Managing Teams

Description
The PPT explains on managing teams/groups.

MANAGING TEAMS

Group
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Two or more individuals interacting and interdependent, who have come together to achieve particular objectives Formal & Informal groups

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Formal Groups – A designated work group defined by organization’s structure
Informal Groups – Not formally structured or organizationally determined; response to the need for social contact

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5 Stages of group development
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Forming Storming Norming Performing Adjourning

Group Or Team
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Work Group
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It is a group that interacts primarily to share information and to make decisions to help each other perform within his or her area of responsibility It generates positive energy through coordinated effort. Their individual efforts result in a level of performance that is greater than the sum of those individual inputs

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Work Team
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Comparison
Work Groups
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Work Teams
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Share information Neutral Individual Random & Varied

Collective performance Positive Individual and mutual Complementary

Types Of Work Group
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Command Group
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Group composed of individuals who directly report to a given manager

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Task Group
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Group working together to complete a job or task

Types of Informal Groups
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Interest Group
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Those working together to attain a specific objective with which each is concerned

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Friendship Group
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Those brought together because they share one or more common characteristics

Why Teams are popular???
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Teams outperform individuals when task requires multiple skills, judgment and experience More flexible and responsive Capability to quickly assemble, deploy, refocus and disband Effective means for management

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Team Effectiveness Model
COMPOSITION

CONTEXT

Team Effectiveness

WORK DESIGN

PROCESS

Team Effectiveness Model Context
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Adequate resources Leadership and structure

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Climate of trust
Performance evaluation and reward systems

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Team Effectiveness Model – Composition
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Abilities of members Personality Allocating roles Diversity Size of Teams Member flexibility Member preferences

Team Effectiveness Model – Work Design
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Autonomy Skill variety Task identity Task significance

Team Effectiveness Model – Process
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Common purpose Specific goals Team efficacy Conflict levels Social loafing

External Conditions Imposed
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Overall strategy Authority structures Formal regulations Resources Employee selection Evaluation rewards Culture Work setting

Group Structure
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Roles Norms Status Group size Degree of group cohesiveness

Group Structure - Roles

Group Structure - Norms
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Performance norms Appearance norms Social arrangement norms Allocation of resources norms

Group Structure - Status

Group Structure – Size of Groups
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Small groups Large groups Social loafing Individual effort

Group Structure - Cohesion

Group Process

Group Member Resources KSAs
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What are KSA’s?
Knowledge Skills Abilities

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Also referred to as
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Evaluation Factors Rating Factors Quality Ranking Factors

Group Member Resources Personality Characteristics
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Extraversion -- Intraversion Agreeableness -- Antagonism Conscientiousness -- Undirectedness Neuroticism -- Stability Openness to new experience – Non openness

Group Cohesion
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Develop a Shared Vision and Unity of Purpose Develop Pride in Group Membership and an Identity as a Team Develop a Meaningful and Inspiring Mission for the Team Develop Complementary Roles and Synergistic Teamwork Individual and Mutual Accountability Positive Team Culture and Cohesive Group Atmosphere Strong Internal Leadership from Within the Group Ongoing Communication about How Things are Progressing Open and Honest Communication Processes and Trust at All Levels

Impact of Group Cohesion Activity
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Effect can be measured against
Efficiency in utilizing resources Quality Volume of work produced

Team Building
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High interaction between team members to increase trust and openness Applicable where group activities are interdependent Activities – Goal setting, Interpersonal relations among team members, role analysis and team process analysis

12 C’s For Team Building
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Clear Expectations Context Commitment Competence Charter Control

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Collaboration Communication Creative Innovation Consequence Coordination Cultural Change

Types of Team Building
Type of team building Scale What is changed
Who is involved in the project, and their individual skills/perceptions

Individual

1 person

Small Team

2-12 people

Orientation around the team goal, and bonding (relationships between people)
Orientation towards higher goals, and bridging (relationships between teams) Commitment to the corporate mission, and the culture of the organization

Team Islands

2 or more teams

Organization

15+ people

Importance of Team building
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Increase staff productivity Boosts employee morale Adds depth to an employee’s job knowledge and perspective Helps fellow employees get to know each other Helps lay off stress associated with the daily grind

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Who doesn’t want to be the numero uno? Now, if I have to be the number 1, everybody else got to be number 2 (and below). Haven’t you seen this kind of attitude in team members? The internal rivalry leads to people pulling each other down, competing against each other, and of course hoarding the information. What happens to the team? We all know the answer….

How to promote team spirit?
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Hear it through the grapevine Wall of Fame Peer Pats Personal Messages Brainpower inventory

Team effectiveness
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A Team can be considered to be effective if the output generated meets or exceeds the expectations of the people who receive the output Team should still be able to function effectively after having completed the task, it should not be torn apart by dissention

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Effectiveness depends upon whether the team feels satisfied with its efforts

Strategies for Team Effectiveness
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Make whole visible to everyone Provide “line of sight” Catalyze rich conversations Amplify energy

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Create tracks and footprints in physical space

Managing Team performance
Managing up

Managing the team

Project Manager

Managing Across

Managing the Staff

Managing Team Performance (contd)
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In any project it is the team that does the work It is important not only to be aware of the progress of the tasks that make up the project but also how the people are performing People are far more complex than most tasks The project manager should motivate both individuals and the team as a whole

Team Problems
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More skills needed to do the project
A member decides to leave the team

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Team members talk too much during meetings
A team member is not receptive to different ideas Several team members are not getting along Not working on priority assignments

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Solutions to these team problems
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Make sure that all requisite skills are in place. If not, plan accordingly. Have multi talented team members; proper assessment of the team objectives from the very beginning. Time is valuable; organize subgroups by randomly choosing team members; encourage group participation in crucial matters. Emphasize on group goals; discuss in person with the concerned party; talk to other group members as well; consider removing the person if problem persists. Be professional and focused in approach. Stick to project schedule; divide tasks evenly.

Types Of Work Wheel

Our Learnings – How to become a Bullet Proof Manager?
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Companies conduct atleast one team building exercise per quarter Generally preferred team size for team building is 10-20 The productivity of employees has improved after team building It has resulted in good camaraderie and better team spirit Most common team building exercises are games, trekking etc It is effective even in case of people with diverse interests

References
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Organizational Behavior by Stephen P. Robbins www.wikipedia.com www.humanresources.about.com Mrs.Usha Raju – Senior HR Manager, Infosys Mr. Shankar Natarajan – HR Excecutive, CTS

Thank You



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