Team & It's Functions
- 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.
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- 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.
- 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.