The document discusses the key differences between teams and groups. It notes that teams have shared leadership, interdependent roles, and both individual and group accountability and rewards. Groups have a clear leader and members perform independent jobs with individual accountability. Examples are provided of how teams improve organizational results by increasing employee involvement, reducing costs and absenteeism, and enhancing creativity and innovation.

1. TEAM vs GROUP Presented By: Hitesh Baid

2. Coming together is a beginning. Keeping together is progress. Working together is success! - Henry Ford

3. A small number of members with shared leadership who perform interdependent jobs with both individual and group accountability, evaluation, and rewards. A team is...like a car in that it consists of multiple parts joined together to accomplish a particular task A team is a group of people who come together temporarily to achieve a purpose.

5. In organizations that have reorganized the workplace into teams, results have improved and costs have declined. Reduced costs Quality of result has improved and service provided Increases employee involvement Reduces absenteeism and improves continuity Reduces conflict Enhances creativity and innovation Creates better adaptability and flexibility in the organization

6. Examples: Showing the Importance of TEAM and TEAM WORK

7. Two or more members with a clear leader who perform independent jobs with individual accountability, evaluation, and rewards. A collection of people who interact with one another, accept rights and obligations as members and who share a common identity. Example- Group of people waiting at a bus stop.

8. Task-oriented roles Roles performed by group members to ensure that the tasks of the group are accomplished Maintenance roles Roles performed by group members to maintain good relations within the group Individual roles Roles performed by group members that are not productive for keeping the group on task

9. TEAM GROUP Individuals assembled together or having some unifying relationship Persons associated together in work or activity. Member’s collective performance determines results. Members responsible for their own contributions ‘ Synergy’ arises in teams Individualistic approach do not produces synergy. Eg - A football team. Eg – A choir.

10. Group Team Understandings Members think they are grouped together for administrative purposes only. Members recognise their independence and understand both personal and team goals are best accomplished with mutual support. Ownership Members tend to focus on themselves because they are not sufficiently involved in planning the unit's objectives. Members feel a sense of ownership for their jobs and unit, because they are committed to value based common goals that they helped establish. Creativity and Contribution Members are told what to do rather than being asked what the best approach would be. Members contribute to the organisation's success by applying their unique talents, knowledge and creativity to team objectives

11. Group Team Trust Members distrust the motives of colleagues because they do not understand the role of other members. Members work in a climate of trust and are encouraged to openly express ideas, opinions, disagreements and feelings. Questions are welcomed Conflict Resolution Members find themselves in conflict situations they do not know how to resolve. Their supervisor/leader may put off intervention until serious damage is done, i.e. a crisis situation Members realise conflict is a normal aspect of human interaction but they view such situations as an opportunity for new ideas and creativity. They work to resolve conflict quickly and constructively. Participative Decision Making Members tend to work in an unstructured environment with undetermined standards of performance. Leaders do not walk the talk and tend to lead from behind a desk. Members work in a structured environment, they know what boundaries exist and who has final authority. The leader sets agreed high standards of performance and he/she is respected via active, willing participation.

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13. VISION Team vision is the optimal place you want your team to be. It is what you strive for — and will achieve. Six C’s of Team Building Clear Expectation Context Commitment Competence Character Control

14. Office Politics Personality clashes Competition b/w members Win/ Loose attitude That can lead to: Delayed decisions and deadlocks Prevents consideration of options Generate conflict/ defensive reactions Limits group ownership of decisions

15. Now lets do some team building exercises……

16. Make a string of sentences to frame a story. Each member has to add one sentence to the previous sentence to make the complete “kahaani”. The first sentence and the “emotion” will be provided. ENJOY!!

17. He volunteer from a team will draw a picture depicting his /her personality . The pictures drawn by the volunteers will be given to teams to identify their volunteer’s picture.

18. WHITE AND BLUE REYNOLDS PEN BLACK CLUTCHER IDEA SIM CARD HAIR BRUSH BLACK BELT AIBS TIE SAMGUNG MOBILE CALCULATOR ERASER CANDY OR CHOCOLATE TODAYS NEWSPAPER FIVE RUPEES NOTE CURRENT YEAR POCKET CALENDER PENDRIVE - 2GB WRIST WATCH WITH BLACK STRIP BROWN VALLET PERFUME OR DEODRANT TIFFIN BOX BLANK A4 SHEET MIRROR

19. THANKYOU