The document discusses team building and team development. It defines what team building is and the types of teams, including departmental, problem-solving, virtual, cross-functional, and self-managed teams. It also outlines the five stages of team development: forming, storming, norming, performing, and adjourning. Effective team communication and setting clear goals are important for team success. Regular team-building exercises can help improve cooperation, problem-solving, and employee satisfaction.

1. TEAM BUILDING
MADE BY MEHRREEN
3RD SEM-MBA
AGBS, Bangalore

2. INTRODUCTION TO TEAM BUILDING
 When individuals with similar interest, attitude, and taste
come together to work for a common objective, a team
is formed. Every individual contributes equally and
performs his level best to meet the team targets and
achieve the organization’s goal.
 Team members strive hard to live up to the expectations
of others and successfully accomplish the assigned
task. A team cannot do well unless and until each and
every member is focused and serious about his
responsibilities.

3. WHAT DO YOU MEAN BY TEAM
BUILDING ? ?
 Team building is an ongoing process that helps a work
group evolve into a cohesive unit. The team members not
only share expectations for accomplishing group tasks, but
trust and support one another and respect one another's
individual differences.
 It refers to the various activities undertaken to motivate the
team members and increase the overall performance of the
team.
 And also means it is an ability to identify and motivate
individual employees to form a team that stays together,
works together, and achieves together.

4. Types of Team Building
1. Departmental teams: In this individuals relate to specialty
or focus he or she has mastered, with everyone working
toward achieving goals outlined in the company’s mission
statement.
 Departmental teams are permanent and typically work on
ongoing projects or goals.
Example - developer teams at a tech start up or the sales
team at a marketing agency.
2. . Problem-solving teams: These types of teams are
usually temporary and focus on solving a specific issue. For
example- after the 2008 financial crisis, several organizational
task force teams and governmental committees were created
to come up with solutions to help the country climb out of a
steep recession

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3.Virtual teams: A virtual team can be any type of team that
communicates digitally rather than in person. Easier
communication tools allow managers to build teams based on
strengths and weaknesses rather than geography.
4. . Cross-functional teams: These teams help in situations
where communication between internal departments is crucial
in order to address the project goals.
5. . Self-managed teams: These types of teams are the most
empowered, as they have to power to make decisions. Each
team member brings a certain skill set to the table to make
informed decisions, complete assignments or deliver services
for customers.

6. DEVELOPMENT OF TEAM GROWTH
Well-developed guidelines for team building in the workplace
help to increase goal achievement, process efficiency and
worker satisfaction. Clarifying group goals, setting up clear
structures and roles, and establishing clear channels for
communication and task completion are important steps for
development of team growth.
 Establish a clear goal and mission.
 Set Up Effective Communications Systems.
 Establish Clear Structures and Roles.
 Encourage Collaboration.
 Establish Mechanisms for Problem Solving.

7. 5 STAGES OF TEAM DEVELOPMENT
 Stage 1:
The first stage is when the team is formed and members
meet. They learn what the team opportunities and challenge
will be. Individual members may be confused about their role
or not understand the need for the team.
 Stage 2 :
During the second stage, individual expression of ideas
occurs and there is open conflict between members.
Members tend to focus on details rather than the issues and
compete for influence. Low trust among team members is an
evident indicator of this stage. The team needs to select their
desired leadership style and decision methodology.

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 Stage 3 :
In the third stage, the team develops work habits that support
group rules and values. They use established tools and
methods; exhibit good behaviors; mutual trust, motivation, and
open communication increase; positive teamwork and group
focus are apparent. The team relationships grow and individual
characteristics are understood and appropriately utilized.
 Stage 4 :
The fourth stage shows high levels of loyalty, participation,
motivation, and group decision-making. Knowledge sharing,
cross-training, and interdependence increases. Team is self-
directing in development of plans and strategy to meet their
goals and carry out work.

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 Stage 5 :
For project teams, temporary committees, or task forces coming to
an end, there will be a finalising stage as they celebrate and
recognize group achievement. Then some mourning over the
dissolving of the team relationship and begin planning for the
change in individual work requirements. During this stage,
leadership needs to emphasize organization gratitude and both
team and individual recognition.

10. TEAM PERFORMANCE CURVE ( DIAGRAM)
The five levels of teamwork can be plotted on an X-Y axis to form what
Jon Katzenbach and Douglas Smith call the team performance curve. It’s
essentially a J-shaped curve, starting on the Y (vertical) axis, then sloping down
to touch the X (horizontal) axis, and then bending back upwards to the right.
The five levels of teams are located along the curve.

11. TEAM PERFORMANCE CURVE
EXPLAINATION
1. The Working Group : The members interact mainly to share
information and best practices and to make decisions. The purpose
of this group is only to specify the roles of its members and to
delegate tasks.
2. Pseudo Team : The pseudo team resides at the bottom of the
performance curve and is the weakest of the five levels. The team
does not, however, focus on collective performance. The members
don’t want to take the risks necessary to become a potential team.
They are not interested in creating a common purpose or setting
performance goals.
3. The Potential Team : There is a significant, incremental gain in
performance with this type of team. The members are working hard to
achieve a higher level of performance. However, the members must
work on developing a clear purpose, goals, and common approach.
.

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4 . The Real Team : This consists of a small group of people who
share a common purpose, goals, and approach to work. The
members have complementary skills. They hold themselves
mutually accountable for their results.
5 . The High Performance Team : This has all the characteristics
of a real team, but the members are deeply committed to one
another’s personal growth and development. They far out-perform
all other teams. The members form powerful relationships.

13. PROFILING YOUR TEAM
 Team dynamics : It is created by the nature of the team’s
work, the personalities within the team, their working
relationships with other people, and the environment in which
the team works.
 Team dynamics are a very important part of working life. They
can have a big impact on:
1. The profitability of an organisation.
2. Whether people enjoy their work.
3. Staff retention rates.
4. Team and individual performance.
5. Company reputation etc.

14. 2 TYPES OF TEAM DYNAMICS
1. External dynamics means forces which might
include pressure to complete a task by a deadline,
or within a limited budget.
1. Internal dynamics means forces which might
include pressure by a team to choose a certain
course of action, or impatience of some team
members with others’ modes of participation.

15. TEAM STRATEGIES FOR ORGANIZATIONAL
VISION
1. Realistic: A vision must be based in reality to be meaningful for an organization.
For example, if you're developing a vision for a computer software company that
has carved out a small niche in the market developing instructional software and
has a 1.5 percent share of the computer software market, a vision to overtake
Microsoft and dominate the software market is not realistic!
2. Credible: A vision must be believable to be relevant. To whom must a vision be
credible? Most importantly, to the employees or members of the organization. If the
members of the organization do not find the vision credible, it will not be meaningful
or serve a useful purpose. One of the purposes of a vision is to inspire those in the
organization to achieve a level of excellence, and to provide purpose and direction
for the work of those employees. A vision which is not credible will accomplish
neither of these ends.
3. Attractive: If a vision is going to inspire and motivate those in the organization, it
must be attractive. People must want to be part of this future that's envisioned for
the organization.
4. Future: A vision is not in the present, it is in the future. In this respect, the image of
the leader gazing off into the distance to formulate a vision may not be a bad one.

16. TEAM COMMUNICATION
 Team communication is the interaction that takes place among
the members of a work team or group. An Effective team
communication is vital to the success of the group in
performing its role as well as to the morale and work
enjoyment of its members.

17. IMPORTANCE OF TEAM
COMMUNICATION
 Team Work .
 Clear Goals and Focus .
 Good communication .
 Problem Solving .
 Employee Satisfaction .
 Team –Building Exercises ( open brainstorming sessions,
retreats, games or problem-solving exercises ).
 Sharing .
 Cooperation.