The document outlines the importance and benefits of teamwork within organizations, highlighting various types of teams such as problem-solving and cross-functional teams. It details the stages of team development—forming, storming, norming, performing, and terminating—and provides guidance on effective team building and leadership characteristics. Additionally, it emphasizes the critical roles of team members, the impact of attitudes on teamwork, and principles for creating effective teams.

1. Team and Team
Behaviour

2.  Teams typically outperform individuals.
 Teams use employee talents better.
 Teams are more flexible and responsive to changes in the
environment.
 Teams facilitate employee involvement.
 Teams are an effective way to democratize an organization
and increase motivation.
 Organisations are becoming flat.
Why Have Teams Become So PopularWhy Have Teams Become So Popular

3. TeamTeam
A team comprises a group of people linked in a common
purpose.
Teams are especially appropriate for conducting tasks that are
high in complexity and have many interdependent subtasks

4. Types of Teams (cont’d)Types of Teams (cont’d)

5. Problem-Solving Teams
Groups of 5 to 12 employees from the same
department who meet for a few hours each
week to discuss ways of improving quality,
efficiency, and the work environment.
Self-Managed Work Teams
Groups of 10 to 15 people who take on the
responsibilities of their former supervisors.
planning and scheduling of work,. assigning
tasks to members, making operating
decisions,
Types of Teams (cont’d)Types of Teams (cont’d)

6. Types of Teams (cont’d)Types of Teams (cont’d)
Cross-Functional Teams
Employees from about the same hierarchical level,
but from different work areas, who come together to
accomplish a task.

7. Types of Teams (cont’d)Types of Teams (cont’d)
Virtual Teams
Teams that use computer
technology to tie together
physically dispersed
members in order to
achieve a common goal.
The three primary factors that differentiate virtual teams from face-The three primary factors that differentiate virtual teams from face-
to-face teams are:to-face teams are:
(1) The absence of preverbal and nonverbal cues(1) The absence of preverbal and nonverbal cues
(2) Limited social context(2) Limited social context
(3) The ability to overcome time and space constraints(3) The ability to overcome time and space constraints

8. Stages of Team DevelopmentStages of Team Development

9. Stages of Team DevelopmentStages of Team Development
Orientation (Forming) –
This is simply the bringing together of a group of individuals. At this stage, members are:
• Moderately eager
• Have generally positive expectations
• Have some anxiety about why they are there and what it all means
• Have some anxiety about other members such as who they are and what they are like
During orientation,
How to approach Goals, and what skills are needed.
The length of this stage will depend on how clearly the task is defined.
This is an important stage because it serves to clarify the team's mission and bond team members.
Teams that pay attention to building the relationships as well as focusing on the task successful
outcome.

10. Stages of Team DevelopmentStages of Team Development
Dissatisfaction (Storming)
This stage is characterized by:
• argument
• conflict
• a dip in morale
It results from differences between initial expectations and the reality of the situation as
perceived by the members. Members may have varying opinions of what the group was to do
and how to accomplish it. Members are also beginning to confront the differences in their
personalities and values, a condition that is present anytime strangers meet. Members may
feel anger or frustration with the task or with other members or may even resent the
presence of formal leadership.
Generally, the dissatisfaction stage is relatively short. Some groups, however, may become
stuck in this stage and continue to be both demoralized and relatively unproductive. In the
worst cases, some groups never emerge from this stage and, if possible, disband in
frustration.

11. Stages of Team DevelopmentStages of Team Development
Resolution (Norming)
This stage in the group's development involves the:
• Resolving of issues
• Setting up group processes
• Setting of group policies, procedures, and values
• Increasing production
Members are now resolving differences and clarifying the mission and roles.
Members are less dissatisfied as in the previous stage because they are now learning more
about each other and how they will work together.
They are making progress toward their goals. They are developing tools to help them work
better together such as a problem solving process, a code of conduct, a set of team values,
and measurement indicators.
Member attitudes are characterized by decreasing animosities toward other members; feelings
of cohesion, mutual respect, harmony, and trust; and a feeling of pleasure in accomplishing
tasks. The work is characterized by slowly increasing production as skills develop. The group
is developing into a team.

12. Stages of Team DevelopmentStages of Team Development
Production (Performing)
The team is accomplishing work effectively.
Production is high and the climate is positive.
Member attitudes are characterized by positive feelings and eagerness to be part of
the team.
Members are confident about the outcome, enjoy open communication, exhibit high
energy, and disagreement is welcome and handled without emotional conflict.
Although work is being accomplished through all the stages, this stage reflects the
work being accomplished most effectively.

13. Stages of Team DevelopmentStages of Team Development
Termination
In the case of temporary teams such as task forces, design teams, and problem
solving teams, a fifth stage reflects the ending of the process.
Depending on the team's success in accomplishing its task and how strongly the
members have bonded, this stage may reflect either a sense of loss or relief. When
a team ends, time should be spent addressing how it should be done to properly
recognize the team's accomplishments.

14. Team BuildingTeam Building
Team building is any activity that builds and strengthens the team as
a team.
Spirit
Enthusiasm
Cohesiveness
Camaraderie are vitally important.

15. Task AccomplishmentTask Accomplishment
a. Team Mission and Vision
The driving force and common understanding behind every team is a clear mission and
vision.
b. Team Operating Processes
To accomplish tasks effectively and efficiently, good teams develop operating processes such
as sequential steps

16. Task AccomplishmentTask Accomplishment
c. Team Task Roles
1. Initiator - suggests new ideas to the group
2. Information Seeker - seeks clarification of issues in terms
of their factual adequacy
3. Opinion Seeker - seeks clarification of the values pertinent
to the issue, rather than facts
4. Information Giver - offers facts or other "authoritative"
information
5. Opinion Giver - offers beliefs or other value-based ideas
6. Elaborator - spells out suggestions in terms of examples or
developed meanings
7. Summarizer - pulls together ideas, concepts, and group
decisions to help the group identify where it is in its thinking

17. 8. Coordinator-Integrator - clarifies and integrates
relationships between various ideas, suggestions, and
people
9. Orienter - defines the position of the group with
respect to its goals
10. Disagreer - takes a different point of view, argues
against, and implies error in fact or reasoning
11. Evaluator-Critic - subjects the accomplishment of
the group to some set of standards. Questions the
"practicality," the "logic," the "facts," or the "procedure"
12. Energizer - prods the group to action
13. Procedural Technician - performs routine tasks
related to group functioning
14. Recorder - keeps a written record of the groups
work

18. Team BuildingTeam Building
a. Team Values
• Understand that each team member brings a unique value system to the table.
• Their differences are frequently the source of conflict.
• Understanding how values affect team member relationships is a critical piece of
the team building.
b. Team operating principles
Team members discuss how they will behave with each other, then formalize their
results in a set of standards or a code of conduct .
Example, one team's code of conduct included the following:
• Respect the opinions of others
• Allow equal participation in discussions
• Take responsibility for what is going on in the team, and take action when needed.

19. Team BuildingTeam Building
c. The Six Team Building Roles
1.Encourager - praises other members' contributions to the team
2.Harmonizer - mediates differences between other members
3. Compromiser - offers a compromise during disagreement or conflict by yielding
position or admitting error
4. Gatekeeper -regulates the flow of communication, particularly in meetings, by
encouraging the participation of those less inclined to participate and quieting those
who are overly talkative
5. Standard Setter - expresses standards for the team regarding its operation
6. Group Observer - observes and reports back to the team on its group dynamics

20. Twelve Tips for Team BuildingTwelve Tips for Team Building
I. Clear objectives – Vision/Mission
II. Context – Background – Why participation in Teams?
III. Commitment – dedication – Service as valuable to
Organization & Own
IV. Competence – Capability – Knowledge
V. Charter – agreement – Assigned area of responsibility
VI. Control – Freedom & Limitations
VII. Collaboration – Team work
VIII.Communication
IX. Creative Innovation
X. Consequences – Accountable for rewards
XI. Coordination
XII. Cultural Change

21. Correctly Placing PeopleCorrectly Placing People
 Wrong Person/Wrong Place = Regression
 Wrong Person/Right Place = Frustration
 Right Person/Wrong Place = Confusion
 Right Person/Right Place = Progression
 Right People/Right Places = Multiplication

22. Team MemberTeam Member

23. Team MemberTeam Member
 Communicate
 Don't Blame Others
 Support Group Member's Ideas
 No Bragging – No Full of yourself
 Listen Actively
 Get Involved
 Coach, Don't Demonstrate
 Provide Constructive Criticism
 Try To Be Positive
 Value Your Group's Ideas.
 Look at the big picture.
 Trust your leader
 Be yourself

24. Team MemberTeam Member

25. Team MemberTeam Member

26. Team MemberTeam Member

27. Teamwork & LeadershipTeamwork & Leadership
 Personnel determine the potential
 Vision determines the direction
 Work ethic determines the preparation
 Leadership determines the success

28. Leader shipLeader ship
A simple definition of leadership is that leadership is the art of motivating
a group of people to act towards achieving a common goal.
Three basic functions that a leader performs:
1. Organizational
2. Interpersonal
3. Decisional
Keys to Leader ship
 A leader plans - Planning
 A leader has a Vision – Goal setting
 A leader shares her vision - Communication
 A leader takes charge – Implementation & Controlling
 A leader inspires through example
 Team Learning
 Systems Thinking -shape the behavior of systems.

29. Characteristics Of LeadershipCharacteristics Of Leadership
1. Authenticity - Leadership begins and ends with genuineness/faithfullness.
2. Desire to Serve Others
3. Empowering People
4. Guided by Heart, passion and compassion – Enthusiasiun, Eagerness, Kindness
5. Recognize their shortcomings
6. Lead with Purpose "They lead with purpose, meaning and values."
7. Build Enduring Relationships "They build enduring relationships with people."
8. Clear Where They Stand "Others follow them because they know where they stand."
9. Refuse to Compromise "When principles are tested, they refuse to compromise."
10. Develop Themselves
11. Leaders pull rather than push.
12. Leaders have a clear vision and communicate that vision.
13. Leaders work through teams and not through hierarchies.
14. Leaders possess a strong doss of self-esteem and positive attitude.
15. Leaders have a good grasp of self

30. The Law of the ChainThe Law of the Chain
 The strength of the team is impacted by its
weakest link.
The Law of the Catalyst.
 Winning teams have players who make things
happen.

31. Characteristics of a CatalystCharacteristics of a Catalyst
 Intuitive
 Communicative
 Passionate
 Talented
 Creative
 Initiating
 Responsible
 Generous
 Influential

32. Attitudes & TeamworkAttitudes & Teamwork
 Attitudes have the power to lift up or tear down a
team
 An attitude compounds when exposed to others
 Bad attitudes compound faster than good ones.

33. AccountabilityAccountability
 Teammates must be able to count on each other when it
counts.
Accountability Characteristics
 Character
 Competence
 Commitment
 Consistency
 Cohesion

34. The Law of IdentityThe Law of Identity
 Shared values define the team.
 Articulate the values
 Compare values with practices
 Teach the values
 Practice the values
 Institutionalize the values
 Publicly praise the values

35. Creating Effective TeamsCreating Effective Teams
Group Size
Performance
Expected
Actual
 Main problems:
1. Process losses
2. Social loafing
3. Groupthink

36. Group Decision MakingGroup Decision Making
Symptoms
• Illusion of invulnerability
• Assumption of morality
• Rationalization
• Stereotyping of outgroups
• Self-censorship
• Illusion of unanimity
• Mindguarding
• Pressuring of dissenters