Team Management


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Team Management

  1. 1. Presentation On Team Challenge
  2. 2. Group Development <ul><li>STAGES CHARACTERISTICS </li></ul><ul><li>FORMING: Define the group’s purpose, structure and leadership </li></ul><ul><li>STORMING: Discussions and intra-group conflicts </li></ul><ul><li>NORMING: Close relationships and cohesiveness </li></ul><ul><li>PERFORMING: Group becomes fully functional </li></ul><ul><li>ADJOURNING: Members are concerned with wrapping up </li></ul><ul><li>activities rather than task performance </li></ul>
  3. 3. INTERACTION <ul><li>Important to familiarize the objectives of the group. </li></ul><ul><li>Interaction is a step-wise process involving all members. </li></ul><ul><li>Interaction was constructive & pragmatic as members were well acquainted with each other. </li></ul>
  4. 4. Setting up of GOALS <ul><li>Obtain goal acceptance and commitment through participation and building self-efficacy </li></ul><ul><li>Determination of specific stretch goals </li></ul><ul><li>Clarifying goals and long term strategies into sub-steps </li></ul>
  5. 6. The Importance of Team Building <ul><li>Team building is a good vehicle for achieving team consensus, collective problem solving, developing new strategy and to support delegation and team development process. </li></ul><ul><li>Process of diagnosing task procedures and patterns of human interactions within the group. </li></ul>
  6. 7. Factors affecting Group's Performance Skills Communication Friendship Resources Time Goal Activity as a Challenge Enthusiasm Knowledge
  7. 8. Analysis of Task & Strategy <ul><li>Knowing your objectives and having a plan to achieve them. </li></ul><ul><li>Building a team committed to achieving the objectives. </li></ul><ul><li>Assigning each member the roles and responsibilities . </li></ul>
  8. 9. Analysis of Task & Strategy <ul><li>Estimation of the Required Resources. </li></ul><ul><li>Having a contingency plan. </li></ul><ul><li>Different roles assigned to members varied : </li></ul><ul><li>Chief architect </li></ul><ul><li>Resource allocator </li></ul><ul><li>Supervisor </li></ul><ul><li>Ground work </li></ul>
  9. 10. Schmidt’s view of conflicts <ul><li>“ Conflict is a good thing! It is bad only when managed badly .” </li></ul><ul><li>Functional Aspects </li></ul><ul><li>Better ideas produced </li></ul><ul><li>Clarification of individual views </li></ul><ul><li>Unleashing interest and creativity </li></ul><ul><li>Lookout for new approaches </li></ul><ul><li>Dysfunctional Aspects </li></ul><ul><li>Distance between members increased </li></ul><ul><li>Climate of mistrust and suspicion developed </li></ul><ul><li>Members concentrate on their personal interest </li></ul>
  10. 11. Conflicts within the Group <ul><li>Source of Conflict Conflict Management </li></ul><ul><li>Role conflict Proper delegation of work </li></ul><ul><li>Design Team Consensus </li></ul><ul><li>Resources Resource allocator appointed </li></ul><ul><li>Difference in approach Experimentation & Selection </li></ul>
  11. 12. What we learnt about Leadership <ul><li>While Leadership is easy to explain, leadership is not so easy to practice </li></ul><ul><li>As a leader our main priority is to get the job done, whatever the job is </li></ul><ul><li>A good leader should know how to adapt and redefine new aims and priorities according to changing situations </li></ul><ul><li>“… Praise loudly, blame softly…”. As a leader we should give the members credit for success and take responsibility for mistakes. </li></ul>
  12. 13. Communication <ul><li>Communication is critical and It </li></ul><ul><li>was made effective through the </li></ul><ul><li>following ways: </li></ul><ul><li>Listening </li></ul><ul><li>Consulting </li></ul><ul><li>Involving </li></ul><ul><li>Explaining </li></ul><ul><li>Nature of communication- </li></ul><ul><li>Pragmatic </li></ul><ul><li>Barriers to communication </li></ul><ul><li>Semantic barriers </li></ul><ul><li>Psychological barriers </li></ul><ul><li>Personal barriers </li></ul>
  13. 14. Process for effective delegation <ul><li>A simple delegation is the acronym for SMART </li></ul><ul><li>S - specific </li></ul><ul><li>M - measurable </li></ul><ul><li>A - agreed </li></ul><ul><li>R - realistic </li></ul><ul><li>T - time bound </li></ul>
  14. 15. Motivation <ul><li>Viewing this activity as a challenge motivated the entire team and took the best out of them. </li></ul><ul><li>Motto of the team: </li></ul><ul><li>“… ..A dream is just a dream. A goal is a dream with a plan and a deadline….” </li></ul>
  15. 16. Motivation (contd.) <ul><li>Each member of the group was given equal treatment, hence following Adam’s Equity theory. </li></ul><ul><li>We followed the “Locke’s Goal theory” which focused much on the link between goal difficulty and performance. </li></ul>
  16. 17. Outcomes from this workshop <ul><li>How to work as a team ,coordinate </li></ul><ul><li>Achieve goals in a time frame </li></ul><ul><li>Redefining aims and objectives according to situations. </li></ul><ul><li>Leadership and motivational theories </li></ul>