how to keep discipline in the teams

1. Abu Hazim
Islam Uddin
Mohsin Abbas
Shafiq Ur Rehman
Shahzada Sabur
THE DISCIPLINE OF
TEAMSJON R. KATZENBACH & DOUGLAS K. SMITH

2. CONTENTS
• Introduction
• Not All Groups are Team
• Building Team Performance
• Skills requirements
• Team that Make or Do Things & Team That Run Things
• Contemporary Issues
• Critical Analysis
S.M Sabur

3. • Article by Jon Katzenbach and Douglas Smith, 1913.
• Why teams?
• Hundreds of people from 50 different teams in 30
companies.
• Motorola, Hewlett-Packard to Operation Desert Strom
and The Girls Scout
• The term used so loosely that it is stops learning?
INTRODUCTION
S.M Sabur

4. THE
DISCIPLINE
IN TEAM
S.M Sabur
Makes them work more effectively
Cannot be separated from good
performance
There cannot be one without the
other

5. VALUES IN
TEAMS
S.M Sabur
Values that represent listening and responding
constructively to views expressed by others, giving others
benefit of doubt, providing support, and recognizing the
interests and achievements of others.
People use the term team so loosely that it gets in the
way of learning and applying the discipline that leads to
good performance.
Good performance and teams are inseparable

6. ELEMENTS OF
TEAMS
S.M Sabur
Common commitment and
Purpose “powerful unit of
collective performance” and
“purpose to believe”
Performance goals
“translating purpose into
goals”
Complementary skills
Mutual accountability

7. VARIETIES OF
TEAMS
S.M Sabur
Teams that
recommend
things
Teams that make or
do things
Teams that
run things

8. TEAM
S.M Sabur
Collective work product, i.e.
interviews, surveys and
experiments
Reflects joint, real
contribution of team
members.
Shared leadership role
Individual and mutual
accountability
Specific team purpose that
the team itself delivers
Collective work products
Encourages open-ended
discussions and active
problem-solving meetings
Discusses, decides and
does real work together.

9. WORKING
GROUP
S.M Sabur
Function of what's it members do individually.
Don’t take responsibility of work other than their own.
Strong, clearly focused leader
Individual accountability
The group purpose is the same as broader the organizational mission.
Individual work products
Runs efficient meetings
Measures its effectiveness indirectly by its influence on others (such as financial performance of the
business)
Discuss, decides, and delegates

10. BUILDING
TEAM
PERFORMANCE
Shafiqur Rehman
Create a Necessary Sense of
Urgency
Do not think of yourself as
the authority on leadership
Choose Skills, Not
Personality
Considers the person with
existing skills with potential
to learn new one.
Initial Impression Always
Mean a Great Deal
Gather the team and catch
the signals
Set Some Clear Rules of
Behavior
No phone calls, No sacred
cows, Timely response of
the given task

11. BUILDING TEAM
PERFORMANCE…
Set Performance Oriented Task
Set few challenging goals that can be reached early on
Challenging The Group Regularly With Fresh Facts and Information
They think that all information needed exist in the collective experience
and knowledge of their members.
Spends Lots of Time Together
Not physically but social media, phone calls etc.
Exploit The Power of Positive feedback, Recognition and reward.
Gold Stars (Reinforcement)
Shafiqur Rehman

12. SKILLS REQUIREMENTS
Technical & Functional Expertise
Organization must have Technical & Functional Expertise
Problem Solving & Decision Making
Teams must be able to identify the problems
Evaluate the options
Interpersonal Skills
Understanding the common purpose need effective communication
Skills may include Risk taking, Helpful criticism
Trust and commitment
CR Islam

13. CLASSIFICATIONS
OF TEAM
CR Islam
Teams that recommend things
These teams include task forces ,
project Groups , or safety groups
Team work to solve particular
problems

14. TEAMS THAT
MAKE OR DO
THINGS
Abu Hazim
Manufacturing,
marketing,
services or value
added activities
Critical Delivery
Point
Build system and
process that
performance
focused
Specific team
and specific
performance
challenges

15. TEAMS THAT
RUN THINGS
• Oversees some business, ongoing programs or significant
functional activities
• Trade offs between Group and Team
• Economic performance
• Team should identify specific purpose and goals
• On a team or Real team
• Win Win Team
•Connect
•Contribute
•Capable
Abu Hazim

16. CONTEMPORARY
ISSUES
• Unequal participation
• Not team players
• Longer process
• More resources needed
Abu Hazim

17. CRITICAL
ANALYSIS
• Motivation factors
• Diversity
Applicable in Pakistan?
Abu Hazim

18. 5 REASONS WHY EFFECTIVE TEAMWORK IS
IMPORTANT FOR ALL ORGANISATIONS