TEAM DYNAMICS 1

TEAM DYNAMICS

BY SWETHA.B 1

PREVIEW• Team• Team Design• Types of Team• Team Development• Team roles• Team Cohesiveness• Process of team building• Team Resources• Team Success

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• Team Failure• Social Loafing• Team Skill• Interpersonal Skill• The Story• References……….

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TEAM• Group of two or more people who interact and influence each other, are mutually accountable for achieving common goals associated with organisational objectives & perceive themselves, as a social entity within an organisation.

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TEAM DESIGN

• When designing an effective team there are several elements to be considers such as…,

Task characteristics Team size

Team composition

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TASK CHARACTERISTICS• Team members are involved in the setting of

goals and the objectives of the team.

• Objectives are understood by all members.

• All individuals agree with the objective set

• Objectives are set and met within realistic time frames.

• Team members are close in physical proximity and able to meet regularly.

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CONT……,• The appropriate skills are present in the

team.

• Team establishes high standards of performance for itself, rather than being pressured to perform.

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TEAM SIZE• Team size is an important concern among

executives.• Big challenge in building a team is getting the

number of people in the team right.• We need to have a balance between having enough

people to do all the things that need to be done, while keeping the team small enough so that it is cohesive and can make decisions effectively and speedly.

• But optimal team size really depends on several factors,such as the number of people required to complete the work and the amount of co-ordination needed to work together.

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TEAM COMPOSITION

“It’s important for candidates to prove to us that they can work well with others” – explains buisness development manager- “Bill Avey”

• There are looking for people who value the different perspectives that each individual brings to a team.

• In particular, they must be motivated to work together rather than alone, abide by the team’s rules of conduct, and buy into the team’s goals.

• Employees with a strong collectivist orientation- those who value group goals more than their own personal goals- tend to perform better in work teams.

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TYPES OF TEAM

PROBLEM SOLVING TEAMSSELF-MANAGED TEAMSCROSS- FUNCTIONAL TEAMSVITURAL TEAMS

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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.Self-Managed Work Teams

Groups of 10 to 15 people who take on the responsibilities of their former supervisors.

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•Task forces•Committees

Cross-Functional Teams

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

Virtual Teams

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

TEAM DEVELOPMENT EMPOWERMENTHIGH FLEXIBILITYCOMMITMENT TO TASK / TEAM GOALSFEELING EXCITEDABOUT PARTICIPATING IN TEAM ACTIVITIESFEELING POSITIVE ABOUT TASK SUCCESSESPROBLEM SOLVING APPROACHCONFLICTING VIEWS ARE HANDLED POSITIVELY AND CONSTRUCTIVELY ISSUE ARE RESOLVED BY CONSENSUS NOT MAJORITY RULE.

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CONT……..,FEELING TEAM STRENGTHPERFORMING AT HIGH LEVELS.HIGH LEVEL OF MATURITY, EMOTIONAL PROBLEMS ARE EFFECTIVELY HANDLED WITHOUT THREATENING ITS STABILITY.

5 STAGES OF TEAM DEVELOPMENT : 1.FORMING • Discover expectation • Evaluate value of membership• Refer to existing authority• Task boundaries of behavior

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2. STORMING• Conflict with protective behavior• Compete for team roles• Influence goals and means• Establish norms and standards3. NORMING• Roles established• Team objectives agreed• Common mental models form• Cohesion develops BY SWETHA.B

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4. PERFORMING• Task oriented, committed• Efficient co-ordination• High co-operation and trust• Conflicts resolved quickly5. ADJOURNING• Most work teams and informal groups

eventually end.• Task forces disband when their

projects are completed• Informal work groups may reach this

stage when several members leave the organization or reassigned

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TEAM ROLES• A set of behaviors that people are expected to

perform because they hold certain positions in a team and organization.

ROLE TITLE1.Plant2.Resource investigator3.Coordinator4.Shaper5.Monitor/evaluator6.Team worker7.Implementer8.Completer / finisher9.specialist BY SWETHA.B

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TEAM COHESIVENESS• The degree of attraction of people feel toward the

team and their motivations to remain members.• TEAM COHESIVENESS

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LOW HIGHTeam norms support company goals

Moderately high task performance

High task performance

Team norms conflict with company goals

Moderately low task performance

Low task performance

PROCESS OF TEAM BUILDING

Examining perceptual Differences

Problem sensing

Follow up actions

Developing interactive skills

Giving and receiving feedback BY SWETHA.B

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EFFECTIVE SYSTEM OF PROCESSClean communication

Beneficial team behaviours, well-defined decision with procedures and group rules

Balanced participation

Awareness of the group process

Good personal relationship

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TEAM RESOURCE

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TEAM SUCCESS

Commitments to share goals and objectives

Good personal relationship

Clearly define roles and responsibilites

Uses best skill of each

Allows each to develop in all areas BY SWETHA.B 22

TEAM FAILURE

Team members unwillingness to co-operate with each other

Failure of teams to receive support from management

Manager’s unwillingness to control

Lack of co-operation among teams BY SWETHA.B 23

NEED OF TEAM WORK QUALITY IS PRODUCED THROUGH TEAM WORK TEAM PROVIDE A POWERFUL WAY OF PROBLEM SOLVING GOALS ARE ACHIEVED EFFIEIENTLY AND EFFECTIVELY

IN TEAM 1+1=11

BUSINESS EXCELLENCE HAPPINESS JOY AND PLEASURE.

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SOCIAL LOAFING• A situation in which people exert less

effort ( and usually perform at a lower level ) when working in groups than when working alone.....

• Social loafing is less likely to occur when the task is interesting and important

• It occurs less frequently among members with strong collectivist

• This can be reduced by making each member’s performance more visible and by motivation

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TEAM SKILLS

Seven Essential Skills for Teamwork1. Listening: The members in this team listen to each

other's ideas. You will observe the members "piggy-backing" (or building) off each other's ideas.

2. Questioning: The members in this team question each

other. You will observe the members interacting, discussing, and posing questions to all members of the team.

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CONT...,3. Persuading: The members in this team use persuasion. You

will observe the members exchanging, defending, and rethinking ideas.

4. Respecting:The members in this team respect the opinions

of others. You will observe the members encouraging and supporting the ideas and efforts of others.

5. Helping: The members in this team help each other. You

will observe the members offering assistance to each other.

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CONT...,

6. Sharing: The members in this team share. You will

observe the members offering ideas and reporting their findings to each other.

7. Participating: The members in this team participate. You

will observe each members contributing to the project.

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INTERPERSONAL SKILL

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TEAM DYNAMICS• Team Dynamics are the

unseen forces that operate in a team between different people or groups. Team Dynamics can strongly influence how a team reacts, behaves or performs, and the effects of team dynamics are often very complex.

• Suppose in a small team of six people working in one office there are two people who have a particularly strong friendship. This friendship is a "natural force" that may have an influence on the rest of the team, and can be manifest in various ways, either positively or negatively.

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THE STORY OF A HARE & A TORTOISE

KAZIRANGA NATIONAL PARK IN ASSAM

HARE & TORTOISE WERE GOOD FRIENDS.

ONE DAY THE IN A JOKING MODE RIDICULED THE TORTOISE FOR HIS SLOW PACE.

THE TORTOISE FELT BAD AND CHALLENGING THE HARE TO A RACE FROM KAZIRANGA TO TEZPUR

THE RACE STARTED AS PLANNED, AS EXPECTED THE HARE DASHED OFF LIKE A FLASH

IN THE MIDWAY HARE THOUGHT A SLEEP, BUT SHORT NAP TURNED OUT RELATIVELY LONG NAP

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“Slow and steady wins the race”

Mean time the tortoise reached the destination

After that, the hare awoke from his slum , and dash off to tezpur

From this we come to know that,

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“Fast and steady also wins the race”

The hare understood complacency and over confidence were the reasons for his defeat.

So, hare again planned for race and invited tortoise for race

This time hare won the race

So, moral of story is.......

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“Core competence wins the race”

Now tortoise pondered over his core competence in relation to the hare

The tortoise invited the hare to the race from Tezpur to Nagaon

As usual hare dashed off reached bank of brahamputra, he did not know how to swim

But tortoise swam to the other side and reached.........

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“ Innovation and team work wins the race”

2 friends decided enough of racing each other

Planned to travel together from Nagaon to Guwahati airport in the minimum possible time

Tortoise sat on hare back from nagaon to guwahati airport, arriving of bank of brahama, hare got on back of tortoise & reached the other bank, after that tortoise again sat on hare then hare reached the airport.

Tortoise sat on hare back from nagaon to guwahati airport, arriving of bank of brahama, hare got on back of tortoise & reached the other bank, after that tortoise again sat on hare then hare reached the airport.

Thus both friends made it possible to reach Guwahati Airport in the fastest possible time.

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ReferenceS...........

INTERNET...STEPHEN ROBBIN-

“Organisational Behaviour”-11th edition........

S.S. KHANKA- “Organisational Behaviour” S.CHAND publishing...

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THANK YOU

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