When the work does not require multiple

skills.
 INTROSPECTION BEFORE
FORMING A TEAM
 CAN THE WORK BE DONE BETTER BY
MORE THAN ONE PERSON?
 DOES THE WORK CREATE A COMMON
PURPOSE OR SET OF GOALS FOR THE
PEOPLE IN THE GROUP THAT IS MORE
THAN THE AGGREGATE OF INDIVIDUAL
GOALS?
 ARE THE MEMBERS OF THE GROUP
INTERDEPENDENT?
CASE FACTS…
 Jeff Gordon and his team is one of the most
sensational NASCAR’S racing teams.

 Team is a truly winning NASCAR race team as

it comprises of three most required
ingredients-:
1. people (Rainbow Warriors and crew chief),
2. equipment (fastest and most reliable
Chevrolet),
3. money (finances from DuPont),
 Members of the team always pay more attention to
team achievement rather than individual
achievement. They always use different approaches
to achieve their goal.

 Ray Everham resigns to form his own organization

and a new chief is appointed, at that time the team
faces a series of defeats, but the strength of the
team was still there, so they were back with bang.
 Evaluate Jeff Gordon’s race teams on
dimensions covered in the text’s discussion
of characteristics of high-performance teams.
 Discuss Jeff Gordon’s race teams on
dimensions covered in the text’s discussion
of methods to increase group cohesiveness.
 Compare Gordan’s race team on the
methods of team building. Which one most
applies to this situation?

 What are the potential pros and cons when a

successful team leader such as Evernham
leaves and is replaced by someone else?
DEALING WITH A TEAM

…The Real Scenario

DEALING WITH DIFFERENT KINDS OF
TEAM MEMBERS
Attributes Of The Team How To Deal:
Member:
The Tanks: Pushy & ruthless,When under attack, hold your
loud & forceful, they assume thatposition, make direct eye contact.
the end justifies the means. When they finish, say, “When
you’re ready to speak to me with
respect, I’ll be ready to discuss
this matter.”
The Snipers: Identify yourStop in mid sentence & focus your
weaknesses & use them againstfull attention on them. Ask them to
you through sabotage behind yourclarify their grievance. If it is valid,
back or putdowns in front of thetake action: If invalid, express your
crowd. appreciation & calmly offer new
information.
The Know-It-Alls: Will tell youAcknowledge their expertise & be
what they know-for hours at aprepared with your facts. Use
time-but won’t take a second topronouns like we or us. Present
listen to your “clearly inferior”your information as probing
ideas questions rather than statements
so that you are less threatening &
appear willing to learn from them.

The Think-They-Know-It-Alls:Acknowledge their input, but

They don’t know much, but theyquestion their facts with “I”
don’t let that get in the way. Theystatements, such as, “From what
exaggerate, brag, mislead &I’ve read & experienced…”
distract.
The Grenades: When they blowWhen the explosion begins,
their tops, they’re unable to stop.assertively repeat the individual’s
When the smoke clears & the dustname to get his/her attention.
settles, the cycle begins again. Then calmly address the person’s
first few sentences, which usually
identify the real problem.

The Yes Persons: They are quickWhen they say yes, ask them to
to agree but slow to deliver,summarize their commitment &
leaving a trail of un keptwrite it down. Arrange a weird
commitments & broken promises. deadline & describe the negative
consequences that will result if
they do not follow through.
The Maybe Persons: When facedList advantages & disadvantages
with crucial decision, they keepof the decision or option. Help
putting it off until it’s too late & thethem feel comfortable & safe, stay
decision makes itself. in touch until the decision is
implemented.

The Nothing Persons: No verbalUse open-ended questions that

or non verbal feedback. They tellbegin with who, what, where,
you nothing & stare past you as ifwhen or how. Use humor;
you’re not there. describe the negative results of
not talking to you.
The No Persons: Doleful &Ask them to critique your idea.
discouraging, they say, “WhatThis shows you are approaching
goes up must come down.” Andthe problem realistically and with
what comes down must never bean open mind. Listen to their
able to get back up again. feedback, fix the problems, then
present the plan.

The Whiners: They wallow in theirListen & write down their main
woe, whine incessantly, & carrypoints. Interrupt & get specifics;
the weight of the world on theirIdentify & focus on possible
shoulders. solutions. If they remain in “it’s
hopeless” mode, walk away
saying, “Let me know when you
want to talk about solving the
problem.”
AN ILLUSTRATION TO MAKE YOU
UNDERSTAND BETTER
This is a small task which I would like you to
perform in the confinement of the class room
based on the types of team members discussed
just now. There are two columns. One contains a
list of famous cricket player and the other
contains a list of attributes that were discussed
just now. Your role is to match the cricketer with
the attribute that you feel suits him the most. At
the end of the task, each one of you may
randomly spell out your answer with the valid
reasons. This task will help you identify people
with ease and then deal with them in the
appropriate manner.
MATCH THE FOLLOWING
COLUMN-A (Cricketers) COLUMN-B (Attributes)
(a) Sourav Ganguly (1) The Tanks
(b) Rahul Dravid (2) The Whiners
(c) Harbhajan Singh (3) The Know-It-Alls
(d) Andrew Symonds (4) The Snipers
(e) S.Sreesanth (5) The Grenades
(f) Ricky Ponting (6) The think They Know-It-Al
(g) Andrew Flintoff (7) The No Persons
(h) Shane Warne (8) The Maybe Persons
(i) Sachin Tendulkar (9) The Yes Persons
(j) Mohhamad Kaif (10) The Nothing Persons
MY ANSWERS:
 (a)- (1)
 (b)- (10)

 (c)- (5)

 (d)- (4)

 (e)- (6)

 (f)- (8)

 (g)- (9)

 (h)- (3)

 (i)- Beyond Comparison

 (j)- (2)
MODERN TEAM PRACTICES

..Running The Extra Mile To Keep Team

Members Motivated
PRACTICES ADOPTED BY ORGANIZATIONS
TO KEEP THEIR TEAM MEMBERS
MOTIVATED
 Arrangement Of Team Parties On completion Of
a Project.
 Encouraging Various Friendly Sports
Competitions to Bring Out the Team Spirit.
 Arranging For Weekend Camping, Trekking
Activities To Facilitate Bonding Among The Team
Members.
 Recognizing A Team’s Effort By rewarding It
suitably For Their Hard work.
SELF ASSESSMENT TEST

Are You A Good Team Player?

SELF -ASSESSMENT QUESTIONNAIRE
The “TEAM” self assessment questionnaire has
been designed to help you perform a self-
assessment of your current competencies against
important, critical competencies needed by the
corporate services community to respond to current
and future challenges envisaged for your business
role in a team. The results are intended to serve as
guidelines for developing your personal learning
plan.

The self-assessment questionnaire is an

opportunity to assess your personal strengths and
developmental opportunities and establish a
personal learning plan to meet your needs
RULES OF THE GAME
 Read thoroughly the competencies
mentioned in the questionnaire.
 Identify the highest proficiency degree that
describes the behaviors that you currently
demonstrate.
 Check the appropriate boxes and mark your
score corresponding to that attribute.
 At the end of the questionnaire, calculate
your total score.
 Most important of all be honest with your
response.
ANSWER THE QUESTIONNAIRE
EVALUATION
Compare Your Score With The Following
Yardstick:
 33 : If you have answered honestly, then you
are an extra ordinary team
member, else please be honest next
time
 25-32 : You are an exemplary team member.
 15-24 : You are a proficient team member.
 7-14 : You are a partially proficient team
member.
 0-6 : You are an incomplete team member &
need to work hard to be a part of any
winning team.
CONCLUSION
INFERENCES DRAWN FROM THIS
DISCUSSION
Teamwork ensures not only that a job gets
done but also that it gets done efficiently.
Therefore, Successful team work can often
make the difference between the profitable &
the unprofitable operation of an organization.
Many companies form specific types of
teams. Three of the most common are self-
directed teams, problem solving teams &
special purpose teams.
An effective work team tends to be informal
& relaxed, with no obvious tensions. People
are involved, interested & anxious to
participate in solving work-related problems.
An effective work group also clearly
understands the goals & objectives.
 Members of an effective team should
assume effective leadership & membership
roles. Each helps the group achieve its
mission. Everyone assumes the role of a team
member & team builder. Empowerment
programs can give employees the extra
motivation they need to be more involved in
a team.
A team usually comprises of different kinds
of people with their own set of attributes. It is
essential to identify these attributes and deal
with them accordingly in order to ensure
smooth functioning of the team.
 it is to be understood that a team consists of
people with diverse interests & thus its not rare
to see conflicts among team members. At such
instances, the right conflict management
strategy within the team ensures the team
proceedings to move amicably.
Thus it is justified when we expand team in the
following way:
T- Together
E- Everyone
A- Achieves
M- More
REFERENCES:
 Reece/Brandt: Effective Human Relations In
Organizations, sixth edition, Houghton Mifflin
 Rick Brinkman/Rick Krischner: Dealing With
People You Can’t Stand, McGraw-Hill
 Rensis Likert/Jane gibson: New Ways Of
Managing Conflict, McGraw Hill
 Jerry B. Harvey: The Abilene Paradox & Other
Meditations On Management
THANK YOU