3. DEFINITION OF TEAM
TEA
MThe type of
team formed
and the way in
which it
functions
depends upon
its' particular

4. TYPES OF TEAMS
FORMAL
TEAM- are created deliberately by
managers and charged with
carrying out specific tasks to help
the organization achieve its goals.
- Some formal teams are
temporary. They may be called
task forces or project teams.
These teams are created to deal
with a specific problem and are

5. COMMAND
TEAM
COMMI
TTEE
- which includes a
manager and all
employees who
report to that
manager
- which generally lasts a long
time and deals with recurrent
problems and decisions.
TYPES OF TEAMS

6. INFORMAL
TEAMThe type of team formed
and the way in which it functions
depends upon its' particular
purpose or goal. In the workplace,
teams may consist of a group of
people working in the same
department who have come
together to focus on a specific
TYPES OF TEAMS

8. CHARACTERISTICS OF
EFFECTIVE TEAMS
1. There is a clear unity of
purpose.2. The team is self-
conscious about its own
operations.3. The group has set clear
and demanding performance
goals.4. The atmosphere tends to
be informal, comfortable,
relaxed.

9. CHARACTERISTICS OF
EFFECTIVE TEAMS
5. There is a lot of discussion in
which virtually everyone
participates6. People are free in
expressing their feelings as
well as their ideas.7. There is disagreement and
this is viewed as good.

10. CHARACTERISTICS OF
EFFECTIVE TEAMS
8. Most decisions are made at a
point where there is general
agreement.9. Each individual carries his or
her own weight.10. Criticism is frequent, frank
and relatively comfortable.
11. The leadership of the group
shifts from time to time.

11. FOUR PRIMARY LEADERSHIP
ROLES ANDRESPONSIBILITIES

12. FOUR PRIMARY LEADERSHIP
ROLES ANDRESPONSIBILITIES
1. DIRECTING - refers to how
to keep work tasks and
activities on the right track.• Explain things completely and
include the ‘why’s’• Remain visible
• Objectively consider
opposing points of view

13. FOUR PRIMARY LEADERSHIP
ROLES ANDRESPONSIBILITIES
2. COACHING - refers to when a
leader knows where he or she
wants to go and remains in
control of the task but needs to
lead others in developing a
mutual support network.
• Incorporate the word ‘we’ into
all conversations• Listen for objections and areas of
misunderstanding• Offer explanations addressing
the ‘why’s, what’s and how’s’ of

14. FOUR PRIMARY LEADERSHIP
ROLES ANDRESPONSIBILITIES
3. SUPPORTING – one cannot
be effective leaders unless they
actively hone their supporting
skills.
• Acknowledge individual
efforts with comments of
praise and positive support• Disclose their own feelings
openly and honestly• Never hesitate to ask, ‘What’s
wrong?’

15. FOUR PRIMARY LEADERSHIP
ROLES ANDRESPONSIBILITIES
4. DELEGATING - Effective
delegating relies on the ability
to select the proper person for
the specific task or role.• Briefing the delegate
• Having confidence in the
person they select• Not abdicating responsibility,
but allowing individuals to
decide a best course of action

17. STAGES OF TEAM
DEVELOPMENT

18. STAGES OF TEAM
DEVELOPMENT

19. STAGES OF TEAM
DEVELOPMENT

20. STAGES OF TEAM
DEVELOPMENT

22. MAKING THINGS EFFECTIVE
Many managers’ joke or complaint
about committees and meetings
of teams being big timewasters.
In reality, a committee or task
force or a group is often the best
way to pool the expertise of
different members of the
organization and channel their
efforts towards effective problem
solving and decision making.
This is done by coordinating the
efforts of group in effective

23. GUIDELINES FOR MAKING
COMMITTEESAND MEETINGS EFFECTIVE
• The agenda and all supporting
material for the meeting should be
distributed to members before the
meeting to give them time to
prepare in advance.
• Meetings should start and end
on time. The time when they will
end should be announced at the
outset.
• The committee’s authority
should be known i.e., is the
committee to advise, recommend
or implement.

24. GUIDELINES FOR MAKING
COMMITTEESAND MEETINGS EFFECTIVE
• Chairperson should be selected
on his/her ability to run meetings
efficiently.
• Optimum size of committee
should be determined. If the
members are too few i.e. fewer
than five the advantage of
committee may be diminished.
Similarly if the size is too large the
group may not be utilized.

25. GUIDELINES FOR MAKING
COMMITTEESAND MEETINGS EFFECTIVE
Another important area of
organization and for manager’s
effectiveness is…
COMMUNIC
ATION.

26. GUIDELINES FOR MAKING
COMMITTEESAND MEETINGS EFFECTIVE
Communication is the back
bone of organization’s survival
and growth. Organizations must
be able to pass on their mission,
goals, and objectives effectively to
all members of organization. The
communication is also important
because all managerial activities
and functions like motivation,

27. CONFLICT WITHIN TEAM
People often feel that conflict
is inherently dysfunctional -
however constructively handled it
can actually have a positive effect.
It usually surfaces during the
‘storming stage’ when the team is
trying to sort out its leadership,
the roles members undertake and
what rules/codes of conduct it will

28. CONFLICT WITHIN TEAM
BUT MANAGED CONFLICT CAN
BE GOOD…
It may help us look for a better
solution to a problem by:
• Getting the team to examine
potential defects in a particular
solution
• Revisiting goals, procedures,
solutions to ensure that the best

29. CONFLICT WITHIN TEAM
WHAT IS ‘GROUP THINK’?
‘Group think’ arises when the
group’s need for agreement is
greater than their motivation to
consider alternatives so avoiding
the expression of contradictory
views.

30. CONFLICT WITHIN TEAM
SYMPTOMS OF GROUP THINK:
• False feelings of (team)
invulnerability
• Excessive risk-taking
• Silence from team members
being interpreted as consent
• Too narrow a focus on
alternative choices
• Not looking at majority favored

31. CONFLICT WITHIN TEAM
SYMPTOMS OF GROUP THINK:
• Not making use of available
expert opinion and/or when used,
only paying selective attention to
facts that support the group’s
view
• Exerting pressure on those with
different views

32. CONFLICT WITHIN TEAM
HOW TO AVOID GROUP
THINK:• Conflict and improving
productivity
Finding the most effective
solutions is often achieved as a
result of conflict. In fact avoiding
conflict may actually lead to some
members becoming disaffected
and losing interest – resulting in a

33. CONFLICT WITHIN TEAM
HOW TO AVOID GROUP
THINK:• Conflict and organizational
change
Problems relating to procedures,
responsibilities and work
distribution in teams may appear
as conflict within the group. By
openly surfacing conflict there is
potential for the group to improve

34. CONFLICT WITHIN TEAM
HOW TO AVOID GROUP
THINK:• Conflict and personal awareness
Understanding their own style for
resolving conflict can help team
members to recognize their
strengths and weaknesses and
how it will affect others.

35. CONFLICT WITHIN TEAM
HOW TO AVOID GROUP
THINK:• Conflict and morale
Dealing openly with conflict within
the group allows people to express
their emotions and reduces stress
– people ‘get to know’ each other
better and this can have a very
positive effect on morale and
group cohesion.

36. CONFLICT WITHIN TEAM
AGREE A TEAM
CHARTERThe team itself
should define
rules/codes of
conduct – by
gaining
agreement on
standards of
behavior the

37. CONFLICT WITHIN TEAM
The purpose of the Charter is to:
• Support team performance
• Clarify team members’
assumptions and expectations
• Provide a framework to support
the team
• Establish codes of conduct and
clarify standards of performance