TEAM DYNAMICS Presented By: Sumeet Pareek Subject Faculty DMS, MNIT Prof. Awadhesh Bhardwaj
WHAT DO WE HAVE FOR YOU ? Team in an Organization
Types of Team
Stages of Team Development
Case Analysis
Its impact on Organization Behaviour
Conclusion
WHAT IS DYNAMICS ? Organizational Dynamics is defined as
patterns that are developed over a period of time.
Patterns such as interaction, activities, different personalities, dealing with daily issues etc.
Organizations are made up of people, people's behavior makes up organizational behavior.
WHAT IS A TEAM ? A team is strategic group that maintains the
synergy between employees and organize recourses.
Primary role of a team is to combine available resources, competencies, skills, willingness to achieve organizational objective.
TEAM PROCESSES Transitional Process: Mission analysis, goal
specification, strategy formulation.
Action Process: Monitoring progress towards goal, team monitoring and backup behaviour, coordination.
Interpersonal Process: Conflict management, motivation and confidence building.
WHAT IS TEAM DYNAMICS ? Behavioral relationships between team
members is termed as team dynamics.
Team dynamics plays an important role in every organization as it determines if a team’s goal will be met in efficient manner.
Identifying team dynamics and understanding positive and negative outcomes is very important to predict and build team performance
PROBLEM SOLVING TEAM It was emerged in 1980s with introduction of
Quality circles, particularly in Japan.
Selecting a Specific Problem
Selecting Personnel
Define Nature of Problem
Give Time to Develop
MethodologyImplement
the Solution Recognize the Contributions Mage by Team
CROSS FUNCTIONAL TEAM Need of Cross Functional Team was first
witnessed in late 1980s in automobile industries of USA to complete a complex project.
Its basic objective is to make decisions and solve problems, that cannot be solved by one single functional department.
SELF MANAGING TEAMS Often know as self-directed teams.
They plan, control, and improve there own work.
Review their performance as a group
They set their own goals and inspect their own work
VIRTUAL TEAM Such teams are really useful nowadays,
because these teams work from a different geographic locations and interact through electronic media.
Various firms such as Microsoft, Google, Apple etc are using it to discuss critical issues and decision making.
It helps in getting opinions of remotely located employee.
STAGES OF TEAM DEVELOPMENT To understand team dynamics in order to put
a positive impact on the team’s performance, team development process must go through the four stages.
Every Stage Act as a foundation for the next stage. This helps in building good relationship among the team members.
This makes them more focused towards the objective of the organization.
FORMING In this stage, most team members are positive and
polite.
Some are anxious, as they haven't fully understood what work the team will do.
Others are simply excited about the task ahead.
This stage can last for some time, as people start to work together, and as they make an effort to get to know their new colleagues.
STORMING Next, the team moves into the storming phase,
where people start to push against the boundaries established in the forming stage.
This is the stage where many teams fail. Storming often starts where there is a conflict between team members' natural working styles.
If differing working styles cause unforeseen problems, they may become frustrated.
NORMING Gradually, the team moves into the norming stage.
This is when people start to resolve their differences, appreciate colleagues' strengths, and respect the authority as a leader.
There is often a prolonged overlap between storming and norming, because, as new tasks come up, the team may lapse back into behavior from the storming stage.
PERFORMING The team reaches the performing stage, when
hard work leads to the achievement of the team's goal.
It feels easy to be part of the team at this stage, and people who join or leave won't disrupt performance.
ADJOURNING Many teams will reach this stage eventually.
For example, project teams exist for only a fixed period, and even permanent teams may be disbanded through organizational restructuring.
Team members who like routine, or who have developed close working relationships with colleagues, may find this stage difficult.
CASE ANALYSIS: MAJOR OBJECTIVES
How companies use teams to drive performance ?
Characteristics of high-performance teams
Four attributes of effective team leaders
Teams and technology
HOW COMPANIES USE TEAMS TO DRIVE PERFORMANCE ?
Almost 9 out of 10 companies surveyed for this report agree that the problems confronting them are now so complex that teams are essential to provide effective solutions.
Teams that are comprised of individuals from diverse backgrounds and experiences tend to have higher EBITDA growth rates.
BRIC countries score high in terms of the amount of time they spend on team activities, whereas Anglophone countries, including the US and Canada, tend to be more individualistic in how they allocate their time.
CHARACTERISTICS OF HIGH-PERFORMANCE TEAMS Research shows that teams that possess
three broad characteristics are more likely to achieve the high performance for which companies are striving:
A shared vision
The right mix
Commitment to quality and results
ATTRIBUTES OF EFFECTIVE TEAM LEADERS
Research has shown that effective team leaders display the following key actions:
Provide clear direction and leadership
Create an open and inclusive team culture
Empower
Develop and coach
TEAMS AND TECHNOLOGY
A challenging economic environment compounds this problem because many companies have cut back on business travel. They may see tools, like tele-presence, TIBCO etc as an equivalent replacement.
Other aspects of technology can also be an enabler – or barrier – of team performance.
A company that has a fragmented IT infrastructure, and different applications and datasets for different functions or business units, will find it more difficult to form effective cross-functional and geographically distributed teams.