Team in organization.

Team in

Organization

© 2009 Prentice-Hall Inc. All rights reserved. 10-3

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@Tea

Chewed

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Shahanaz Akter 140313

Shakila Afrin 140317

Sayeda Tamanna Jahan140312

Prosen Roy140337

Laazina Khan Hrisha 140340

Shaikh Samiur Rahman 140351

Analyze the growing popularity of teamsContrast among groups and teams.Compare and contrast four types of teams.Identify the characteristics of effective teams.Show how organizations create team players.Decide when to use individuals instead teams.Show differs of teams in our and global context.

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We will learn

Work is completed

faster

Responsibility is shared

Increases employee

participation

Improves interperson

al skill

Increases motivation

Why Have Teams Become So Popular?

Work GroupWork Team

Primary Interaction

Making decisions

No joint Efforts

Individual Responsibility

Positive synergy

Coordinated Effort

Individual inputs

Greater performance

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Work group Vs. Work teamWork Group Work Team

Goals

Synergy

Accountability

Skills

Share Information

Neutral(Sometimes Negative)

Individual

Random & Varied

Collective Performance

Positive

Individual & Mutual

Complementary

Types of Teams

A program that brings key line manager to solve real time project problem

Problem Solving Team

Excellent decision makers

Generate ideas through brainstorming or similar techniques

Excellent planners of the implementation stage

Need too much time, efforts & energies

Loose momentum

Advantages & Disadvantages

A team in which 10 to 15 people take on the responsibilities of their former supervisors

Self-Managed Work Teams

BenefitsDrawbacks

A group of people with different functional expertise and work areas working toward a common goal

Cross – Functional Teams

Greater scope of information

Share leadership responsibilities

Implement individual & mutual accountability

Greater range of users

Characteristics

Virtual Teams

A group of individuals who work across time, space and organizational boundaries with links

strengthened by webs of communication technology

TEAM

Linker

Creator

Promoter

Assessor

Organizer

Producer

Controller

Maintainer

Adviser

Key Roles on Team

People Linking

• Active Listening• Communicating• Team Relationships• Participative Decision

Making

Task Linking

• Objective Setting• Quality Standards• Work Allocation

Leadership Linking

• Motivating• Devising Strategy

Linker

Creator

Creates and initiates ideas

Upholds best ideas and solutions in a way that will influence other team members

Promoter

Offers insightful analysis of options

Assessor

Establishes and implements ways of making things work

Organizer

Concludes and delivers outputs and provides direction and follow

through

Producer

Controls the working of systems and enforces rules

Controller

Fights external battles to uphold and safeguard standards and processes

Maintainer

Gathers and reports information to evaluate the team's work

Adviser

Context Composition

Work design Process

Key Components of Effective Teams

Adequate Resources

Tools to complete the job

Creating Effective Teams: Context

Effective Leadership and Structure

Creating Effective Teams: Context

Agreeing to the specifics of work

Even “self-managed” teams need leaders

Especially important in multi-team systems

Creating Effective Teams: Context

Climate of TrustMembers must trust each other and the leader

Creating Effective Teams: Context

Performance and Rewards Systems that Reflect Team Contributions

Scenario 1

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Scenario 2

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Team Composition

Abilities of members

Members preference

Size

Diversity of members

Allocation of roles

Personality of members

Team Composition

Abilities of Members

Creating Effective Teams: Composition

Need technical expertise

Problem-solving

Decision-making

Good interpersonal skills

Conscientiousness Openness to experience

Agreeableness to team performance

Creating Effective Teams: Composition

Personality of Members

Creating Effective Teams: CompositionAllocating roles

and diversity

Many necessary roles must be filled

Diversity can often leads to lower performance

Size of Team: The smaller the better- 5 to 9 is optimal

Creating Effective Teams: Composition

Member’s Preference for Team Work

Do the members want to be on Teams?

Creating Effective Teams: Composition

Skill Variety

Freedom and Autonomy

Task Identity

Task Significance

Creating Effective Teams: Work Design

Skill Variety

Ability to use different skills and

talents

Creating Effective Teams: Work Design

Freedom and Autonomy

Ability to work independently

Creating Effective Teams: Work Design

Task Identity

Task Identity

• Ability to complete a whole and identifiable task or product

Creating Effective Teams: Work Design

Task Significance

Working on a task or project that has a substantial impact on others

Creating Effective Teams: Work Design

Creating Effective Teams: Process

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Willing to adjust plan if necessary

Commitment to a Common Purpose

Provides direction

Team EfficacyMental Models

Creating Effective Teams: Process

Creating Effective Teams: Process

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SpecificMeasurable

Realistic

Challenging

Establishment of Specific Team Goals

A Managed Level of Conflict

Minimized Social Loafing

Task conflicts are helpful

Interpersonal conflicts are not

Team holds itself accountable

Both Individually and as a team

Creating Effective Teams: Process

Turning Individuals into Team Players

Selection

Training

Reward

Beware!Teams Aren’t Always

the Answer

Decide When to Use Team• Three tests to see if a Team is better for the work:

The members of the group are interdependent

Thank You

Any Queries

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