Let us understand team dynamics to understand the journey from team building to team goal positioning. Emerging startups must look out for the attributes mentioned in the presentation because team is not about sitting in a room and discussing the strategy. Nowadays teams are created for long-term organizational benefits.
2. WHAT DO WE HAVE FOR YOU ?
Team in an Organization
Types of Team
Stages of Team Development
Case Analysis
Its impact on Organization Behaviour
Conclusion
3. WHAT IS DYNAMICS ?
Organizational Dynamics is defined as patterns that
are developed over a period of time.
Patterns such as interaction, activities, different
personalities, dealing with daily issues etc.
Organizations are made up of people, people's
behavior makes up organizational behavior.
4. WHAT IS A TEAM ?
A team is strategic group that maintains the synergy
between employees and organize recourses.
Primary role of a team is to combine available
resources, competencies, skills, willingness to
achieve organizational objective.
5. TEAM PROCESSES
Transitional Process: Mission analysis, goal
specification, strategy formulation.
Action Process: Monitoring progress towards goal,
team monitoring and backup behaviour,
coordination.
Interpersonal Process: Conflict management,
motivation and confidence building.
6. WHAT IS TEAM DYNAMICS ?
Behavioral relationships between team members is
termed as team dynamics.
Team dynamics plays an important role in every
organization as it determines if a team’s goal will be
met in efficient manner.
Identifying team dynamics and understanding
positive and negative outcomes is very important to
predict and build team performance
7. TYPES OF TEAM
Problem Solving Team
Cross Functional Team
Self-managing Team
Virtual Team
8. PROBLEM SOLVING TEAM
It was emerged in 1980s with introduction of Quality
circles, particularly in Japan.
Selecting a
Specific Problem
Selecting
Personnel
Define Nature
of Problem
Give Time to
Develop
Methodology
Implement the
Solution
Recognize the
Contributions
Mage by Team
9. CROSS FUNCTIONAL TEAM
Need of Cross Functional Team was first witnessed
in late 1980s in automobile industries of USA to
complete a complex project.
Its basic objective is to make decisions and solve
problems, that cannot be solved by one single
functional department.
10.
11. SELF MANAGING TEAMS
Often know as self-directed teams.
They plan, control, and improve there own work.
Review their performance as a group
They set their own goals and inspect their own work
12. VIRTUAL TEAM
Such teams are really useful nowadays, because
these teams work from a different geographic
locations and interact through electronic media.
Various firms such as Microsoft, Google, Apple etc
are using it to discuss critical issues and decision
making.
It helps in getting opinions of remotely located
employee.
13. STAGES OF TEAM DEVELOPMENT
To understand team dynamics in order to put a
positive impact on the team’s performance, team
development process must go through the four
stages.
Every Stage Act as a foundation for the next stage.
This helps in building good relationship among the
team members.
This makes them more focused towards the
objective of the organization.
14. STAGES OF TEAM DEVELOPMENT
Forming Storming Norming Performing Adjourning
15. FORMING
In this stage, most team members are positive and polite.
Some are anxious, as they haven't fully understood what
work the team will do.
Others are simply excited about the task ahead.
This stage can last for some time, as people start to work
together, and as they make an effort to get to know their
new colleagues.
16. STORMING
Next, the team moves into the storming phase, where
people start to push against the boundaries established in
the forming stage.
This is the stage where many teams fail. Storming often
starts where there is a conflict between team members'
natural working styles.
If differing working styles cause unforeseen problems, they
may become frustrated.
17. NORMING
Gradually, the team moves into the norming stage.
This is when people start to resolve their differences,
appreciate colleagues' strengths, and respect the authority
as a leader.
There is often a prolonged overlap between storming and
norming, because, as new tasks come up, the team may
lapse back into behavior from the storming stage.
18. PERFORMING
The team reaches the performing stage, when hard work
leads to the achievement of the team's goal.
It feels easy to be part of the team at this stage, and
people who join or leave won't disrupt performance.
19. ADJOURNING
Many teams will reach this stage eventually.
For example, project teams exist for only a fixed period,
and even permanent teams may be disbanded through
organizational restructuring.
Team members who like routine, or who have developed
close working relationships with colleagues, may find this
stage difficult.
20. CASE ANALYSIS: MAJOR OBJECTIVES
How companies use teams to drive performance ?
Characteristics of high-performance teams
Four attributes of effective team leaders
Teams and technology
21. HOW COMPANIES USE TEAMS TO DRIVE
PERFORMANCE ?
Almost 9 out of 10 companies surveyed for this report agree
that the problems confronting them are now so complex that
teams are essential to provide effective solutions.
Teams that are comprised of individuals from diverse
backgrounds and experiences tend to have higher EBITDA
growth rates.
BRIC countries score high in terms of the amount of time
they spend on team activities, whereas Anglophone
countries, including the US and Canada, tend to be more
individualistic in how they allocate their time.
23. CHARACTERISTICS OF HIGH-PERFORMANCE
TEAMS
Research shows that teams that possess three
broad characteristics are more likely to achieve the
high performance for which companies are striving:
A shared vision
The right mix
Commitment to quality and results
25. ATTRIBUTES OF EFFECTIVE TEAM LEADERS
Research has shown that effective team leaders
display the following key actions:
Provide clear direction and leadership
Create an open and inclusive team culture
Empower
Develop and coach
27. TEAMS AND TECHNOLOGY
A challenging economic environment compounds this
problem because many companies have cut back on
business travel. They may see tools, like tele-presence,
TIBCO etc as an equivalent replacement.
Other aspects of technology can also be an enabler – or
barrier – of team performance.
A company that has a fragmented IT infrastructure, and
different applications and datasets for different functions
or business units, will find it more difficult to form effective
cross-functional and geographically distributed teams.
Editor's Notes
The research was conducted by Ernst and Young to know the what actully team performace ment to the companies.
A shared vision: With a clear goal in mind for the team as a whole, individual members are able to establish a clear line of sight between their specific day-to-day responsibilities and the broader, long-term objectives of the business.
The right mix: Dealing with today’s complex business problems requires companies to think more broadly about team composition. Today, technology and globalization have encouraged companies to look further afield by recruiting members from different organizational functions and geographical regions of the world.
Commitment to quality and results: High-performance teams have a shared commitment to quality and results. They focus on achieving the highest standards and the best outcome, and are aligned behind achieving this goal.
Provide clear direction and leadership: This requires constant dialog, particularly if the team is distributed across geographies and functions. With teams now spread far and wide, regular contact should be actively planned and prioritized. But while structure is important, companies also need to ensure that processes are not too rigid.
Create an open and inclusive team culture: Effective leaders of high-performance teams encourage members to voice views and ideas. Leadership in a team setting is much less about command and control, and more about getting the most out of a diverse and experienced group of individuals.
Empower: Old-style command-and-control leadership models are not fit for purpose in a high-performance team setting. Although they lay the groundwork for team activities, effective leaders also know when to get out of the way, and empower team members to be autonomous and make their own day-to-day decisions.
Develop and coach: Workplace surveys consistently demonstrate the potential impact of the manager on an employee’s attitude towards their work. Without the leader’s constant encouragement, individual demoralization can quickly infect the team.