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TEAM DYNAMICS Presented By: Sumeet Pareek Subject Faculty DMS, MNIT Prof. Awadhesh Bhardwaj
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Team dynamics

Feb 09, 2017

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Page 1: Team dynamics

TEAM DYNAMICS

Presented By: Sumeet Pareek Subject Faculty DMS, MNIT Prof. Awadhesh Bhardwaj

Page 2: Team dynamics

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

Page 3: Team dynamics

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.

Page 4: Team dynamics

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.

Page 5: Team dynamics

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.

Page 6: Team dynamics

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

Page 7: Team dynamics

TYPES OF TEAM Problem Solving Team

Cross Functional Team

Self-managing Team

Virtual Team

Page 8: Team dynamics

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

Page 9: Team dynamics

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.

Page 10: Team dynamics
Page 11: Team dynamics

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

Page 12: Team dynamics

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.

Page 13: Team dynamics

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.

Page 14: Team dynamics

STAGES OF TEAM DEVELOPMENT

Forming

Storming

Norming

Performing

Adjourning

Page 15: Team dynamics

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.

Page 16: Team dynamics

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.

Page 17: Team dynamics

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.

Page 18: Team dynamics

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.

Page 19: Team dynamics

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.

Page 20: Team dynamics

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

Page 21: Team dynamics

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.

Page 22: Team dynamics

CHARACTERISTICS OF HIGH-PERFORMANCE TEAMS

Page 23: Team dynamics

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

Page 24: Team dynamics

ATTRIBUTES OF EFFECTIVE TEAM LEADERS

Page 25: Team dynamics

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 

Page 26: Team dynamics

TEAMS AND TECHNOLOGY

Page 27: Team dynamics

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.