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Team in organization.
The document discusses the growing popularity of teams in organizations, contrasting different types of teams and identifying characteristics of effective teams. It emphasizes the benefits of teamwork, such as shared responsibility and increased motivation, while also outlining factors critical to creating effective teams, including team composition and process. Additionally, it addresses when to opt for individual work over teamwork, underscoring the importance of interdependence and common goals.
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Team in organization.
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- 3. © 2009 Prentice-HallInc. All rights reserved. 10-3
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- 5. @ Tea Chewed 10-5 Shahanaz Akter 140313 Shakila Afrin 140317 SayedaTamanna Jahan 140312 Prosen Roy 140337 Laazina Khan Hrisha 140340 Shaikh Samiur Rahman 140351
- 6. Analyze the growingpopularity of teams Contrast among groups and teams. Compare and contrast four types of teams. Identify the characteristics of effective teams. Show how organizations create team players. Decide when to use individuals instead teams. Show differs of teams in our and global context. 10-6 We will learn
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- 9. Work Group Work Team Primary Interaction Making decisions Nojoint Efforts Individual Responsibility Positive synergy Coordinated Effort Individual inputs Greater performance
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- 12. Work group Vs.Workteam Work Group Work Team Goals Synergy Accountability Skills Share Information Neutral (Sometimes Negative) Individual Random & Varied Collective Performance Positive Individual & Mutual Complementary
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- 14. A program thatbrings key line manager to solve real time project problem Problem Solving Team
- 15. Excellent decision makers Generateideas through brainstorming or similar techniques Excellent planners of the implementation stage Need too much time, efforts & energies Loose momentum Advantages & Disadvantages
- 16. A team inwhich 10 to 15 people take on the responsibilities of their former supervisors Self-Managed Work Teams
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- 18. A group ofpeople with different functional expertise and work areas working toward a common goal Cross – Functional Teams
- 19. Greater scope ofinformation Share leadership responsibilities Implement individual & mutual accountability Greater range of users Characteristics
- 20. Virtual Teams A groupof individuals who work across time, space and organizational boundaries with links strengthened by webs of communication technology
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- 23. People Linking • ActiveListening • Communicating • Team Relationships • Participative Decision Making Task Linking • Objective Setting • Quality Standards • Work Allocation Leadership Linking • Motivating • Devising Strategy Linker
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- 25. Upholds best ideasand solutions in a way that will influence other team members Promoter
- 26. Offers insightful analysisof options Assessor
- 27. Establishes and implementsways of making things work Organizer
- 28. Concludes and deliversoutputs and provides direction and follow through Producer
- 29. Controls the workingof systems and enforces rules Controller
- 30. Fights external battlesto uphold and safeguard standards and processes Maintainer
- 31. Gathers and reportsinformation to evaluate the team's work Adviser
- 32. Context Composition Work designProcess Key Components of Effective Teams
- 33. Adequate Resources Tools tocomplete the job Creating Effective Teams: Context
- 34. Effective Leadership andStructure Creating Effective Teams: Context Agreeing to the specifics of work Even “self- managed” teams need leaders Especially important in multi-team systems
- 35. Creating Effective Teams:Context Climate of Trust Members must trust each other and the leader
- 36. Creating Effective Teams:Context Performance and Rewards Systems that Reflect Team Contributions
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- 40. Abilities of Members CreatingEffective Teams: Composition Need technical expertise Problem-solving Decision-making Good interpersonal skills
- 41. Conscientiousness Openness to experience Agreeableness to team performance CreatingEffective Teams: Composition Personality of Members
- 42. Creating Effective Teams: Composition Allocatingroles and diversity Many necessary roles must be filled Diversity can often leads to lower performance
- 43. Size of Team:The smaller the better- 5 to 9 is optimal Creating Effective Teams: Composition
- 44. Member’s Preference forTeam Work Do the members want to be on Teams? Creating Effective Teams: Composition
- 45. Skill Variety Freedom andAutonomy Task Identity Task Significance Creating Effective Teams: Work Design
- 46. Skill Variety Ability touse different skills and talents Creating Effective Teams: Work Design
- 47. Freedom andAutonomy Ability towork independently Creating Effective Teams: Work Design
- 48. Task Identity •Ability tocomplete a whole and identifiable task or product Task Identity Creating Effective Teams: Work Design
- 49. TaskSignificance Working on atask or project that has a substantial impact on others Creating Effective Teams: Work Design
- 50. Creating Effective Teams:Process 10-50 Willing to adjust plan if necessary Commitment to a Common Purpose Provides direction
- 51. Team Efficacy Mental Models CreatingEffective Teams: Process
- 52. Creating Effective Teams:Process 10-52 Specific Measurable Realistic Challengi ng
- 53. A Managed Levelof Conflict Minimized Social Loafing Task conflicts are helpful Interpersonal conflicts are not Team holds itself accountable Both Individually and as a team Creating Effective Teams: Process
- 54. Turning Individuals intoTeam Players Selection Training Reward
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- 56. Decide When toUse Team • Three tests to see if a Team is better for the work: The work can be done better by more than one person The work create a common purpose or set of goals for the group The members of the group are interdependent
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Editor's Notes
- #4 The Literal elaboration of the word TEAM is Together Everyone Achieves More
- #5 Now lets watch a video
- #8 Let’s come to the question why teams have become so popular
- #9 There is a huge confusion amongst people about team and group. Because both group and team are consist of two or more than two people. Can You tell me that the groups we are already working in for Organizational behavior and other courses, is that actually group or team? SABIHA: I think it is group. Me: You Think so? Okay please sit down. To know the differences between the group and team we need to know the basic definition of these two
- #10 work group is a group that interacts primarily to share information and make decisions to help each member perform within his or her area of responsibility. No joint efforts are given in work groups. Work groups have no need or opportunity to engage in collective work that requires joint effort. So their performance is merely the summation of each group member’s individual contribution. A work team , on the other hand, generates positive synergy through coordinated effort. The individual efforts result in a level of performance greater than the sum of those individual inputs. The extensive use of teams creates the potential for an organization to generate greater outputs with no increase in inputs.
- #11 So now my friend I think you know we are working in a team not a group.
- #13 Goals: Goal of work group is to share information, on the other hand goal of work team focuses on collective performance. Accountability: Accountability of works in groups is individual, but in a team accountability of works is both individual & mutual
- #17 Typically, these responsibilities are planning and scheduling work, assigning tasks to members, making operating decisions etc
- #23 Every members of a team has some key roles to play
- #24 Coordinating and integrating the work of others .The linker role consists of three types of skills -
- #25 And ensures that the team will spend time discussing ideas around the problems being faced.
- #27 Assessor offers insightful analysis of options and assesses the applicability of new approaches
- #28 and assign accountabilities and responsibilities.
- #31 . They take pride in maintaining both the physical side of the work and the social side.
- #32 When faced with a difficult problem, the starting point for team discussion is advising.
- #46 Work design is a important part In A Team-Effectiveness Model. A good Work design requires variety of skills, freedom and autonomy of worker , identity and significance of task.
- #49 Task identity is ability to complete a whole task
- #54 1) Conflict when teams are performing non routine activities,, critical assessment of problems and options then Task conflicts are helpful but Interpersonal conflicts are almost always dysfunctional. (2) Loafing: Tendency of certain members of group to get by with less effort than what they would put if they work alone
- #56 Now look, here a caution: Teams are not always the answer
- #57 There are three test to see if team is the best option for a particular work Now Let’s watch a video clip, some of us have already seen it before, but now lets see it again from the “team” perspective