the presentation is about the collaboration, it defines what he actually collaboration is and it helps in understanding of types of team in a formal collaboration . it has included the topic of successful collaboration and has also parties that are in included in a formal collaboration.moreover, it has also included the advantages and disadvantage of teams in a collaboration.

1. COLLABORATION

2. DEFINITION
• Action of working with someone else in order to create something or produce
something. Collaboration skills enables workers to interface productively with other
colleague.

3. SIMPLE DEFINATION
• Two or more people (team)
• Working together (processes)
• Towards shared goals (purpose

4. SUCCESSFUL COLLABORATION
• Successful collaboration requires a corporative spirit and mutual respect.
• Employees seeks employees who function effectively as a part of team.
• Employees must willing to pay balance achievement with group goals.

5. PARTIES OF COLLABORATION
Definition:
teams that collaborates are the members of same department working on an ongoing
activities that require cordination.
Types:
1. Cross functional
2. Functional team
3. Contract team
4. Matrix team

6. CROSS FUNCTIONAL
• Cross-functional teams are made up of members from various departments
• Interdepartmental teams are assembled to form cross-functional teams that are
tasked with completing special projects within a prescribed period of time.
• These teams tackle specific tasks that require different inputs and expertise.

7. FUNCTIONAL TEAMS
• These teams are permanent and always include members of the same department
with different responsibilities. A manager is responsible for everything, and everyone
reports to him. These types of teams are more likely to be found in companies that
incorporate traditional project management.

8. MATRIX TEAMS
• These teams are characterized by a “two-boss system”, where an individual report
to a different manager for various aspects of his work. This type of team is the
product of matrix management approach.

9. EXAMPLE
• Jeff, a designer, was given a task of making a design for a new product that
marketing provided an idea for and that R&D deemed feasible. By being included in
this project, Jeff all of a sudden has two bosses: the first one is a project manager
who only cares about the design being done, while the other one is his [functional
line manager](){:target="_blank"} who 'sin charge of Jeff’s training, career
development, and routine tasks.

10. CONT.……..
• While this approach helps the top management retain control over the project
without being included in day-to-day decisions, employees are often faced with
challenges of dual command: Jeff now has to report to two managers, whom might
give him conflict instructions, which causes confusion and frustration.

11. CONTRACT TEAMS
• Contract teams are out sourced team that are tied down by a contract and brought
in to complete part of the project.
• After the project is completed and the contract has ended, the client can cut all ties
to the team, no questions asked.

12. • The project manager is the key to success when it comes to contract teams. Project
manager has to:
• maintain constant communication between the team and the client,
• compensate for the lack of team’s physical presence (given that most contract
teams work remotely),
• bear full responsibility for success or failure of a project

13. ADVANTAGES AND
DISADVANTAGES OF TEAMS

14. FUNCTIONAL TEAM
Strength:
• handle routine work
• line manger has control of project
• pool technical and professional
expertise.
• Weakness:
• Difficult communication across
areas
• Inflexible
• Pushing decision making upwards

15. CROSS FUNCTIONAL
• Strengths
• Source of unconventional ideas
• Can handle wide array of project
• Greater speed of task completion
• Weaknesses
• Diversity can cause conflict
• Takes long to develop cohesion
• Managing can prove to be challanging

16. CONTRACT TEAMS
• Strengths
• Easy employment of experts
• No need for client training
• Teams can use existing team managing
structures
• Weaknesses
• Difficult assessment of project progress
for the client
• Client is the only judge of success.
• Difficult to resolve political and
organizational issues.
• Team leader is usually unable to choose
who will be in the project.

17. MATRIX TEAM
• Strengths
• Acceptable to traditional managers.
• Top management controls the project
• Flexibility for the assigned personnel.
• Weaknesses
• Dual reporting
• Difficult performance appraisal.

18. ELEMENTS OF A SUCCESSFUL
COLLABORATION

19. ELEMENTS OF A SUCCESSFUL
COLLABORATION
• Clear definitions and agreements on the roles of partners in the collaborative
process.
• Open communication within teams to share the information necessary to carry out
tasks.
• Consensus about goals and methods for completing projects or tasks. Don’t move
forward until all members are in agreement.

20. ELEMENTS OF A SUCCESSFUL
COLLABORATION
• Recognition of, and respect for, the contribution of all collaborators. It’s important
to give credit where credit is due.
• Identification of obstacles and addressing problems cooperatively as they occur.
Teamwork is essential at all times.

21. ELEMENTS OF A SUCCESSFUL
COLLABORATION
• Group goals are placed above personal satisfaction and/or recognition. It’s crucial to
put the desired project results at the forefront – this isn’t about the individual goals.
• Willingness to apologize for missteps and ability to forgive others for mistakes.
Holding a grudge or sabotaging the efforts of other team members just can’t
happen