The document discusses team dynamics, including definitions, types of teams, stages of team development, and the impact on organizational behavior. It highlights the importance of team processes and characteristics of high-performance teams, along with the role of effective leadership and technology in enhancing team performance. The stages of team development are outlined as forming, storming, norming, performing, and adjourning, which dictate the team's progression and relationship building.

1. TEAM DYNAMICS
Presented By: Sumeet Pareek Subject Faculty
DMS, MNIT Prof. Awadhesh Bhardwaj

2. WHAT DO WE HAVE FOR YOU ?
 Team in an Organization
 Types of Team
 Stages of Team Development
 Case Analysis
 Its impact on Organization Behaviour
 Conclusion

3. WHAT IS DYNAMICS ?
 Organizational Dynamics is defined as patterns that
are developed over a period of time.
 Patterns such as interaction, activities, different
personalities, dealing with daily issues etc.
 Organizations are made up of people, people's
behavior makes up organizational behavior.

4. WHAT IS A TEAM ?
 A team is strategic group that maintains the synergy
between employees and organize recourses.
 Primary role of a team is to combine available
resources, competencies, skills, willingness to
achieve organizational objective.

5. TEAM PROCESSES
 Transitional Process: Mission analysis, goal
specification, strategy formulation.
 Action Process: Monitoring progress towards goal,
team monitoring and backup behaviour,
coordination.
 Interpersonal Process: Conflict management,
motivation and confidence building.

6. WHAT IS TEAM DYNAMICS ?
 Behavioral relationships between team members is
termed as team dynamics.
 Team dynamics plays an important role in every
organization as it determines if a team’s goal will be
met in efficient manner.
 Identifying team dynamics and understanding
positive and negative outcomes is very important to
predict and build team performance

7. TYPES OF TEAM
 Problem Solving Team
 Cross Functional Team
 Self-managing Team
 Virtual Team

8. PROBLEM SOLVING TEAM
 It was emerged in 1980s with introduction of Quality
circles, particularly in Japan.
Selecting a
Specific Problem
Selecting
Personnel
Define Nature
of Problem
Give Time to
Develop
Methodology
Implement the
Solution
Recognize the
Contributions
Mage by Team

9. CROSS FUNCTIONAL TEAM
 Need of Cross Functional Team was first witnessed
in late 1980s in automobile industries of USA to
complete a complex project.
 Its basic objective is to make decisions and solve
problems, that cannot be solved by one single
functional department.

11. SELF MANAGING TEAMS
 Often know as self-directed teams.
 They plan, control, and improve there own work.
 Review their performance as a group
 They set their own goals and inspect their own work

12. VIRTUAL TEAM
 Such teams are really useful nowadays, because
these teams work from a different geographic
locations and interact through electronic media.
 Various firms such as Microsoft, Google, Apple etc
are using it to discuss critical issues and decision
making.
 It helps in getting opinions of remotely located
employee.

13. STAGES OF TEAM DEVELOPMENT
 To understand team dynamics in order to put a
positive impact on the team’s performance, team
development process must go through the four
stages.
 Every Stage Act as a foundation for the next stage.
This helps in building good relationship among the
team members.
 This makes them more focused towards the
objective of the organization.

14. STAGES OF TEAM DEVELOPMENT
Forming Storming Norming Performing Adjourning

15. FORMING
 In this stage, most team members are positive and polite.
 Some are anxious, as they haven't fully understood what
work the team will do.
 Others are simply excited about the task ahead.
 This stage can last for some time, as people start to work
together, and as they make an effort to get to know their
new colleagues.

16. STORMING
 Next, the team moves into the storming phase, where
people start to push against the boundaries established in
the forming stage.
 This is the stage where many teams fail. Storming often
starts where there is a conflict between team members'
natural working styles.
 If differing working styles cause unforeseen problems, they
may become frustrated.

17. NORMING
 Gradually, the team moves into the norming stage.
 This is when people start to resolve their differences,
appreciate colleagues' strengths, and respect the authority
as a leader.
 There is often a prolonged overlap between storming and
norming, because, as new tasks come up, the team may
lapse back into behavior from the storming stage.

18. PERFORMING
 The team reaches the performing stage, when hard work
leads to the achievement of the team's goal.
 It feels easy to be part of the team at this stage, and
people who join or leave won't disrupt performance.

19. ADJOURNING
 Many teams will reach this stage eventually.
 For example, project teams exist for only a fixed period,
and even permanent teams may be disbanded through
organizational restructuring.
 Team members who like routine, or who have developed
close working relationships with colleagues, may find this
stage difficult.

20. CASE ANALYSIS: MAJOR OBJECTIVES
 How companies use teams to drive performance ?
 Characteristics of high-performance teams
 Four attributes of effective team leaders
 Teams and technology

21. HOW COMPANIES USE TEAMS TO DRIVE
PERFORMANCE ?
 Almost 9 out of 10 companies surveyed for this report agree
that the problems confronting them are now so complex that
teams are essential to provide effective solutions.
 Teams that are comprised of individuals from diverse
backgrounds and experiences tend to have higher EBITDA
growth rates.
 BRIC countries score high in terms of the amount of time
they spend on team activities, whereas Anglophone
countries, including the US and Canada, tend to be more
individualistic in how they allocate their time.

22. CHARACTERISTICS OF HIGH-PERFORMANCE
TEAMS

23. CHARACTERISTICS OF HIGH-PERFORMANCE
TEAMS
 Research shows that teams that possess three
broad characteristics are more likely to achieve the
high performance for which companies are striving:
 A shared vision
 The right mix
 Commitment to quality and results

24. ATTRIBUTES OF EFFECTIVE TEAM LEADERS

25. ATTRIBUTES OF EFFECTIVE TEAM LEADERS
 Research has shown that effective team leaders
display the following key actions:
 Provide clear direction and leadership
 Create an open and inclusive team culture
 Empower
 Develop and coach

26. TEAMS AND TECHNOLOGY

27. TEAMS AND TECHNOLOGY
 A challenging economic environment compounds this
problem because many companies have cut back on
business travel. They may see tools, like tele-presence,
TIBCO etc as an equivalent replacement.
 Other aspects of technology can also be an enabler – or
barrier – of team performance.
 A company that has a fragmented IT infrastructure, and
different applications and datasets for different functions
or business units, will find it more difficult to form effective
cross-functional and geographically distributed teams.