Team and its functions

1. TEAM AND IT’S
FUNCTIONING

2. INTRODUCTIONTOTEAM

3. DEFINING ATEAM
• A team is a group of people who collaborate on related tasks toward a common
goal.Teams have defined membership (which can be either large or small) and a
set of activities to take part in.
• People on a team collaborate on sets of related tasks that are required to achieve
an objective. Each member is responsible for contributing to the team, but the
group as a whole is responsible for the team’s success.
• Organizations use many kinds of teams, some of which are permanent and some
of which are temporary.
• Teams are used to accomplish tasks that are too large or complex to be done by an
individual or that require a diverse set of skills and expertise.

4. TYPES OFTEAM
Project teams
• Functional
• Cross-functional
• Matrix
• Contract
Self-managed teams
Virtual teams
Operation teams

5. Characteristics
❑ Purpose
❑ Priorities
❑ Standards
❑ Decision-Making
❑ Clear communication and feedback

6. ❑ Personalities
❑ Effectiveness
❑ Conflict Resolution
❑ Success

7. TEAM ROLES:WHAT ARE
OUR ROLES AND
RESPONSIBILITIES

8. The role aspect of team functioning is
comprised of:
• Responsibilities
• Commitments
• Gaps/overlaps
• Interdependencies
• Skill sets
• Expectations of team leader and
member roles

9. Belbin team roles
•Dr Raymond Meredith Belbin (born 4 June 1926) is
an English researcher and management consultant best
known for his work on management teams.
•Dr Meredith Belbin, defining a team role as “a tendency
to behave, contribute, and interrelate with others in a
particular way”, has generated nine roles that he
believes are essential for successful teams to have
access to.

10. The nine team roles are
detailed below.
Resource investigator
Uses their inquisitive nature to find ideas to bring back to the
team.

11. Team worker
Helps the team to gel, using their versatility to identify the work
required and complete it on behalf of the team.

12. Coordinator
Needed to focus on the team's objectives, draw out team members
and delegate work appropriately.

13. Plant
Tends to be highly creative and good at solving problems in
unconventional ways.

14. Monitor evaluator
Provides a logical eye, making impartial judgments where required
and weighs up the team's options in a dispassionate way.

15. Specialist
Brings in-depth knowledge of a key area to the team.

16. Shaper
Provides the necessary drive to ensure that the team keeps moving
and does not lose focus or momentum.

17. Implementer
Needed to plan a workable strategy and carry it out as efficiently as
possible.

18. Complete finisher
Most effectively used at the end of tasks to polish and scrutinize
the work for errors, subjecting it to the highest standards of
quality control.

19. TEAMWORK PROCESSES
• Teamwork Processes
• Teamwork processes are interpersonal activities between team members that
contribute to task accomplishment but do not directly involve task accomplishment
itself.
Teamwork processes are a summation of transition processes, action processes,
and interpersonal processes.

20. •

21. • Action processes: paying attention to goal-related information and making sure those
goals are reached.
• Transition processes: teamwork activities based on preparation for future activities.
• Interpersonal processes: manner in which team members manage their relationships
throughout he action and transition processes.

22. Teams must manage all of the
following processes:
• Systems
• Guidelines
• Problem-solving
• Decision-making
• Managing conflict
• Running meetings
• Coordinating work (i.e., communication loops)

23. THE FIVE FUNCTIONS
OF TEAM
Trust
conflict
manageme
nt
Commitmen
t
Accountabili
ty
Focusing on
results.

24. TRUST
Trust is the foundation of a good team. Trust is about being vulnerable. The only
way to gain trust is if concerns or problems aren’t buried and there are no hidden
agendas. Trust is gained through time and evidence.

25. CONFLICT MANAGEMENT
Great relationships are not characterized by the absence of conflict, but actually the
ability to repair after a break (conflict). Things that are damaging to relationships
include passive or sarcastic comments and gossip.

26. COMMITMENT
Buy-in does not require consensus. He highlighted with our staff that they must
believe in Calo and believe that the leadership team

27. ACCOUNTABILITY
High standards drive accountability. Accountability often has a negative
connotation, but its not necessarily negative. Accountability is simply having high
standards and taking responsibility, which includes both reprimands and praising.
It is not about keeping score.

28. FOCUSING ON RESULTS
That means there is no status or ego. Its not about us. We must believe that If the
team fails, I fail and If I succeed, we succeed.

29. CHALLENGES IN A
TEAM

30. 1. Lack of trust
Trust is crucial to teamwork, and it starts with people knowing each other. Team members absolutely
need to be acquainted, both professionally and personally. Otherwise members won’t understand each
other, they won’t want to engage because they haven’t made that human connection and they won’t
fully trust each other.
2. Conflict and tension
Conflict or a difference of opinion can be healthy and, if carefully managed, can trigger useful debates.
It can make people think differently, expanding knowledge and insight; innovation can happen and
results flourish. Different opinions are not a bad thing. It’s how we handle the conflict that makes a
difference.

31. 3. Not sharing information
Knowledge is not power – unless it’s shared. Team members all bring a unique set of skills,
knowledge, experience and wisdom to the table. Effective teams fearlessly share regularly
and generously for the benefit of everyone and for the benefit of the team’s success.
This makes the capability of the whole team grow and gives the team more power.
4. Low engagement
Team engagement is crucial to business success. If engaged, team members on a given
project will be interested in what they do, committed to the project mission and willing to
go the extra mile. They are there in body as well as mentally and emotionally. The key to
engagement is involvement – by involving others you make it impossible to stay detached

32. 5. Badly perceived, not delivering
A team has a brand, an image and a reputation created by the actions and behaviours of the team
members. A large part of the perception is driven by how well the team delivers on expectations
and promises made. As a team, one needs to make sure that everyone understands and takes
responsibility for their roles in creating the perception of the team. This includes both what is
delivered and how it is delivered.
6. Poor change management
Change is constant and unless carefully managed, it can be detrimental to teamwork and results. Change
starts and ends with communication. Whenever you think you’ve communicated enough, you need to
communicate some more – and it needs to be interactive: listen, talk and involve. Be aware of the change
curve, or the four predictable stages of change: denial/resistance, emotional, hopeful, commitment. Each
stage is needed, but how long someone stays at each stage can be managed and kept to a minimum.

33. 7.Lack of leadership
Teams need leaders to offer a sense of purpose and direction. Lack of effective leadership challenges effective team
development. Without a strong leader to guide the team and hold members accountable, the team may lose morale
and momentum.
8.Role confusion
Even though a team works together to achieve a goal, each person needs to know his specific role within the team.
Otherwise, role confusion results. When team members lack an understanding of their specific roles or choose not to
follow through with their roles, the team cannot develop as a cohesive and well-functioning unit.