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UNDERSTANDING
WORK TEAM
E F F O R T S BY : - M O H I T K U M A R R A I
WHY HAVE TEAMS BECOME SO
POPULAR?
• More effective and efficient
• Better way of employee talents utilization
• Flexible and responsive to change
• Quick assemble, deploy, refocus and disband
GROUPS VS TEAMS
TYPES OF TEAMS
PROBLEM-SOLVING TEAMS
• Work for few hours in a day or fortnightly.
• People discussed problems.
• Make suggestions and advices to improve work process and
methods
• Not have authority to implement their decisions.
• Make presentation before management.
Example:- Quality circle
SELF-MANAGED WORK TEAMS
• Improved version of problem-solving teams.
• Performs highly related or interdependent jobs and assume many
roles.
• Includes planning and scheduling of work, assigning tasks to the
members, collective control.
• Self monitoring the pace of work, making operational decisions, taking
actions.
• Mutually evaluate members performance.
CROSS-FUNCTIONAL TEAMS
• Have different background.
• Provide their expert services.
• Once assignment is over the teams get dissolved.
• Solve the problem, also called “task force”
• Membership is temporary
VIRTUAL TEAMS
• Work together to achieve common goals.
• Allow people to collaborate online.
• Virtual do everything other teams do.
– Communicate and share information.
– Make decision making.
– Complete tasks
• From same organizations.
CREATING
EFFECTIVE
TEAMS
Team
effectiveness
Context
Composition
Process
CONTEXT
• Adequate resources
• Leadership and structure
• Climate of trust
• Performance evaluation and reward systems
COMPOSITION
• Abilities of members
• Personality
• Allocation roles
• Diversity
• Size of teams
• Member flexibility
• Member preference
PROCESS
• Common purpose
• Specify goals
• Team efficacy
• Conflict levels
• Social loafing
Understanding work team
TURNING INDIVIDUALS INTO TEAM
PLAYERS
Selecting
Training
Rewardin
g
BEWARE! TEAMS AREN’T ALWAYS THE
ANSWER
• The nature of complexity of the task will provide the
answer?
• Does the work generates common goals and
objectives leading to possible synergy?
• Is the work or task need interdependent?

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Understanding work team

  • 1. UNDERSTANDING WORK TEAM E F F O R T S BY : - M O H I T K U M A R R A I
  • 2. WHY HAVE TEAMS BECOME SO POPULAR? • More effective and efficient • Better way of employee talents utilization • Flexible and responsive to change • Quick assemble, deploy, refocus and disband
  • 5. PROBLEM-SOLVING TEAMS • Work for few hours in a day or fortnightly. • People discussed problems. • Make suggestions and advices to improve work process and methods • Not have authority to implement their decisions. • Make presentation before management. Example:- Quality circle
  • 6. SELF-MANAGED WORK TEAMS • Improved version of problem-solving teams. • Performs highly related or interdependent jobs and assume many roles. • Includes planning and scheduling of work, assigning tasks to the members, collective control. • Self monitoring the pace of work, making operational decisions, taking actions. • Mutually evaluate members performance.
  • 7. CROSS-FUNCTIONAL TEAMS • Have different background. • Provide their expert services. • Once assignment is over the teams get dissolved. • Solve the problem, also called “task force” • Membership is temporary
  • 8. VIRTUAL TEAMS • Work together to achieve common goals. • Allow people to collaborate online. • Virtual do everything other teams do. – Communicate and share information. – Make decision making. – Complete tasks • From same organizations.
  • 11. CONTEXT • Adequate resources • Leadership and structure • Climate of trust • Performance evaluation and reward systems
  • 12. COMPOSITION • Abilities of members • Personality • Allocation roles • Diversity • Size of teams • Member flexibility • Member preference
  • 13. PROCESS • Common purpose • Specify goals • Team efficacy • Conflict levels • Social loafing
  • 15. TURNING INDIVIDUALS INTO TEAM PLAYERS Selecting Training Rewardin g
  • 16. BEWARE! TEAMS AREN’T ALWAYS THE ANSWER • The nature of complexity of the task will provide the answer? • Does the work generates common goals and objectives leading to possible synergy? • Is the work or task need interdependent?