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Team Work And Higt Performance Team
 

Team Work And Higt Performance Team

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    Team Work And Higt Performance Team Team Work And Higt Performance Team Presentation Transcript

    • Organizational Behavior…!! Prepared by Panthers Team
    • Teamwork and High Performance Teams
      • Study questions.
        • What is a high performance team …and what is teamwork ?
        • What is team building?
        • What can be done to improve team processes?
        • How do teams contribute to the high performance workplace?
    • What is a high performance team …and what is teamwork ?
      • A team is a small group of people with complementary skills, who work actively together to achieve a common purpose for which they hold themselves collectively accountable.
      • Teams are one of the major forces behind revolutionary changes in contemporary organizations.
    • What is a high performance team …and what is teamwork ?
      • Types of teams.
        • Teams that recommend things.
          • Established to study specific problems and recommend solutions to them.
        • Teams that run things.
          • Have formal responsibility for leading other groups.
        • Teams that make or do things.
          • Functional groups that perform ongoing tasks.
    • What is a high performance team …and what is teamwork ?
      • The nature of teamwork.
        • Team members actively work together in such a way that all of their respective skills are utilized to achieve a common purpose.
        • Teamwork is the central foundation of any high performance team.
    • What is a high performance team …and what is teamwork ?
      • Characteristics of high performance teams.
        • High performance teams:
          • Have strong core values.
          • Turn a general sense of purpose into specific performance objectives.
          • Have the right mix of skills.
          • Possess creativity.
    • What is a high performance team …and what is teamwork ?
      • Diversity and team performance.
        • To create and maintain high performance teams, the elements of group effectiveness (Chapter 9) must be addressed and successfully managed.
        • Diverse teams:
          • Improve problem solving and increase creativity.
          • May struggle in the short term.
          • Have strong long-term performance potential.
    • What is team building?
      • Team members and leaders must work hard to achieve teamwork.
      • Team building helps in achieving teamwork.
      • Team building.
        • A sequence of planned activities designed to gather and analyze data on the functioning of a group and to initiate changes designed to improve teamwork and increase group effectiveness.
    • What is team building?
      • How team building works.
        • Five step process.
          • Problem or opportunity in team effectiveness.
          • Data gathering and analysis.
          • Planning for team improvements.
          • Actions to improve team functioning.
          • Evaluation of results.
    • What is team building?
      • Approaches to team building.
        • Formal retreat approach.
          • Team building occurs during an offsite retreat.
        • Continuous improvement approach.
          • The manager, team leader, or members take responsibility for ongoing team building.
        • Outdoor experience approach.
          • Members engage in physically challenging situations that require teamwork.
    • What can be done to improve team processes?
      • Increased emphasis on teams and teamwork:
        • Presents challenges to people accustomed to more traditional ways of working.
        • Creates complications due to multiple and shifting memberships.
        • Requires team leaders and members to deal positively with group dynamics issues.
        • Requires ongoing team building.
    • What can be done to improve team processes?
      • New member problems.
        • New members are concerned about issues of:
          • Participation.
          • Goals.
          • Control.
          • Relationships.
    • What can be done to improve team processes?
      • New member problems — cont .
        • Behavior profiles of coping with individual entry problems.
          • Tough battler.
          • Friendly helper.
          • Objective thinker.
    • What can be done to improve team processes?
      • Behavior profiles for coping.
        • Tough battler.
          • Is frustrated by a lack of identity in the new group.
          • May act aggressively or reject authority.
          • Seeks to determine his or her role in the group.
    • What can be done to improve team processes?
      • Behavior profiles for coping — cont .
        • Friendly helper.
          • Is insecure, suffering uncertainties of intimacy and control.
          • May show extraordinary support for others, behave in a dependent way, and seek alliances.
          • Needs to know whether she or he will be liked.
    • What can be done to improve team processes?
      • Behavior profiles for coping — cont .
        • Objective thinker.
          • Is anxious about how personal needs will be met.
          • Acts in a passive, reflective, and even single-minded manner.
          • Concerned with fit between individual and group goals.
    • What can be done to improve team processes?
      • Task and maintenance leadership.
        • High performance teams require distributed leadership.
          • The team leader and team members share in the responsibility of meeting task needs and maintenance needs.
    • What can be done to improve team processes?
      • Task activities.
        • The various things members do that contribute directly to the performance of important group tasks.
        • Task activities include:
          • Initiating discussion.
          • Sharing information.
          • Asking information of others.
          • Clarifying what has been said.
          • Summarizing the status of a deliberation.
    • What can be done to improve team processes?
      • Maintenance activities.
        • Support the group’s social and interpersonal relationships.
        • Maintenance activities include:
          • Encouraging the participation of others.
          • Trying to harmonize differences of opinion.
          • Praising the contributions of others.
          • Agreeing to go along with a popular course of action.
    • What can be done to improve team processes?
      • Groups members should avoid the following disruptive behaviors:
        • Being overly aggressive toward other members.
        • Withdrawing and refusing to cooperate with others.
        • Horsing around when there is work to be done.
        • Using the group as a forum for self-confession.
        • Talking too much about irrelevant matters.
        • Trying to compete for attention and recognition.
    • What can be done to improve team processes?
      • Roles and role dynamics.
        • A role is a set of expectations associated with a job or position on a team.
        • Performance problems occur when roles are unclear or conflictive.
    • What can be done to improve team processes?
      • Roles and role dynamics — cont .
        • Role ambiguity — o ccurs when a person is uncertain about his/her role.
        • Role overload — o ccurs when too much is expected and the person feels overwhelmed with work.
        • Role underload — o ccurs when too little is expected and the person feels underutilized.
    • What can be done to improve team processes?
      • Roles and role dynamics — cont .
        • Role conflict — occurs when a person is unable to meet the expectations of others.
        • Forms of role conflict.
          • Intrasender role conflict.
          • Intersender role conflict.
          • Person-role conflict.
          • Interrole conflict.
    • What can be done to improve team processes?
      • Norms:
        • Represent beliefs about how group or team members are expected to behave.
        • Are rules or standards of conduct.
        • Clarify role expectations.
        • Help members to structure their behavior
        • Help members to gain a common sense of direction.
        • Help to reinforce group or team culture.
    • What can be done to improve team processes?
      • Key norms that can have positive or negative implications.
        • Performance norms.
        • Organizational and personal pride norms.
        • High-achievement norms.
        • Support and helpfulness norms.
        • Improvement and change norms.
    • What can be done to improve team processes?
      • Team cohesiveness.
        • The degree to which members are attached to and motivated to remain a part of the team.
    • What can be done to improve team processes?
      • Members of highly cohesive groups:
        • Value their membership.
        • Try to maintain positive relationships with other members.
        • Are energetic when working on team activities.
        • Are not prone to absenteeism or turnover.
        • Are genuinely concerned about team performance.
        • Tend to satisfy a broad range of individual needs.
    • What can be done to improve team processes?
      • High team cohesiveness occurs when:
        • Members are similar in age, attitudes, needs, and backgrounds.
        • Group size is small.
        • Members respect each others’ competencies.
        • Members agree on common goals.
        • Members work on interdependent tasks.
        • Groups are physically isolated from others.
        • Groups experience performance success or crisis.
    • What can be done to improve team processes?
      • Rule of conformity in group dynamics.
        • The more cohesive the group, the greater the conformity of members to group norms.
        • Positive performance norms in a highly cohesive group have a positive effect on task performance.
        • Negative performance norms in a highly cohesive group have a negative effect on task performance.
    • What can be done to improve team processes?
      • Cohesiveness can be increased or decreased by making changes in:
        • Group goals.
        • Membership composition.
        • Member interactions.
        • Group size.
        • Competition within and between teams.
        • Rewards.
        • Location.
        • Duration.
    • How do teams contribute to the high performance workplace?
      • Problem-solving teams.
        • Employee involvements teams include a wide variety of teams whose members meet regularly to collectively examine important workplace issues.
        • Quality circle.
          • A special type of employee involvement team.
          • Team meets periodically to address problems relating to quality, productivity, or cost.
    • How do teams contribute to the high performance workplace?
      • Cross-functional teams.
        • Consist of members representing different functional departments or work units.
        • Used to overcome functional silos problem.
        • Used to solve problems with a positive combination of functional expertise and integrative systems thinking.
    • How do teams contribute to the high performance workplace?
      • Virtual teams.
        • Members meet at least part of the time electronically and with computer support.
        • Groupware facilitates virtual meetings and group decision making.
    • How do teams contribute to the high performance workplace?
      • Key advantages of virtual teams.
        • Brings cost effectiveness and speed to teamwork.
        • Brings computer power to information processing and decision making.
      • Key disadvantage of virtual teams.
        • Direct personal contact among members suffers.
    • How do teams contribute to the high performance workplace?
      • Self-managing teams.
        • Small groups are empowered to make the decisions needed to manage themselves on a daily basis.
        • Teams make decisions on:
          • Scheduling work.
          • Allocating tasks.
          • Training in job skills.
          • Evaluating performance.
          • Selecting new team members.
          • Controlling quality of work.
    • How do teams contribute to the high performance workplace?
      • How self-managing teams work.
        • Are permanent and formal elements of the organizational structure.
        • Team members assume duties otherwise performed by the manager or first-line supervisor.
        • The team should include between 5 and 15 members.
        • Members rely on multiskilling.
    • How do teams contribute to the high performance workplace?
      • Benefits of self-managing teams.
        • Productivity and quality improvements.
        • Production flexibility.
        • Faster response to technological change.
        • Reduced absenteeism and turnover.
        • Improved work attitudes.
        • Improved quality of work life.
    • How do teams contribute to the high performance workplace?
      • Operational difficulties for self-managing teams.
        • Impact on supervisors and others accustomed to a more traditional way of working.
        • Self-managing teams are not appropriate for all organizations.