Team

DEFINITION OF TEAM
TEAM
The type of team formed
and the way in which it
functions depends upon
its' particular purpose or
goal.

TYPES OF TEAMS
FORMAL TEAM
- are created deliberately by managers and charged with
carrying out specific tasks to help the organization
achieve its goals.

- Some formal teams are temporary. They may be called
task forces or project teams. These teams are created to
deal with a specific problem and are usually disbanded
when the task is completed or the problem is solved.
COMMAND TEAM
COMMITTEE
- which includes a manager
and all employees who report
to that manager
- which generally lasts a long time and deals
with recurrent problems and decisions.
TYPES OF TEAMS
INFORMAL TEAM
The type of team formed and the way in which it
functions depends upon its' particular purpose or goal.
In the workplace, teams may consist of a group of
people working in the same department who have come
together to focus on a specific project. This type of
grouping may be referred to as an 'informal team' and it
will form and disband as required.
TYPES OF TEAMS
CHARACTERISTICS OF EFFECTIVE TEAMS
1. There is a clear unity of purpose.
2. The team is self-conscious about its own
operations.
3. The group has set clear and demanding
performance goals.

4. The atmosphere tends to be informal,
comfortable, relaxed.

CHARACTERISTICS OF EFFECTIVE TEAMS
5. There is a lot of discussion in which virtually
everyone participates

6. People are free in expressing their feelings as
well as their ideas.
7. There is disagreement and this is viewed as
good.
CHARACTERISTICS OF EFFECTIVE TEAMS
8. Most decisions are made at a point where there
is general agreement.


9. Each individual carries his or her own weight.

10. Criticism is frequent, frank and relatively
comfortable.

11. The leadership of the group shifts from time to
time.

FOUR PRIMARY LEADERSHIP ROLES AND
RESPONSIBILITIES
FOUR PRIMARY LEADERSHIP ROLES AND
RESPONSIBILITIES
1. DIRECTING - refers to how to keep work tasks
and activities on the right track.

• Explain things completely and include the ‘why’s’

• Remain visible


• Objectively consider opposing points of view



FOUR PRIMARY LEADERSHIP ROLES AND
RESPONSIBILITIES
2. COACHING - refers to when a leader knows where
he or she wants to go and remains in control of the
task but needs to lead others in developing a mutual
support network.

• Incorporate the word ‘we’ into all conversations

• Listen for objections and areas of misunderstanding

• Offer explanations addressing the ‘why’s, what’s
and how’s’ of the problem or task at hand

FOUR PRIMARY LEADERSHIP ROLES AND
RESPONSIBILITIES
3. SUPPORTING – one cannot be effective leaders
unless they actively hone their supporting skills.

• Acknowledge individual efforts with comments
of praise and positive support


• Disclose their own feelings openly and honestly



• Never hesitate to ask, ‘What’s wrong?’


FOUR PRIMARY LEADERSHIP ROLES AND
RESPONSIBILITIES
4. DELEGATING - Effective delegating relies on the
ability to select the proper person for the specific
task or role.

• Briefing the delegate



• Having confidence in the person they select




• Not abdicating responsibility, but allowing
individuals to decide a best course of action for
themselves





STAGES OF TEAM DEVELOPMENT
STAGES OF TEAM DEVELOPMENT
STAGES OF TEAM DEVELOPMENT
STAGES OF TEAM DEVELOPMENT
MAKING THINGS EFFECTIVE
Many managers’ joke or complaint about committees
and meetings of teams being big timewasters.
In reality, a committee or task force or a group is often
the best way to pool the expertise of different members
of the organization and channel their efforts towards
effective problem solving and decision making.
This is done by coordinating the efforts of group in
effective manner.
GUIDELINES FOR MAKING COMMITTEES
AND MEETINGS EFFECTIVE
• The agenda and all supporting material for the meeting
should be distributed to members before the meeting to
give them time to prepare in advance.
• Meetings should start and end on time. The time when
they will end should be announced at the outset.

• The committee’s authority should be known i.e., is the
committee to advise, recommend or implement.

GUIDELINES FOR MAKING COMMITTEES
AND MEETINGS EFFECTIVE
• Chairperson should be selected on his/her ability to
run meetings efficiently.
• Optimum size of committee should be determined. If
the members are too few i.e. fewer than five the
advantage of committee may be diminished. Similarly if
the size is too large the group may not be utilized.
However, size may vary according to the task assigned
to group.
GUIDELINES FOR MAKING COMMITTEES
AND MEETINGS EFFECTIVE
Another important area of organization and for
manager’s effectiveness is…

COMMUNICATION.

GUIDELINES FOR MAKING COMMITTEES
AND MEETINGS EFFECTIVE
Communication is the back bone of organization’s
survival and growth. Organizations must be able to
pass on their mission, goals, and objectives effectively
to all members of organization. The communication is
also important because all managerial activities and
functions like motivation, leadership, teamwork etc., are
dependent on communication. Without communication
it is not possible to run the organization effectively and
efficiently.

CONFLICT WITHIN TEAM
People often feel that conflict is inherently
dysfunctional - however constructively handled it can
actually have a positive effect. It usually surfaces during
the ‘storming stage’ when the team is trying to sort out
its leadership, the roles members undertake and what
rules/codes of conduct it will observe. Sometimes it will
be about the direction in which it is moving (or where it
has stalled) – some degree of conflict is likely.

CONFLICT WITHIN TEAM
BUT MANAGED CONFLICT CAN BE GOOD…

It may help us look for a better solution to a problem by:
• Getting the team to examine potential defects in a
particular solution
• Revisiting goals, procedures, solutions to ensure that
the best choice has been made

CONFLICT WITHIN TEAM
WHAT IS ‘GROUP THINK’?

‘Group think’ arises when the group’s need for
agreement is greater than their motivation to consider
alternatives so avoiding the expression of contradictory
views.

CONFLICT WITHIN TEAM
SYMPTOMS OF GROUP THINK:

• False feelings of (team) invulnerability
• Excessive risk-taking
• Silence from team members being interpreted as
consent
• Too narrow a focus on alternative choices
• Not looking at majority favored options in the context
of possible unsurfaced risks or potential alternatives


CONFLICT WITHIN TEAM
SYMPTOMS OF GROUP THINK:

• Not making use of available expert opinion and/or
when used, only paying selective attention to facts that
support the group’s view

• Exerting pressure on those with different views


CONFLICT WITHIN TEAM
HOW TO AVOID GROUP THINK:

• Conflict and improving productivity
Finding the most effective solutions is often achieved as
a result of conflict. In fact avoiding conflict may actually
lead to some members becoming disaffected and losing
interest – resulting in a negative effect on group
productivity.


CONFLICT WITHIN TEAM
HOW TO AVOID GROUP THINK:

• Conflict and organizational change
Problems relating to procedures, responsibilities and
work distribution in teams may appear as conflict within
the group. By openly surfacing conflict there is potential
for the group to improve its ways of working.


CONFLICT WITHIN TEAM
HOW TO AVOID GROUP THINK:

• Conflict and personal awareness
Understanding their own style for resolving conflict can
help team members to recognize their strengths and
weaknesses and how it will affect others.


CONFLICT WITHIN TEAM
HOW TO AVOID GROUP THINK:

• Conflict and morale
Dealing openly with conflict within the group allows
people to express their emotions and reduces stress –
people ‘get to know’ each other better and this can have
a very positive effect on morale and group cohesion.


CONFLICT WITHIN TEAM
AGREE A TEAM CHARTER

The team itself should
define rules/codes of
conduct – by gaining
agreement on standards
of behavior the team
become accountable to
one another.
CONFLICT WITHIN TEAM
The purpose of the Charter is to:
• Support team performance
• Clarify team members’ assumptions and expectations
• Provide a framework to support the team
• Establish codes of conduct and clarify standards of
performance