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Team Importance & Management: Presentation By: Deepthi. P Jinesh Jain Gheerdhardhini. M Bindu Thushara. N

The document discusses key aspects of teams and team management. It defines a team as a small group of people with complementary skills committed to a common purpose and goals. The presentation covers team characteristics, types of teams including potential, real, formal and informal teams. It discusses the importance of teams and the optimal team size. The team life cycle and barriers to effectiveness are also summarized. Key points from Google and Starbucks are briefly mentioned.

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NB Thushara Harithas
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177 views

Team Importance & Management: Presentation By: Deepthi. P Jinesh Jain Gheerdhardhini. M Bindu Thushara. N

The document discusses key aspects of teams and team management. It defines a team as a small group of people with complementary skills committed to a common purpose and goals. The presentation covers team characteristics, types of teams including potential, real, formal and informal teams. It discusses the importance of teams and the optimal team size. The team life cycle and barriers to effectiveness are also summarized. Key points from Google and Starbucks are briefly mentioned.

Uploaded by

NB Thushara Harithas
Copyright
© Attribution Non-Commercial (BY-NC)
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Download as PPTX, PDF, TXT or read online on Scribd
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TEAM IMPORTANCE & MANAGEMENT

PRESENTATION BY: DEEPTHI. P JINESH JAIN GHEERDHARDHINI. M BINDU THUSHARA. N DATE: 30-11-2012, IGTC, BANGALORE DDDDD

AGENDA

Definition of Team Characteristics of Team Types of Teams. Team Life Cycle. Team Coaching & Effectiveness Bibliography/ References

DEFINITION:

A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, a common approach for which they hold themselves mutually accountable

TEAM CHARACTERISTICS

Individual and mutual team accountability Collective work products. Measures performance directly by assessing collective work products Encourages open-ended discussion and active problem-solving meetings. Shared Leadership roles. Team discusses, decides, and does real work together. .

Specific Team purpose that the team delivers itself.

GOOGLE & STARBUCKS

<-STARBUCKS

GOOGLE->

TYPES OF TEAMS
Potential team: Potential teams abound in organizations. When a team (as opposed to a working group) approach makes sense, the performance impact can be high. The team involved is called Potential Team.

Real team: This is a small number of people with complementary skills who are equally committed to a common purpose, goals, and working approach for which they hold themselves mutually accountable.

Real teams are a basic unit of performance.

Formal team:

The Command team: which includes a manager and all employees who report to that manager.

The Committee, which generally lasts a long time and deals with recurrent problems and decisions
The Quality circle, teams meet for an hour weekly to discuss workrelated problems, investigate the causes, recommend solutions it makes a formal presentation to the plant management ad staff. Other forms: Task forces and Project management teams.

Informal Teams:
Emerge whenever people come together and interact regularly. Members of informal teams tend to subordinate some of their individual needs to those of the team as a whole

TEAM SIZE & COMPOSITION:

The optimal size (and composition) of teams is debated and will vary depending on the task at hand. At least one study of problem-solving in groups showed an optimal size of groups at four members. Other works estimate the optimal size between 5-12 members
IMPORTANCE OF TEAM:

Over 90% of the participants time is spent practicing- standardizing their routines or processes, identifying roles and responsibilities, improving communication effectiveness, working on their coordination, alignment or teamwork. The focus is learning from mistakes until they are ready to perform for the audience or fans.

TEAM LIFE CYCLE


What will I do now?What will it be like now?Shall I stay (with the company) or shall I go? What are we supposed to do together? How can I contribute?What are the pros and cons of being on this team?

How can we improve this?Is there a better way?

Why are we doing this?Whats the point?

Who does what and when? How often will we meet?

BARRIERS TO TEAM EFFECTIVENESS

BIBLIOGRAPHY/ REFERENCES
http://www.excellerate.co.nz/ttgroupsvsteams.html http://www.executiveevolution.com/docs/Work_Groups.pdf http://www.capmembers.com/media/cms/LLP2_7D266F3844 D8A.pdf http://www.citeman.com/4887-formal-and-informalteams.html#ixzz2DhO5TVNt http://cmi.community-mediation.org/2011/07/workshop-teambuilding-in-the-workplace/ Organization behavior & Management:-John M Ivancevich, Robert Konopaske and Michael T Matteson

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