Emotional intelligence is a person’s ability to understand their own emotions, the emotions of others, and to act appropriately using these emotions. Emotional intelligence never stops growing. Because we are always evolving as people, EQ is something that must be nurtured.

1. TEAMS
IMRAN S. MALIK

2. Work Group
• A group who interacts primarily to
share information and to
make decisions
to help one another
perform within
each member’s
area of
responsibility

3. Understanding Groups
– Formal groups
• Work groups defined by the organization’s
structure that have designated work
assignments and tasks.
– Appropriate behaviors are defined by and directed
toward organizational goals.
– Informal groups
• Groups that are independently formed to
meet the social needs of their members.

4. Stages of Group Development

5. Group Structure: Group Size
• Small groups • Social Loafing
– Complete tasks faster – The tendency for
than larger groups. individuals to expend
– Make more effective use less effort when working
of facts. collectively than when
work individually.
• Large groups
– Solve problems better
than small groups.
– Are good for getting
diverse input.
– Are more effective in
fact-finding.

6. Group Structure (cont’d)
• Norms
– Acceptable standards or expectations
that are shared by the group’s
members.
– Common types of norms
• Effort and performance
– Output levels, absenteeism, promptness,
socializing
• Dress
• Loyalty

7. Group Structure (cont’d)
• Conformity
– Individuals conform in order to be accepted by groups.
– Group pressures can have an effect on an individual
member’s judgment and attitudes.
– The effect of conformity is not as strong as it once was,
although still a powerful force.
– Groupthink
• The extensive pressure of others in a strongly cohesive
or threatened group that causes individual members to
change their opinions to conform to that of the group.

8. Group Structure (cont’d)
• Status System
– The formal or informal prestige grading,
position, or ranking system for members
of a group that serves as recognition for
individual contributions to the group and
as a behavioral motivator.
• Formal status systems are effective when the
perceived ranking of an individual and the
status symbols accorded that individual are
congruent.

9. Group Structure (cont’d)
• Group Cohesiveness
– The degree to which members are
attracted to a group and share the
group’s goals.
• Highly cohesive groups are more effective
and productive than less cohesive groups
when their goals aligned with organizational
goals.

10. The Relationship Between Cohesiveness and
Productivity

11. Team:
• a special work group whose
members are joined together in a
united and coordinated effort
towards a goal and whose work is
mutually dependant with mutual
accountability.

12. Benefits of a Team
• Less stress  Increase
• Responsibility is shared Productivity
 Increased Employee
• Sharing of ideas Morale
• More creative ideas  Reduced Cost
• Less fear of failure  Increased Quality
• Sense of accomplishment  Decreased Losses
 Increased Profits
• Reward and recognition

13. When to Form a Team
• A specific, measurable objective that is best
achieved through the coordinate efforts of
different people with different skills
• An organizational structure and culture that
encourages and provides for the team concept
• Adequate time for needed training,
deliberation, and discussions
• Knowledge and use of various problem-solving
and decision making techniques

14. Team selection criteria
• Technical abilities: training, skills, experience
• Personal attributes: standards, values, initiatives,
organizational identification
• Interpersonal behaviors: influence, sensitivity,
supporting others, trustworthiness
• Communication skills: dialogue skills, presentation
skills, writing skills, reading skills
• Administrative skills: planning, organizing,
implementing, delegating, evaluating
Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 19-23

15. Work Team
• Generates positive synergy
through coordinated effort
• Individual efforts result in a
level of performance that is
greater than the sum of those
individual inputs

16. Comparing Work Groups and
Work Teams
Work groups Work teams
Share information Goal Collective performance
Neutral (sometimes negative) Synergy Positive
Individual Accountability Individual and mutual
Random and varied Skills Complementary

17. Four Types of Teams

18. Problem-Solving Teams
• Share ideas or offer
suggestions on how work
processes and methods can
be improved

19. Problem-Solving Teams
• Rarely given authority to unilaterally
implement any of their suggested
actions
• Typically composed of 5-12 hourly
employees from the same
department
• Example: Quality Circles

20. Self-Managed Work Teams
• Collectively control pace of
work
• Determine work assignments
• Organize breaks

21. Self-Managed Work Teams
• Collectively choose inspection
procedures
• Select their own members and
evaluate each other’s performance
• Generally composed of 10-15
people

22. Cross-Functional Teams
• Members from diverse areas
within and between
organizations
• Exchange information
• Develop new ideas and solve
problems

23. Cross-Functional Teams
• Coordinate complex projects
• Development is time-consuming
due to complexity and diversity
• Examples: Task Force and
Committees

24. Virtual Teams
• Computer technology ties
physically dispersed members
together to achieve a common
goal

25. Virtual Teams
• Differentiating factors from
other teams
– Absence of para-verbal and
non-verbal cues
– Limited social context
– Ability to overcome time
and space constraints

26. Key Components of Teams
• Context
• Composition
• Work Design
• Process

27. Context
• Presence of adequate resources
• Effective leadership
• Climate of trust
• Performance evaluation and
reward system that reflects team
contributions

28. Composition
• Abilities of members
• Personality
• Allocating roles
• Diversity
• Size of teams
• Member flexibility
• Member preferences

29. Work Design
• Freedom & Autonomy
• Skill variety
• Task identity
• Task significance

30. Process
• Member commitment to a common
purpose
• Establishment of specific team goals
• Team efficacy
• Managed level of conflict
• Minimizing social loafing

31. Process
• Member commitment to a common
purpose
• Establishment of specific team goals
• Team efficacy
• Managed level of conflict
• Minimizing social loafing

32. Stages of Team Development
• Stage 1: Forming
• Stage 2: Storming
• Stage 3: Norming
• Stage 4: Performing

33. Forming
• Teams members uncertain about roles and expectations
• Team members try to assess themselves and others
• Reliance on strong, formal leadership
• Guidelines for a successful forming stage:
- Provide structure to the team by assigning and clarifying task/role
- Encourage participation
- Share all relevant information
- Encourage open, honest communication among team members

34. Storming
• Deals with power and decision making
• Members challenge the differences in an attempt to gain their individuality
and influence
• The team members need control and sense of direction.
• To help through this stage, some guidelines are:
- Assist the team members to establish methods that support the
communication of their different points of view.
- Determine within the team how the team will make decisions
- Encourage members to share their ideas about issues
- Facilitate methods to resolve conflicts

35. Norming
• Members produce as a cohesive unit
• Functional relationships are established
• Members work collaboratively to gain and share insight
• To best facilitate this stage, some guidelines are:
• Talk openly and honestly about team issues and the members’
concerns
• Encourage feedback
• Assign tasks for consensus decision making

36. Performing
• Members have learned to work together
• Members skills to define tasks, manage conflict, and work towards
producing results.
• The members are committed to the team and its goals.
• Guidelines for this stage are:
- Jointly set goals that are challenging and accepted to all members
- Continue to look for ways to promote the team’s chances to excel
- Keep an ongoing assessment of the team
- Acknowledge each member’s contribution
- Develop members to their fullest potential

37. PRIDE principles
• Purpose: have a common purpose and goal
• Respect: act with mutual respect, trust and
support
• Individuals: recognize and respect the
difference which enhances creativity and
collective imagination
• Discussion: should have open, honest and
frequent discussions
• Excellence: team should strive for excellence

38. A Team-Effectiveness Model

39. Key Roles of Teams

40. Turning Individuals Into Team Players
• The Challenges
– Overcoming individual resistance to team membership.
– Countering the influence of individualistic cultures.
– Introducing teams in an organization that has historically
valued individual achievement.
• Shaping Team Players
– Selecting employees who can fulfill their team roles.
– Training employees to become team players.
– Reworking the reward system to encourage cooperative
efforts while continuing to recognize individual
contributions.

41. Team Roles
• Sponsor: supports, empowers team
• Leader/coordinator: organizes team activities
• Facilitator: helps team members function as team
• Evaluator: looks at the big picture
• Recorder: documents teamwork
• Team worker: engages in the task completion

42. A Team that Works
Key elements
• Commitment to the team
• Team members are cooperative and
collaborate
• Honest and open communication
• Effective method for decisions-making
• Have a process for managing conflict

43. Commitment to the Team
Commitment from:
• Team members
• Manager
• Organization

44. Collaboration and Cooperation
Effective Skills
 Listening: hear, interpret
 Questioning: interact, discuss and pose questions
 Persuading: exchanging, defending and rethinking ideas
 Respecting: respect the opinion of others. Encourage and support
the ideas and efforts of others
 Helping: offer assistance
 Sharing: offering ideas and reporting their findings to each
other
 Participating: contributing to the project

45. Contemporary Issues in Managing
Teams
• Team Effectiveness and Quality
Management Requires That Teams:
1. Are small enough to be efficient and
effective.
2. Are properly trained in required skills.
3. Allocated enough time to work on
problems.
4. Are given authority to resolve problems
and take corrective action.
5. Have a designated “champion” to call on
when needed.

46. Team and Workforce Diversity:
Advantages and Disadvantages of Diversity

47. Reinvigorating Mature Teams
• Problems of Mature Teams
– Becoming stagnant and complacent as
cohesiveness increases.
– Developing groupthink.
– Confronting more difficult issues.
• Reinvigorating Teams
1. Prepare members to deal with problems of
maturity.
2. Offer refresher training.
3. Offer advanced training.
4. Encourage teams to treat their development as
a constant learning experience.

48. Span of Control
– The number of employees who can be effectively
and efficiently supervised by a manager
– Width of span is affected by:
• Skills and abilities of the manager and the employees
• Characteristics of the work being done
• Similarity of tasks
• Complexity of tasks
• Physical proximity of subordinates
• Standardization of tasks
• Sophistication of the organization’s information system
• Strength of the organization’s culture
• Preferred style of the manager

49. Locus of Control
Locus of Control
The degree to which people believe they
are masters of their own fate.
Internals
Individuals who believe that they
control what happens to them.
Externals
Individuals who believe that
what happens to them is
controlled by outside forces
such as luck or chance.

50. Common Characteristics
Functional Cross Self Self Top
Operating Functional Managing Defining Executive
Autonomy-
Low Low-Mod Low High High
mission
Autonomy-
Low-Mod High High High High
procedure
Authority-
High High Low Low High
internal
Duration High Low-Mod High Variable High
Stability High Low-Mod High Variable High
Functional
Low High Low Variable High
diversity

51. Trust: The Foundation of Team
Trust
A positive expectation that
another will not—through
words, actions, or
decisions—act
opportunistically.
Trust is a history-
dependent process
(familiarity) based on
relevant but limited
samples of experience
(risk).

52. Dimensions of Trust
• Integrity • Loyalty
– honesty and – the willingness to
truthfulness. protect and save face
for another person.
• Competence
• Openness
– an individual’s technical
and interpersonal – reliance on the person
knowledge and skills. to give you the full truth.
• Consistency
– an individual’s reliability,
predictability, and good
judgment in handling
situations.

53. Relationships among
Team Members
Source: Reprinted by special permission of the publisher, Psychological
Assessment Resources, Inc., from Making Vocational Choices, copyright 1973,
1985, 1992 by Psychological Assessment Resources, Inc. All rights reserved.

54. Advantages of Using Teams
• Teams outperform individuals.
• Teams provide a way to better use
employee talents.
• Teams are more flexible and
responsive.
• Teams can be quickly
assembled, deployed,
refocused, and disbanded.

55. Characteristics of Effective Teams
• Are unified in their
• Have a clear commitment to team
understanding of their goals.
goals.
• Have good
• Have competent communication systems.
members with relevant
technical and • Possess effective
interpersonal skills. negotiating skills
• Exhibit high mutual • Have appropriate
trust in the character leadership
and integrity of their • Have both internally and
members. externally supportive
environments

56. Characteristics of Effective Teams

57. A Team That Does NOT Work
Reasons
 Confused and conflicting goals
 Unresolved roles and
responsibilities
 Lack of team trust
 Lack of support
 Lack of communication
 Critical/negative attitude

58. Key Areas of Resistance
Resistance
Organization Management Individual
• top-down structure with • fear of losing control • fear of losing
many formal levels • fear of not being needed individuality and
• bureaucratic practices • failure to support team individual recognition
• rigid and cautious initiatives and members • lack of confidence in
corporate culture • failure set clear goals abilities
• one-way information • failure to understand the • fear of sharing ideas to
flow issues/project/team protect own interest
• department • unwilling to take risk • inability to express ideas
segregation • Too passive and does no • fear of conflict
hold members
accountable

59. Teams  higher level of success for companies