The document discusses teams, including defining what makes a team different than a work group, why teams have become popular, necessary skills for team members, types of teams, factors that make teams effective, and challenges in creating effective teams. Key points are that teams outperform individuals, use talents better, and facilitate involvement. Teams need trust, shared goals and leadership, participation, and self-evaluation skills. Not all work is suitable for teams.

1. Team
Concept, Nature, and
Relevance

2. • A team is a group of
people with
complementary skills that
work in a shared form,
understand their goals,
and are engaged in
meeting them and feel
collectively responsible.

3. Difference Between Group & Team
Work Group Work Team
• A group that • A group whose
interacts primarily individual efforts
to share result in a
information and to performance that is
make decisions to greater than the
help each group sum of the
member perform individual inputs.
within his or her
area of
responsibility.

4. Comparing Work Groups
and Work Teams

5. Why Have Teams Become
So Popular?
• 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.

6. What the team members need?
Interpersonal Trust
Clear Understanding of the Goals
Informal Relationship
Listening Skills

7. What the team members need?
Participation
Consensus Decisions
Shared Leadership
Self-Evaluation Skills

8. It's good to be individually brilliant and to
have strong core competencies; but unless
you're able to work in a team and harness each
other's core competencies, you'll always
perform below par because there will always
be situations at which you'll do poorly and
someone else does well.

9. Team
Types of Teams, Team
Effectiveness

10. Types of Teams
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.

11. Types of Teams
Self-Managed Work Teams
• Groups of 10 to 15 people who take
on the responsibilities of their former
supervisors.

12. Types of Teams
Cross-Functional Teams
• Employees from about the same
hierarchical level, but from different
work areas, who come together to
accomplish a task.
– Task forces
– Committees

13. Types of Teams
Virtual Teams
• Teams that use computer technology
to tie together physically dispersed
members in order to achieve a
common goal.

14. A Team-
Effectiveness
Model

15. Creating Effective Teams

16. Creating Effective Teams

17. Key Roles
of Teams

18. Creating Effective Teams

19. Creating Effective Teams

20. Turning Individuals Into
Team Players
• The Challenges
– Overcoming individual resistance to
team membership.
– Countering the influence of
individualistic cultures.
– Introducing teams in an organization
that has historically valued individual
achievement.

21. Turning Individuals Into
Team Players
• Shaping Team Players
– Selection
– Training
– Rewards

22. Teams & Quality
Management
• Team Effectiveness and Quality
Management Requires That Teams:
1.Are small enough to be efficient and effective.
2.Are properly trained in required skills.
3.Allocated enough time to work on problems.
4.Are given authority to resolve problems and
take corrective action.

23. Teams Aren’t Always the
Answer
• Three tests to see if a team fits the
situation:
– Is the work complex and is there a need
for different perspectives?
– Does the work create a common
purpose or set of goals for the group
that is larger than the aggregate of the
goals for individuals?
– Are members of the group involved in
interdependent tasks?