TEAM

T-Together E-Everyone A-Achieves M-More

 A Team is a group of people who come together temporarily to achieve a purpose.

 A small number of members with shared leadership who perform interdependent jobs
with individual and group accountability, evaluation, and rewards.
 A team is a group of People working together to achieve a common purpose for which
they hold themselves mutually accountable.
 A social aggregation in which a limited number of individuals interact on a regular basis
to accomplish a set of shared objectives for which they have mutual responsibility.
 A team is like a car in that it consists of multiple parts joined together to accomplish a
particular task.

It is less me and more we

 Team

It is amazing how much you can accomplish when-it doesn’t matter who gets the credit.

Some of the key elements are:-

 The members have a shared work product.
 Tasks are interdependent.
 There is shared responsibility for output and results.
 There is a commitment to a common approach to working together.
 Members collectively manage their relationship across organizational boundaries.

Benefits of team
In organizations that have reorganized the workplace into teams, results have improved & costs
have declined.
 Reduced Costs
 Quality of result has improved & service provided.
 Increases employee involvement
 Reduces absenteeism & improves continuity
 Reduces conflict
 Enhances creativity & innovation
 Creates better adaptability & flexibility in the organization.
Why Have Teams Become So Popular
 Teams typically outperform individuals.
 Teams use employee talents better.
 Teams are more flexible and responsive to changes in the environment.
 Teams facilitate employee involvement.
 Teams are an effective way to democratize and organization and increase motivation.

The Power of Teams

To succeed, organizations must rely on the knowledge, skills, experience, and perspectives of a
wide range of people to solve multifaceted problems, make good decisions, and deliver effective
solutions. This is where dynamic, productive teams can make the difference. Teams create
environments in which members can keep up with change, learn more about the organization,
and develop collaborative skills. Team outperform individuals when
 The task is complex.
 Creativity is needed.
 The path forward is unclear.
 More efficient use of resources is required.
 Fast learning is necessary.
 High commitment is desirable.
 Cooperation is essential to implementation.
 No individual has sufficient knowledge to solve the problem.

How do teams contribute to organizations?

 Team -A small group of people with complementary skills, who work together to achieve
a shared purpose and hold themselves mutually accountable for performance results.

 Teamwork -The process of people actively working together to accomplish common

goals.

 Team and teamwork roles for managers:

 Supervisor — serving as the appointed head of a formal work unit.
 Network facilitator — serving as a peer leader an network hub for a special task
force.
 Participant — serving as a helpful contributing member of a project team.
 External coach — serving as the external convenor or sponsor of a problem-
solving team staffed by others.
  Common problems in teams:
– Personality conflicts.
– Individual differences in work styles.
– Ambiguous agendas.
– ill-defined problems.
– Poor readiness to work.
• Lack of motivation.
• Conflicts with other deadlines or priorities.
• Lack of team organization or progress.
• Meetings that lack purpose or structure.
• Members coming to meetings unprepared.

 Usefulness of teams:
– More resources for problem solving.
– Improved creativity and innovation.
– Improved quality of decision making.
– Greater commitments to tasks.
– Higher motivation through collective action.
– Better control and work discipline.
– More individual need satisfaction.

GROUP

 A collection of people who interact with one another, accept rights & obligations as
members & who share a common identity.

 Two or more members with a clear leader who perform independent jobs with individual
accountability, evaluation, and rewards.

Example- A group of people waiting at a bus stop.

Team Versus Group: What’s the Difference

Work Group
A group that interacts primarily to share information and to make decisions to help each group
member perform within his or her area of responsibility.

Work Team
A group whose individual efforts result in a performance that is greater than the sum of the
individual inputs.

Comparing Work Groups and Work Teams

GROUP TEAM
a) Person associated together in work or Individual assembled together or having some
activity. unifying relationship.
b) Members responsible for their own Member’s collective performance determines
contributions. result.
c) Individualistic approach do not produces ‘Synergy arises in teams.’
synergy.
d) Ex.- A Choir Ex.- A football team
Types of Teams

a) Problem-Solving Teams
b) Self-Managed Work Teams
c) Cross-Functional Teams
d) Virtual Teams

a) 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.

Organizations are relying more and more on Problem-Solving Teams to help solve
organizational problems.

In Problem Solving teams, members share ideas or offer suggestions on how work process
and methods can be improved.

b) Self-Managed Work Teams

Groups of 10 to 15 people who take on the responsibilities of their former supervisors.
Typically, these responsibilities include:
 Collective control over the pace of work,
 Determination of work assignments,
 Organization of breaks, and
 Collective choice of inspection procedures used.

Fully self managed teams select their own members, and the members evaluate each
other’s performance. As a result, supervisory positions take on decreased importance and
may even be eliminated.
 c) Cross-Functional Teams

Employees from about the same hierarchical level, but from different work areas, who
come together to accomplish a task.

• Task forces

• Committees

Cross Functional Teams are an effective means of allowing people from diverse areas within an
organization to exchange information, develop new ideas, solve problems and coordinate
complex projects. Cross Functional Teams bring people with different functional specialties to
better invent design, or deliver a product or service. The general goals of using cross functional
team include some combination of innovation, speed and quality that come from early
coordination among the various specialties.

d) Virtual Teams

Teams that use computer technology to tie together physically dispersed members in
order to achieve a common goal.

They allow people to collaborate online, whether they are only a room apart or seprated
by continents.

The three primary factors that differentiate virtual teams from face-to-face teams are:
1. The absence of paraverbal and nonverbal cues
2. A limited social context
3. The ability to overcome time and space constraints
A Team-Effectiveness Model
 Effective teams are fast and flexible enough to respond to the challenges of the times.
Teams today take many forms: management teams, improvement teams, and self directed
work teams. Teams can accomplish a variety of purposes, including the ability to

 Reduce lead time

 Manage processes
 Perform daily work
 Develop new products and services
 Redesign systems
 Understand customer needs

Effective teams -
 Achieve and maintain high levels of task performance.
 Achieve and maintain high levels of member satisfaction.
 Retain viability for the future.

 Team effectiveness may be summarized as -

Team Effectiveness = Quality of Inputs + (Process Gains - Process Losses)

Interaction patterns and communication networks in teams.

 Communication networks

– Decentralized
• All members communicate directly with one another.
– Centralized
• Activities are coordinated and results pooled by central point of
control.
– Restricted
• Polarized subgroups contest one another.
• Subgroups may engage in antagonistic relations.
Team Mission and Vision
Almost all team activity falls under two main topics:

Task Accomplishment and Team Building.

Task accomplishment is any activity that accomplishes work and moves the team
toward its mission.

Team building is any activity that builds and strengthens the team as a team. The experts
agree that teams that focus on both sets of activities tend to be stronger and more
successful over time.

Task Accomplishment - Team Mission and Vision

The driving force behind every team is a clear mission and vision. A mission is the task at
hand…what the team does…its purpose for existing. A vision is a mental image of a possible
and desirable future state for the team that is better than what now exists.
The best teams have members who share a common understanding of the mission and vision,
and have great clarity of how their mission and vision support those of the larger organization.
Teams that perform poorly are frequently found to lack this common understanding.

Vision Statements and Mission Statements are the inspiring words chosen by successful leaders
to clearly and concisely convey the direction of the organization. By crafting a clear mission
statement and vision statement, you can powerfully communicate your intentions and motivate
your team or organization to realize an attractive and inspiring common vision of the future.
"Mission Statements" and "Vision Statements" do two distinctly different jobs.
A Mission Statement defines the organization's purpose and primary objectives. Its prime
function is internal – to define the key measure or measures of the organization's success – and
its prime audience is the leadership team and stockholders.

Vision Statements also define the organizations purpose, but this time they do so in terms of the
organization's values rather than bottom line measures (values are guiding beliefs about how
things should be done.)
The vision statement communicates both the purpose and values of the organization. For
employees, it gives direction about how they are expected to behave and inspires them to
give their best. Shared with customers, it shapes customers' understanding of why they
should work with the organization.
First we look at creating mission statement.

Mission Statement Creation

1. To create your mission statement, first identify your organization's "winning idea".
2. This is the idea or approach that will make your organization stand out from its
competitors, and is the reason that customers will come to you and not your competitors
(see tip below).
3. Next identify the key measures of your success. Make sure you choose the most
important measures (and not too many of them!)
4. Combine your winning idea and success measures into a tangible and measurable goal.
5. Refine the words until you have a concise and precise statement of your mission, which
expresses your ideas, measures and desired result.
Example:
Take the example of a produce store whose winning idea is "farm freshness". The owner
identifies two keys measures of her success: freshness and customer satisfaction. She creates her
mission statement – which is the action goal that combines the winning idea and measures of
success.
The mission statement of Farm Fresh Produce is:
"To become the number one produce store in Main Street by selling the highest quality, freshest
farm produce, from farm to customer in under 24 hours on 75% of our range and with 98%
customer satisfaction."

Vision Statement Creation

Once you've created your mission statement, move on to create your vision statement:
1. First identify your organization's mission. Then uncover the real, human value in that
mission.
2. Next, identify what you, your customers and other stakeholders will value most about
how your organization will achieve this mission. Distil these into the values that your
organization has or should have.
3. Combine your mission and values, and polish the words until you have a vision statement
inspiring enough to energize and motivate people inside and outside your organization.
Using the example mission statement developed for Farm Fresh Produce, the owner examines
what she, her customers and her employees value about her mission.
The four most important things she identifies are: freshness, healthiness, tastiness and "local-
ness" of the produce. Here's the Vision Statement she creates and shares with employees,
customers and farmers alike:

"We help the families of Main Town live happier and healthier lives by providing the freshest,
tastiest and most nutritious local produce: From local farms to your table in under 24 hours."
Team building
A sequence of planned activities used to gather and analyze data on the functioning of a team
and to implement constructive changes to increase its operating effectiveness.

 Steps in a cyclical team-building process:

– Step 1 — problem awareness.

– Step 2 — data gathering.

– Step 3 — data analysis and diagnosis.

– Step 4 — action planning.

– Step 5 — action implementation.

– Step 6 — evaluation.

Almost all team activity falls under two main topics:

Task Accomplishment and Team Building.

Task accomplishment is any activity that accomplishes work and moves the team
toward its mission.

Team building is any activity that builds and strengthens the team as a team. The experts
agree that teams that focus on both sets of activities tend to be stronger and more
successful over time.

Team Building - Team Values

Our values are those beliefs that we possess that help us to make decisions such as right from
wrong, good from bad, or normal from not normal. These values come into play each time we
interact with others, and are the source of rich discussions or significant conflict.

Our values reflect our teachings from our family, friends, schools, mentors, and media. When we
form teams, we must understand that each team member brings a unique value system to the
table. These learned insights on life add important information to team discussions, but their
differences are frequently the source of conflict. So understanding how values affect team
member relationships is a critical piece of the team building puzzle.
Team Building - Team Operating Principles
As opposed to operating processes that deal with task accomplishment, team operating principles
are standards of behavior that build and strengthen the team. Team members discuss how they
will behave with each other, then formalize their results in a set of standards or a Code of
Conduct.

For example, one team's Code of Conduct included the following:

 Respect the opinions of others

 Allow equal participation in discussions
 Take responsibility for what is going on in the team, and take action when needed

Teams will inevitably experience difficulties and conflict, but having a basis for dealing with the
interpersonal issues will help to protect the team and allow it to grow.

Team Building - The Six Team Building Roles

Team building roles are those carried out by members, either consciously or unconsciously, that
tend to build the team's interpersonal relationships, cohesiveness, and spirit. They are vitally
needed roles that play a large part in maintaining team performance over the long term. These
roles include:
1. Encourager - praises other members' contributions to the team

2. Harmonizer - mediates differences between other members

3. Compromiser - offers a compromise during disagreement or conflict by yielding position or

admitting error

4. Gatekeeper -regulates the flow of communication, particularly in meetings, by encouraging

the participation of those less inclined to participate and quieting those who are overly talkative

5. Standard Setter - expresses standards for the team regarding its operation

6. Group Observer - observes and reports back to the team on its group dynamics
Stages of team development:
– Forming — initial orientation and interpersonal testing.

– Storming — conflict over tasks and ways of working as a team.

– Norming — consolidation around task and operating agendas.

– Performing — teamwork and focused task performance.

– Adjourning — task accomplishment and eventual disengagement.