This document discusses teams in organizations. It defines a team as a group of people with complementary skills working toward a common purpose. The document outlines team members, leaders, size and composition. It describes forming effective teams and various team models. Different types of teams are explained such as permanent, temporary, task force and virtual teams. The advantages and disadvantages of teams and characteristics of effective teams are summarized. In conclusion, the document emphasizes that teams are critical building blocks for organizational success when members work together interdependently toward shared goals.

1. TEAM
Presented By
Sankalpa M

2. Contents:
• Introduction
– Team member
– Team leader
– Team size
– Team composition
• Forming an Effective Team
• Models of Team
• Various types of teams
– Permanent teams
– Temporary teams
– Task Force
– Committee
– Organization/Work Force
– Self Managed Teams
– Cross Functional Team
– Virtual Teams
• Advantages and Disadvantages of team
• Characteristics of Effective team
• Summary and Conclusion
• References

3. Introduction:
• “A group of people, each of whom possesses particular expertise; each of
whom is responsible for making individual decisions; who together hold a
common purpose; who meet together to communicate, collaborate and
consolidate knowledge, from which plans are made, actions determined and
future decisions influenced”
-“The Teamsters”
Steven Brill

4. • Teams; members - complementary skills ; generate synergy through a
coordinated effort; each member to maximize strengths and minimize
weaknesses

5. Team member:
• An individual of a team is known as member of that team
• The team members must complement each other
• All team members should help each other and work in unison
• Personal interests must take a back seat and all of them must deliver their
level best to achieve the team objective
• Team members must not argue among themselves or underestimate the other
member
• Each and every team member should willingly participate in team discussions
• The team members must not pass on any information to anyone outside the
team
• E.g.: Organizations have a sales team; all the members of the sales team would
work together to achieve the sales target and generate revenues for the
organization

6. Team Leader:
• A team leader is one who sets a goal and objective for the team
• Every team is formed for a purpose. Leadership defines a team
• An able-bodied leadership can chart the team’s path to success
• Team leader must be impartial
• He/she should act as a mentor and facilitator
• The team leader should take the initiative of bringing the team members
closer
• The team leader is the face of every team as well as the organization
• The leader alone should not set the goal, suggestions should be invited from
one and all and issues must be discussed on an open forum

7. Team Size:
• The team size depends on the complexity of the task to be accomplished
• Ideally a team should consist of 7-10 members
• The optimal size of teams is debated and will vary depending on the task at
hand
• Too many members also lead to confusions and misunderstandings
• Team size affects team processes and team outcomes
• The interest in teams gained momentum in the 1980s with the publication of
Belbin’s work on successful teams
• Writers such as Belbin ,Woodcock , Margerison and McCann ,Davis et al.
(1992), Parker (1990), and Spencer and Pruss (1992) focused on team roles
and how these affected team performance

8. Team Composition:
• Regarding composition, all teams will have an element of homogeneity and
heterogeneity
• The more homogeneous the group, the more cohesive it will be
• The more heterogeneous the group is, the greater the differences in
perspective and increased potential for creativity, but also the greater
potential for conflict
• Team members normally have different roles, like team leader and agents
• Large teams can divide into sub teams according to need

9. Forming an Effective Team:
• Life-cycle stages of teams: Bruce Tuckman as;
i. Forming - The team meets and learns about the opportunities and challenges,
and then agrees on goals and begins to tackle the tasks
ii. Storming - Participants form opinions about the character and integrity of
the other participants and feel compelled to voice these opinions if they find
someone shirking responsibility or attempting to dominate. Sometimes
participants question the actions or decision of the leader as the expedition
grows harder...".
iii. Norming - Resolved disagreements and personality clashes result in greater
intimacy, and a spirit of co-operation emerges
iv. Performing –Focus on team productivity and completion of task successfully
v. Adjourning - Involves completing the task and breaking up the team-
mourning

10. Five most common Models of Team:
• The Traditional Model : Traditional boss
• The Team Spirit Model : Working for one boss; team spirit in people- in reality this is
not really a team; there is one person who calls all the shots-besides, there is no
sharing of authority or responsibility
• The Cutting Edge Model : Group of people managing themselves; no single person in
this group who has the authority to make any such decisions about the events which will
impact the whole group - self-directed work team ; each one has the authority as well
as responsibility for all the decisions that they need to make
• The Task Force Model : Group that comes together for a specific time only ; has to
work on a special project or a task. Such a group has traditionally been called a task
force or a committee
• The Cyber /Virtual Team : Members see one another rarely or even, not at all ; team
has to work together in order to accomplish goals, but they may be meeting only at the
beginning of their project - they may be interacting through e-mail, telephone or
through video conferencing only

11. Various types of teams:
• Permanent teams- Perform on a permanent basis and are not dissolved once
the task is accomplished; work or no work, the human resources team,
operation team, administration team always function effectively throughout
the year
• Temporary teams - They loose their importance, once the task is
accomplished ; shorter duration either to assist the permanent team or work
when the members of the permanent team are busy in some other project
 When organizations have excess of work, they generally form
temporary teams which work in association with the members of the
permanent team for the accomplishment of the task within the stipulated
time.

12. • Task Force - Formed for a special purpose of working on any specific project or
finding a solution to a very critical problem
E.g.: Special bomb squad , commando force etc.,
• Committee - Formed to work on a particular assignment either permanently or on
a temporary basis
E.g. : To organize any cultural event committee, BoE committee etc.,
• Organization/Work Force - Team members work together under the expert
guidance of leader ; leader or a supervisor is generally appointed among the
members itself and he/she along with his/her team works hard to achieve a
common goal
 The leader all through must stand by his team and extract the best out of each
team member ; leader should not underestimate any of his team members and
take his team along to avoid conflicts

13. • Self Managed Teams - It consist of individuals who work together again for a common
purpose but without the supervision of any leader; no leader is appointed and the team
members have to take their own responsibility
• Cross Functional Team - People with different functional expertise working toward a
common goal ; people from different areas, interests and likings join hands to come out
with a unique idea to successfully complete a task
• Virtual Teams –Individuals separated by distances and connected through computer ;
individuals communicate with each other online through internet
E.g.: ‘X’ at Los Angeles can form a team with ‘Y’ at Mexico and ‘Z’ at Denver all working for a
common objective but the communication is totally digital through internet
 Such teams are helpful when employees need to connect with each other and are located
at different places

14. Advantages and Disadvantages of team:
Advantages Disadvantages
Team members have the opportunity to learn from
each other
Some individuals are not compatible with team work
New approaches to tasks may be discovered Some members may experience less motivating
jobs as part of a team
Teams membership can provide social facilitation
and support for difficult tasks and situations
Organization may resist change
Communication and information exchange may be
facilitated and increased
Conflict may develop between team members or
other teams
Interdependent work flow can be enhanced Teams may be time consuming due4 to need for
coordination and consensus
Greater autonomy, variety, identity, significance
and feedback for workers can occur
Teams can stymie creativity and inhibit good
decision-making if “group think” becomes prevalent
Team commitment can stimulate performance and
attendance
Less flexibility may be experienced in personnel
replacement or transfer

15. Characteristics of Effective team:
• There is a clear unity of purpose
• The team should be self-conscious about its own operations
• Set up of clear and demanding performance goals
• The atmosphere should be informal, comfortable and relaxed
• Discussion should be there where virtually everyone should participate
• Each team member should feel free in expressing their feelings as well as their ideas
• If there is a disagreement it should be viewed as good
• Most decisions should made at a point where there is general agreement
• Each individual should carries his or her own weight
• Criticism is frequent, frank and relatively comfortable

16. Summary and Conclusion:
• “Coming together is a beginning. Keeping together is progress. Working together is success”.
-Henry Ford
• Teams are the principal building blocks of the strategy of successful organizations
• A single brain sometimes cannot take decisions alone
• One needs the assistance and guidance of others as well to accomplish the tasks within the
desired time frame
• In a team, every member contributes to his/her level best to achieve the assigned targets
• Organization’s focus; service, quality, cost, value, speed, efficiency, performance, or any other
similar goals, but teams remain the central methodology of most organizations in the private,
non-profit, as well as government sectors

17. • Teams are given realistic deadlines
• External support as well as aid is vital to the success of any team
• An efficient team needs support from both inside and outside
• It needs to meet the individual needs of its members in order to achieve the organization’s
goals
• The essence of a team is the way in which the team acts in unison and in tandem and sings as
a chorus instead of a solo performance
• Once the team evolves to a point where the entire team acts as one, then the team could
have said to be successful in meeting its objectives
• As they say “There is no I in Team Work”, every individual must think of his team first
and the personal interests must take a back seat

18. References:
• http://www.cse.lehigh.edu/~rnn0/bio/emba/EMBA04.pdf
• http://www.managementstudyguide.com/team-work.htm
• http://www.myorganisationalbehaviour.com/groups-and-teams-in-organisations/
• https://www.scribd.com/doc/27697352/Types-of-teams-in-organizational-Behavior
• https://www.slideshare.net/bushra2haroon/team-and-work-team-organizational-
behaviour-13-edition
• https://en.wikipedia.org/wiki/Team

19. THANK YOU