A group of people with a full set of complementary skills required to complete a task, job, or project. Team members (1) operate with a high degree of interdependence, (2) share authority and ... definition of team what makes a team what defines a team 10 characteristics of effective teams what makes a great team what are team goals characteristics of a good team what are team building activities

1. PRESENTED BY
AGLAIA

2. INTRODUCTION TO TEAMS
 A team is a small group of individuals work together to
achieve a specific and common goal.
 Not all small groups operate as teams. Members of a team
usually have complementary skills and therefore a high
degree of interdependence will be there.
 If a football team is taken for example, each player of the
team will have own role and contribution towards the
success of the team and the performance of the team will be
better than that of the individuals.
 Better coordination, harmony and sense of commitment
create synergy in teamwork. A team in action has the
capacity for self governing and self managing.
 Teams develop through five stages,
 1. Forming 2. Storming 3. Norming 4. Performing 5.
Adjourning

3.  Team Composition Depending on the attributes of the
individual team members, teams can be of
 1. Homogenous Composition Homogenous team is a team
in which team members share almost the same attributes
such as skill, intellect, education, personal, demographic
traits, etc.
Characteristics of Homogenous Composition/ Team
 Better initial rapport
 Easiness in communication
 Lesser conflicts
 Paucity of ideas
 Liable to get stuck

4.  2. Heterogenous Composition ;Heterogenous team is the one
in which individual members have different attributes.
 The attributes of heterogenous teams are,
 Knowledge, skill and abilities
 Specialization
 Perception of organizational goals.
 Demographic traits like age, gender, nationality, etc.
 Personality traits like extroversion, creativity, friendliness, etc.
 Characteristics of Heterogenous Composition/ Team
 Initial conflicts
 Difficulty in communicating
 Different perspectives
 More creativity
 Productive in long run

5.  Depending on the roles assigned to the team members, an
ideal team should be composed of the following.
 Creator who generates new ideas
 Promoter who takes the ideas forward
 Analyst who evaluates various options available
 Organizer who puts together the structure
 Producer who follows through the plan.
 Controller who sets the standards and ensures compliance
 Upholder who represents and champions the team outside
 Advisor who constantly seeks more information and gives
insights
 Coordinator who coordinates various activities

6. TEAM PERFORMANCE MANAGEMENT/ MANAGING TEAM
PERFORMANCE
 Team Performance Management is the process of
continuous evaluation of the effectiveness of a team.
 It also includes varying and adjusting the different factors
which influence the performance of a team.
 Performance of a team is directly related to the individual
performance and the way how the individual performs and
contributes in a team.
 There is a difference between conventional team building
exercises and TPM.
 The idea of the former is that the team building activities
will somehow enhance the team effectiveness while TPM
refers to following an ongoing and well structured process
specifically targeted to identify, quantify and modify the
factors affecting performance.

7. The TPM cycle is given below.

8. DIFFERENT TYPES OF TEAMS
1. Problem Solving Teams It is a team which is constituted to focus on
a specific issue. Such teams get dispersed once the objective is
achieved.
2. Self Managed Teams It is a team in which the members are
empowered to make informed decisions. In addition to the executive
power, each team member usually has a unique skill set.
3. Functional Teams It is a team in which the members are brought
together by similar function. Members in this group will have more or
less the same skill set and these skills are combined to achieve
more efficiency.
4. Cross Functional Teams In this, members with different functional
expertise are brought together to form a team. For example, if the
objective is to launch a new product, members from finance,
technical, marketing, etc are brought together to form a cross
functional team. Better interdepartmental coordination and creative
solutions will be the result.
5. Virtual Teams In a virtual team, members are distributed across
several geographic locations. The communication among the team
members will be digital rather than face to face

9. GROUPS VERSUS TEAMS
GROUP
 Individual contributions
 Random skills
 Works towards common
goal .
 Little sense of ownership
among members because
they are not much involved
in planning the goals.
 Diverse culture
 Shared interest
 Conflicts are common
TEAM
 Synergic contribution
 Complementary skills
 Total commitment to
common goals
 Great sense of ownership
because the members
have helped in
establishing the common
goals
 Shared culture
 Mutually agreed interest
 Lesser chance for
conflicts

10.  Little scope for creativity 6
 Individual responsibility
 Accountable to group leader
 More focus on individual
rewards
 Less interdependence
 Leader controls the group
 Lesser coordination, lesser
task orientation and lesser
collaboration
 Lesser familiarity among
members
 Limited awareness about the
skills and tasks of other
members
 Opportunity for creativity
 Collective responsibility
 Mutual accountability
 More focus on shared
rewards
 High interdependence
 Leader acts as facilitator
 Greater coordination, task
orientation and better
collaboration
 Greater familiarity among
members
 Greater awareness about
the roles, weaknesses
and strengths of other
members

11.  More concerned with
challenges faced by the
individual
 Roles and tasks are
often fixed
 Members think that they
are brought together for
administrative
convenience
 Cautious approach and
limited trust
 Lesser chances of
appreciating others’
efforts
 More concerned with
challenges faced by the
team
 Roles and tasks are
rotated as and when
required
 Members are aware that
individual goals are best
achieved through mutual
support and working
towards team goals
 Candid approach and
higher level of trust
 Greater appreciation from
team members

12. TEAM DYNAMICS
 Team dynamics are the unconscious, psychological
forces that influence the direction of behaviour and
performance of a team.
 Team dynamics are created by the nature of the
work of the team, the personalities within the team
and their working relationships with other people and
the environment in which the team works.
 Team dynamics can be good when they improve
overall team performance and get the best out of
individual team members.
 They can also be bad when they cause unproductive
conflict, de-motivation and prevent the team from
achieving its goals.

13. DECISION MAKING IN TEAMS
 Following are the common methods for a team to
arrive at a decision or select a solution from various
alternatives possible.
1. Group consensus : Members coming to a general
agreement
2. Majority vote : Opinion of the majority of members
is accepted.
3. Expert Decision : An expert or expert committee
takes the decision for all.
4. Decision by Authority : The leader takes the best
solution.

14. BUILDING AND MANAGING SUCCESSFUL
VIRTUAL TEAMS
 A virtual team is constituted by people working together
remotely by connected together by digital channels of
communication. E mails, phones, teleconferencing,
software, etc are used as tools for the same.
Advantages of virtual teams are,
1. Getting the best person for the role, irrespective of
where they stay.
2. People working in different time zones can ensure
24x7 support.
3. Team members have greater flexibility and can have
better work life balance.
4. Women have more opportunities as they can work
from home.

15. Linte
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