3. About Team
• Teamwork is the foundation of all successful
modern management.
• If you think of technological achievements in 21st
century, team work and sharing is the main
reason behind the progress.
• The secret of Industrial revolution in Japan was
team work
• Microsoft, Google, IBM, Yahoo –the success
behind the all leading brands is team working.
4. Team in hierarchical Org
• Team culture is more dominant in
multinational/ corporate houses. Practice
of team work in government organization
is week.
• LGED has some reputation to work with
‘informal teams’.
• We can learn to make our teams more
effective
5. What is team ?
Lets think some form
Of collection of
People:
Working Groups
Committees
Colleagues in Office
Staff in office
Family
Friends
6. What is team ?
When a
Collection of people
Turns
Into a
Team ?
What makes a team a team ?
8. What is team ?
• They have a common
purpose
• The members of the team
cooperate and support
each other
9. What is team ?
• In a team, everybody wins or everybody
loses
• In a football team, player who hardly
touches a ball, still part of the winning
team.
• If the team losses, they console each
other and look forward to get better result
next time.
10. Teambuilding and leadership style
Sociocratic
(Related)
Democratic
(Integrated)
Bureaucratic
(Separated)
Autocratic
(Dedicated)
Low Task / output High
LowRelationsHigh
Managerial Role & Leadership style
11. Benefits of team
What are the edges of a team
over individuals?
• Share of knowledge and
skills
• Ideas tend to flow ; A
creative exchange of ideas
flow
• Verbal Communication, not
always followed by office
orders
• Decisions tend to be better
12. Benefits of team
What are the edges of a team over
individuals?
• The Emotional strength of Unity
Makes the big difference !
• People start to support and
encourage each other, understand
each other better and communicate
more effectively
• People even share their personal
problems and solve them
• Finally, the Output is outstanding.
13. Benefits of team
members/Individuals
• Greater involvement and
empowerment
• The chance to play a real
part in decision-making
and implementation
• Enhanced motivation and
greater job satisfaction.
• More interesting work
• The social and emotional
support of the group.
14. High Lacks common
purpose
does not share
responsibility
recognizes
common purpose
one-way sharing
of responsibility
uses common purpose to
focus energy
responsibility is shared by
all members
the whole is greater than
the sum of the parts
Good
Medium
Low
Group & TeamGroup & Team
Performance
Level
Performance
Level
Collection of IndividualsCollection of Individuals GroupGroup TeamTeam
15. Team Categories
Purpose
product development
problem solving
reengineering
any other organizational
purpose
Duration
Permanent
Temporary
Membership
Functional
Cross-functional
Structure
Supervised
Self-managed
16. Exercise :
Think of Your Working Group, do you think it
a team ? Assess Your team based on the
questionnaire .
18. Developing Your Team
Factors of developing a good team
• Goals and Objectives : Goals and objectives are
clear. Everyone of the team understands and
shares the same goal and objectives. They
always discuss among them.
• The right sort of leadership: The leader sets the
tone. The effective team leader is part of the
team, not someone who stands outside, laying
down rules or acting as an autocrat. His style is
participatory, not autocratic. He is the captain,
who plays with the team, not the coach.
19. Developing Your Team
• Skills and roles in the team : The team needs a
mix of specific skills.
• An atmosphere of honesty and openness:
Environment to say what they think or feel,
without putting other people down or being put
down themselves
• Working methods that flourish in this
atmosphere : Flow of information in all
directions. Trust in each other.
• Taking stock of how well individuals and how the
team are doing : Progress review, Monitoring.
Feedback about personal feelings about the
progress.
20. The Team Leader
Who is the more effective team leader?
Scenario A :
Someone who is totally in control and who
• Releases just enough information to get
things done
• Tell everyone exactly what they need to do
and how to do it
21. The Team Leader
Who is the more effective team leader?
Scenario B :
Someone who is totally in control and who
• Shares all available information
• Encourages participation and team decision
making
• Allows people to work out the details between
themselves
• Avoids trying to control everything
22. The Team Leader
The Sense of Direction:
• The team leader must make a
team plan to achieve the goal
and objectives.
• The team plan is the clear
picture about who will do what,
how, when and it will devise
the strategies to achieve the
goal.
• Without a clear team plan,
people will go off in their own
direction and the objective will
never be achieved.
25. The sum of the parts
• A team is a like a machine operating as a
complete entity, using a range of
components and parts. In the team, these
components are people.
• Assign jobs to people according to their
skill and liking.
• The one secret to success is to put the
right people in the right place.
26. The hidden grammar/ The
communication trap
A Simple Math:
Think of a team of ten members of equal
importance. Eight members of the team think
alike and others two stand against their view.
What might be the team performance?
- 100%
- 80%
- 50%
- It depends. Might be near 50%
27. The hidden grammar / The
communication trap
Exercise:
Think about a meeting you
have been at, where
someone either sneered at
an idea you put forward or
simply ignored you. May be
you tried to put your point
across and someone else
just talked across you. How
did that make you feel
about yourself, the rest of
the team and your future
role ?
28. The Communication Trap
Without a climate of trust and respect, individuals
can fall into the communication trap and stop
communicating effectively as they
• Hold back from making contributions-so they
feel frustrated and left out and the whole team
misses out on their ideas and views
• Sit on emotions leading to mutual dislike and
mistrust that shows up in deliberate action and
negative body languages
• Go their own way and plan secret approaches
29. Avoiding the Communication trap
• Listen to other people’s contributions. If someone speaks
irrevalent, just remind him to focus on activities
concerned.
• Accept that you are not the one with feelings, who gets
hurt-everyone does, so put yourself in their shoes.
• Recognize the importance of all the other team members
and the roles they play
• Deal with the facts, not the individual-if you disagree, say
‘ I disagree with the point of view’ not ‘ I disagree with
him’ or ‘ that’s stupid’
• Respond, don’t react-think for a couple of seconds
before you launch in with a personal counter attack.
30. Better and Better
• Always evaluate your
team after
accomplishment of an
activity. Hold a meeting to
discuss the performance
• Try to close the gaps
• Learn to put the theories
to practice and also
develop your own
theories from your
experience
• Put your experience-to do
better next time.
36. Benefits / significance
team is natural phenomena in organization
team as options to organization structure /
redesign organization
delegation of complex decisions to team
strategic thinking and planning
workforce diversity
quality and productivity improvement
37. Benefits / significance
cross training and learning
realizes personal strengths and
weaknesses / personality development
internal control and discipline
Creates esprit de corps
Increase flexibility
Grievance handling
Team collaboration and reward
38. High Lacks common
purpose
does not share
responsibility
recognizes
common purpose
one-way sharing
of responsibility
uses common purpose to
focus energy
responsibility is shared by
all members
the whole is greater than
the sum of the parts
Good
Medium
Low
Group & TeamGroup & Team
Performance
Level
Performance
Level
Collection of IndividualsCollection of Individuals GroupGroup TeamTeam
39. Group & Team
Indicators Group Team
Leadership Traditional
/autocratic
Democratic
Negotiation skills Not mandatory Core issue
Interpersonal
relations
Compliance Commitment &
partnership
Influence style Push Pull
Communication Transmitting Multiple & flexible
Conflict Discouraged Stimulated
Decision making May be imposed Logical / diagnostic
Climate /
atmosphere
Not always
healthy
Supportive,
comfortable &
tension free
40. Group & Team
Indicators Group Team
Collection of
individuals
Yes Yes
Common goals Yes Yes
Clarity of goals Ambiguous Clear, shared & agreed
Interaction /
participation
Lower Higher
Commitment Lower Higher
Trust / cohesion
& ownership
Weaker Mutual / integrated /
team spirit
Roles & skills Not necessarily
relevant &
negotiated
Negotiated &
competence-based
personality-job fit
41. Team Categories
Purpose
product development
problem solving
reengineering
any other organizational
purpose
Duration
Permanent
Temporary
Membership
Functional
Cross-functional
Structure
Supervised
Self-managed
42. Degree of team autonomy
Traditional work groups
Cross-functional teams
Special purpose teams
Impromptu short-term teams
Self-managed teams
Needfor“teamwork”and
Interpersonalskills
43. Team Role
Team leadership
coordinators
shapers
Other team members
team worker / supporter
monitor evaluator
completer-finisher
specialist
Apollo Syndrome
Team Personality
Implementers
Creative Team
Plan / Innovators
Resource Investigator
