The document discusses team building, outlining various types of teams such as functional, cross-functional, project, virtual, and self-managed teams, all of which work towards common goals. It introduces Tuckman's model of team development, which consists of five stages: forming, storming, norming, performing, and adjourning, detailing the dynamics and challenges in each stage. The text emphasizes the importance of effective teamwork, communication, and mutual accountability for achieving team success.

1. TEAM BUILDING
TOPIC
GROUP - 4

2. TEAM
◦ A team is a group of individuals, all working
together for a common purpose. The individuals
comprising a team ideally should have common
goals, common objectives and more or less think
on the same lines.
◦ Individuals who are not compatible with each
other can never form a team. They should have
similar if not the same interests, thought
processes, attitude, perception and likings.

3. EXAMPLE
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4. TYPES OF TEAM
Functional Teams:
• Composed of individuals with similar skills or who perform similar tasks.
• Examples include finance teams, marketing teams, and engineering teams.
Cross-Functional Teams:
• Consist of members from different functional areas within an organization.
• Encourages collaboration and diverse perspectives.
• Often formed for specific projects or problem-solving.
Project Teams:
• Created for a specific project with a defined start and end date.
• Members may come from various departments or functions.
• Disband once the project is completed.

5. Virtual Teams:
• Consist of members who are geographically dispersed and collaborate
through technology.
• Communication often relies on video conferencing, email, and other online
tools.
Self-Managed Teams:
• Have the autonomy to make decisions without direct supervision.
• Responsible for managing their work processes and achieving goals.
Problem-Solving Teams:
• Formed to address a particular issue or challenge within the organization.
• Members work together to analyze and solve the problem.

6. Innovation Teams:
• Focus on generating and implementing new ideas and
solutions.
• Encourage creativity and out-of-the-box thinking.
Task Forces:
• Temporary groups assembled to address a specific issue or
achieve a particular goal.
• Dissolve once the task is completed.
Quality Circles:
• Small groups of employees who meet regularly to identify,
analyze, and solve work-related problems.
• Often found in manufacturing or service industries.

8. NATURE OF TEAM
Complementary skills
Common goal
Self directing
Leadership role cost
Committed to job
Two way communication
Mutual accountability
Generates synergy effect

9. BENEFITS OF TEAM
Diverse
Perspectives
Increased
Efficiency
Improved
Problem
Solving
Better Decision
Making
Enhanced
Communication
Skills
Flexibility and
Adaptability
Accountability

10. TEAM ISSUES
• Communication Problems:
• Lack of Trust
• Unclear Roles and Responsibilities
• Inadequate Leadership
• Unrealistic Goals or Expectations

11. EFFECTIVE TEAM WORK
Effective team work means owning your responsibilities, staying accountable and doing what you
say you are going to do.
Team members rely on one another, so if one person drops the ball, an entire project can fail.
Members of the team must trust one another and have a strong rapport.
For an example: The Apollo 11 mission team: This team led by NASA, worked together to achieve
the goal of landing the first human on the moon.
The team was made up of engineers, scientists, and astronauts who worked together seamlessly
to make the mission a success.

12. TEAM GROUP
◦ Shared leadership roles.
◦ Individual and mutual accountability
◦ Purpose is broader than what from
top, and accepted by team members,
helping to focus on specific goal that
team itself delivers
◦ Productivity is largely due to collective
team efforts.
◦ Strongly clearly focused leader
◦ Individual accountability
◦ Purpose is same as organizational
mission, and percolates from the top
◦ Productivity is largely as a result of
individuals in the group.

13. CAN GROUPS BECOME TEAM ?
◦ A group can work towards becoming a team as they become a cohesive
unit that begins to work together and share their skills.
◦ As a group begins to share their ideas and opinions about the work or
task, they can start to help each other with the work.

14. TUCKMAN’S MODEL
Tuckman Model was developed by Bruce Tuckman 1965.
It seeks to understand the dynamics of teams and how they develop. The model is based
on four unique stages of team development which are as follow –
◦ Forming
◦ Storming
◦ Norming
◦ Performing
◦ Adjourning

15. FORMING
Forming- Forming is new build team when
team build they become polite and friendly
because they want to show their good sides to
other team members.
During the new form team's dynamics is still not
set this stage, so no team member are aware of
the "unwritten rules" or the team's overall
culture.

16. STORMING
Storming is the second stage of the Tuckman model
and is where dissent and discomfort start to build up.
Team members are no longer maintaining the facade
of "best behavior" and starting to show the entirety
of their character; the good and the not –so-good.
This creates conflict.
This creates and problems in the team and can cause
quite a strain on the team's culture and eventually,
performance.

17. NORMING
Norming is the stage where team members
finally get the hang of their roles, understand
what needs to be done and know strengths
and weaknesses of their fellow team members.
The problems from the Storming stages finally
settled down and team members learned how
to work together as a single unit, both
professionally and personally.

18. PERFORMING
In the stage, the team begins to run like a well-oiled
machine. Everyone knows what needs to be done and are
focused on achieving the goals and objectives of the
entire team.
During Performing, Team members are running almost
autonomously, and the manager's roles here is to make
sure nothing stands in their way.
Supervision needed is at a minimum, since team members
know what they need to do, know how to do it and know
why they are doing it.

19. ADJOINING
Adjourning is the last stage in the Tuckman model. It's
also the goals set out for them. There's no longer a
purpose driving the team and it's time everyone to go
their separate ways.
The manager needs to ensure that they praise and
reward their team members for the job well done and
even write team recommendations for other teams.

20. TUCKMAN’S MODEL BENEFITS
• Provides a clear framework for understanding the stages of team development
and the challenges that arise at each stage
• Helps team members understand the dynamics of the team and their role in
the process
• Disadvantages:
• May oversimplify the complexity of team dynamics
• Assumes that teams progress through the stages linearly, which may not
always be the case in reality (see our practical tips at the end)

21. WHY TUCKMAN’S MODEL IS USEFUL IN
TEAM BUILDING
◦ The Tuckman model is quite simple to use and understand. You have
five stages that the team goes through; they're easy to remember and
the progress is linear going from to the fifth stage.
◦ In addition this model provides managers with quick and easy
understanding of where the team's at so they can act accordingly.
◦ If team's struggling to act cohesively and there are a lot of conflict the
manager knows that the team's in the storming stage and they know
the recipe for getting out of it.

22. EXAMPLE
A SHORT FILM

24. THANK YOU