By the end of todays session student will able to;
Define and Differentiate group & team
Explain roll of team member
Discuss on the advantages of working in teams
Discuss the characteristics of effective team player and team
Explain the stages in team development life cycle
Evaluate and analyze managerial action
2. Session objective
By the end of todays session student will able to;
Define and Differentiate group & team
Explain roll of team member
Discuss on the advantages of working in teams
Discuss the characteristics of effective team player and
team
Explain the stages in team development life cycle
Evaluate and analyze managerial action
3. What Is a Group?
• Two or more freely interacting individuals who share a
common identity and purpose.
Informal groups:
A collection of people seeking friendship and acceptance
that satisfies esteem needs.
Developed spontaneously when members join together
voluntarily because of similar interest
4. Formal groups:
A collection of people created to do something productive
that contributes to the success of the larger organization.
Officially designated or sanctioned by the organization
What Does It Take to Make a Group
™
Two or more people
™
Free interaction among members
™
Common characteristics
™
Common purpose
5. Factors Affecting Group Performance
Cohesiveness: degree of solidarity & positive feelings
held by individuals towards their group
Group Size: Folk wisdom says "two heads are better than
one" but that "too many cooks spoil the broth."
Communication Structure
6. What is a Team?
A team is a small number of consistent people committed
to a relevant shared performance goal
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
It is a special type of group preferably 2 -8 people,
interacting and influencing each other
7. Cont’d
The members have attitudes of willingness to work and
active participation
The members stimulate each other and show no
domination of one member over another.
Are truth worthy
8. Roll of members on team
There are four equally important roles that people can
play in a team:
Initiate: start action, propose new ideas
Follow: accept the idea or proposal for action and support it
actively
Oppose: question the direction
Observe: watch what is going on
A healthy team has people playing all four roles in order
to get results
For a team to function well, it needs all of the four roles
played out in a productive way
10. Types of Teams
A) Formal teams: deliberately organized and
created by managers
Examples:
a) Command team: composed of manager and
employees; report to the manager
b) Committee: to carry out specific tasks; relatively
long-lived
c) Taskforce or project team: formed to address a
specific problem; temporarily established
B) Informal teams: emerge whenever people come
together and interact regularly; develop with the
formal organization
12. STAGES OF TEAM
DEVELOPMENT
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Stage 1: Forming
Members are eager to learn what tasks they will be
performing,
How they can benefit from group membership, and
What constitutes acceptable behavior.
Members often inquire(ask) about rules they must
follow.
Confusion, caution, and cordiality typically
characterize the initial phase of group development.
13. Stage 2: Storming
13
During this “shakedown” period, individual styles often
come into conflict.
Hostility (anger), infighting, tension, and confrontation
occur at this stage.
Members may argue to clarify expectations about their
contributions.
Coalitions and cliques (subgroups) may form within the
group, and one or two members may be targeted for
exclusion.
14. Stage 3: Norming
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Overcoming resistance and establishing group norms
(standards of conduct) follow the storm.
Cohesiveness and commitment begin to develop.
The group starts to come together as a coordinated
unit, and harmony prevails.
Norms stem from three sources:
The group itself quickly establishes limits for members,
often by effective use of glares and nods.
From the larger organization and professional codes, such as
that used by accountants and financial planners.
Norms might be an influential team member who inspires the
group to elevate its performance or behavior.
15. Stage 4: Performing.
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When the group reaches the performing stage, it is
ready to focus on accomplishing its key tasks.
Issues concerning interpersonal relations and task
assignment are put aside as the group becomes a
well-functioning unit.
Internal motivation and creativity are likely to emerge
as the group performs.
At their best, members feel they are working “for the
cause,” much like a political campaign team or a
team bringing a break- through product to market.
16. Stage 5: Adjourning.
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Temporary work groups disband after accomplishing their
task.
Those same group members, however, develop important
relationships and understandings they can take with them.
These will be valuable should they be part of a similar
team in the future.
The link between adjourning and forming (Stages 5 and
1)- would not apply for a group that disbanded and
never worked together again.
17. Importance of knowing life cycle of team formation
pattern
First, you can understand what is going on – the growing
pains of your team;
Second, you can take appropriate action to help your team
to move on to the next stage of growth; and
Third, you can try to avoid doing anything inappropriate
to upset the development of your team!
18. MANAGERIAL ACTIONS FOR BUILDING TEAMWORK
1. Begin with a mission and an agreement on the meaning
of success.
A natural starting point in developing teamwork is to have a
mission that is accepted by the team.
Every team member must say: “Yes, that’s it.
2. Help the group focus on its strengths.
“What are our team’s strengths?” and “What do we do well?”
Articulating these positive points might help the team feel
stronger.
3. Compete against a common enemy.
Competing against a common enemy often builds team spirit.
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19. MANAGERIALACTIONS FOR BUILDING TEAMWORK…
4. Make teamwork the norm.
A primary strategy for teamwork promotes the attitude
that working together effectively is an expected norm.
The team leader can communicate the norm of
teamwork by making frequent use of words and
phrases that support teamwork.
Emphasizing the words team members or teammates,
and deemphasizing the words subordinates and
employees, helps communicate the teamwork norm.
19
20. 5. Use consensus decision making and provide
information.
Using the consensus decision-making style
provides another way to reinforce team- work.
A sophisticated approach to enhancing teamwork,
it feeds team members valid facts and information
that motivate them to work together.
MANAGERIAL ACTIONS….
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21. MANAGERIALACTIONS FOR BUILDING TEAMWORK…
6. Use teamwork language.
A subtle yet potent method of building team- work
emphasizes the use of language that fosters cohesion
and commitment.
For example, a team of computer experts says “Give
me a core dump” to mean “Tell me your thoughts.”
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22. 7. Minimize micromanagement.
To foster teamwork, the manager should minimize
micromanagement,
supervising group members too closely and
guessing their decisions.
Micromanagement can hamper a spirit of teamwork
because team members do not feel in control of their
own work.
Morale suffers when the manager is more concerned
about the format of a document than its purpose.
MANAGERIALACTIONS FOR…
22
23. MANAGERIALACTIONS FOR BUILDING
TEAMWORK…
8. Reward the team and individuals.
9. Encourage face-to-face communication.
10. Show respect for team members
11. Participate in offsite teamwork training.
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24. Team work and Trust
THE DANGER TO “Team Work”
There were four people named EVERYBODY,
SOMEBODY, ANYBODY, NOBODY.
There was an important task to be done and
EVERYBODY asked to do it.
EVERYBODY was sure SOMEBODY would do it.
SOMEBODY got angry about that, because, it
was EVERYBODY'S job, but NOBODY realized
that EVERYBODY thought ANYBODY could do it.
It ended up that Everybody blamed Somebody
when Nobody did what Anybody could have
done it.
25. Team work and Trust
Trust: A Key to Team Effectiveness
Trust: a belief in the integrity, character, or ability of
others.
Trust encourages self-control, reduces the need for direct
supervision, and expands managerial control.
The primary responsibility for creating a climate of trust
falls on the manager.
26. Six Ways to Build Trust
1. Communication: keep people informed.
2. Support: be an approachable person.
3. Respect: delegate important duties and listen.
4. Fairness: evaluate fairly and objectively.
5. Predictability: be dependable and consistent.
6. Competence: be a good role model
27. Cont’d
Teamwork: involves working together to achieve
something beyond the capabilities of individuals
working alone
Team player: is someone who is able to get along with
their colleagues and work together in a cohesive group
28. BEING AN EFFECTIVE TEAM PLAYER
A number of skills, actions, and attitudes
contributing to effective team play.
Classified as
task-related and
people-related
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29. Task-Related Actions and Attitudes
1. Possesses and shares technical expertise.
2. Assumes responsibility for problems:
- The outstanding team player assumes responsibility
for problems.
- If he or she notices a free-floating problem (not yet
assigned to a specific person), the team member says,
“I’ll do it.”
3. Is willing to commit to team goals.
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30. 4. Is able to see the big picture.
5. Is willing to ask tough questions.
- A tough question helps the group achieve insight into
the nature of the problem it faces, what it might be
doing wrong, and whether progress is sufficient.
6. Is willing to try something new.
Task cont…
30
31. People-Related Actions and Attitudes
1. Trust team members.
- The cornerstone attitude of the outstanding team player
is to trust team members.
2. Share credit.
- A not-to-be-overlooked tactic for emphasizing teamwork is
to share credit for your accomplishments with the team.
3. Recognize the interests and achievements of others.
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32. 4. Listen actively and share information.
5. Give and receive criticism.
- The strong team player offers constructive criticism when
needed, but does so diplomatically.
6. Don’t rain on another team member’s parade. Pointing
out the flaws in another person’s accomplishments, or
drawing attention to your own achievements.
People cont’d
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33. Characteristics of effective functioning team
A clear, understandable & elevating goal,
Driven by the result of their efforts
Competent members
Unified commitment: strong, urgent & personal
commitment to reach the goal
A collaborative climate: helps to increase trust honesty,
openness, consistency, respect
Standards of merit
External support & recognition
Principal leadership: the leader
