Team and Teamwork

Team and Teamwork
INTRODUCTION
 Teams consist of a small number of people with complementary
skills working towards a common goal or objective and hold a
mutual accountability.
 Team Characteristics
- Collaboration and cooperation
- Follow comprehensive approach
- Maintain cordial relations
- Focus on team and individual development
BENEFITS OF TEAMWORK
 Effective Utilization of Resources

 Better Decisions
 Motivation
 Self-development and Growth
 Organizational Enhancement
TEAMWORK
 Teamwork is the process of working in collaboration with a
group of people in order to achieve a business goal. Here, people
cooperate using their individual skills and provide combined
effort, despite any personal grievances against any person or
authority.
 From small- and medium- scale enterprises to large
multinationals, teamwork is a vital aspect of contributing to
organizational goals.
 From creating or exploring new opportunities, idea for a product
or service, to delivering to customers, employees work together
to accomplish day-to-day tasks.
 Teamwork helps employees build trust amongst them to
reduce burnout and help the company in attainment of goals.
PROCESSES OF TEAMWORK
 Transition Process
- This deals with formation of the team, mission, vision, goals, and strategies the
team is devising.
- Mission of a team is basically laying down the objectives of the team. If the team
is an organization of people then it will be the objective of the organization.
- Goal specification is the identification of tasks and prioritizing them to achieve the
objective.
 Action Process
- This is the phase when the team performs its task or, in other words, executes the
project it is allocated.
- Tracking project progress towards completion of tasks and activities.
- Tracking and monitoring the use of technological, human, and informing
resources.
- Coordinating the workflow and information flow between the various tasks and
activities.
PROCESSES OF TEAMWORK
 Interpersonal Process
- This includes activities that occur during the transition and action
processes. These include the following:
- Issue or conflict management to manage difference of opinions and
avoid disagreements amongst the members.
- Motivate the team to work towards the common goal or achieve the
organizational objective.
TYPES OF TEAMS
 Teams Classification Based on Nature of Management
 Self-managed Teams
These teams include a group of employees assigned to accomplish a particular
task for the organization. A self-managed team works towards the achievement of
self-defined goals. Although these teams are independent, the members are
interdependent. These teams are self-regulated and self-operated. These teams
do not have any supervisor or leader. Every member is responsible for his
performance.
 Supervised Teams
Unlike the self-managed teams, supervised teams are managed by a leader or a
supervisor. The leader/supervisor sets the goals to be achieved and monitors the
performance of all the team members. The leader is responsible for the overall
performance of the team. Such teams enjoy less autonomy, and boundaries are
not defined by the leader or the management as the objectives are attained under
the supervision of the leader or the management.
TYPES OF TEAMS
 Teams classification based on the period of existence
 Permanent Teams
Functional departments like HR, finance, operations in an organization are
best examples of permanent teams. These teams are not dissolved when
one purpose is over. For example, Ronita and Janet were a part of the
branding team with a leading company, and their task was to promote their
brand and increase the brand value along with coming up with innovative
marketing strategies for increased sales and turnover. Such teams are called
permanent teams.
 Temporary Teams
These are generally formed to assist the permanent teams. These kinds
of teams exist for a short period of time and are dissolved. For example,
during natural calamities such as earthquake or floods or tsunami, many
temporary teams evolve that look after the provision of food, shelter,
clothing, and security.
TYPES OF TEAMS
 Teams Classification Based on the Nature of Work Performed
 Work Teams
The work teams are predominantly concerned with the work done by the
organizations like manufacturing products, providing services, developing new
products and services, and so on. The prime function of these teams is effective
utilization of the organizational resources.
 Management Teams
These teams consist of individuals of managerial positions. These teams are
permanent in nature since the purpose of these teams does not end with the
completion of a specific project or problem.
 Task Force
The organizations may sometimes form special teams in order to deal with a
particular situation or to solve a specific problem, such teams are called task
force or problem-solving teams. These teams are temporary in nature and are
dissolved once the purpose is served.
TYPES OF TEAMS
 Task Force
For example, the Bangalore Metropolitan Task Force was entrusted with the
responsibility of better protection of government property and lakes, rivers,
and tanks given to the forest department.
 Committees
Committees are formed to take care of a particular task or project. These may
be either temporary or permanent in nature. For example, cultural committee,
sports committee, and so on.
 Virtual Teams
The teams that do not meet physically in a meeting room but are connected via a
network are called as virtual teams. For example, a manager in Australia can
communicate to a manager in India and the United States at the same time via the
Internet.
 Cross-functional Teams
A cross-functional team comprises of individuals with different functional
proficiency working towards a common goal.
Belbin Team Roles
• Dr. Meredith Belbin studied team-work for many
years, and
• He famously observed that people in teams tend
to assume different "team roles.“
• He named nine such team roles that underlie team
success.
1. Action Oriented Roles
2. People Oriented Roles
3. Though Oriented Roles
Action Oriented Roles
• Sharper: Challenges the team to improve
• Implementer: Puts ideas into action.
• Complete Finisher: Ensures thorough, timely
completion.
People Oriented Roles
• Coordinator Acts as a chairperson.
• Team Worker Encourages cooperation.
• Resource Investigator Explores outside
opportunities.
Thought Oriented Roles
• Plant Presents new ideas and approaches.
• Monitor Evaluator Analyzes the options.
• Specialist Provides specialized skills.
REASONS FOR TEAM FAILURE
 Unclear Roles
 Absence of Team Dynamics
 Inconsistent Vision and Goals
 Time Management
Team Effectiveness Model
Context
• Adequate resources
• Leadership and structure
• Climate of trust
• Performance evaluation and
reward systems
Composition
• Abilities of members
• Personality
• Allocating roles Team Effectiveness
• Diversity
• Size of teams
• Member flexibility
• Member preferences
Process
• Common purpose
• Specific goals
• Team efficacy
• Conflict levels
• Social loafing

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Team and Teamwork

 Effective Utilization of Resources

 Absence of Team Dynamics

 Inconsistent Vision and Goals

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