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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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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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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