team in organization
TRANSCRIPT
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Team in
Organization
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© 2009 Prentice-Hall Inc. All rights reserved. 10-3
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10-4
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@Tea
Chewed
10-5
Shahanaz Akter 140313
Shakila Afrin 140317
Sayeda Tamanna Jahan140312
Prosen Roy140337
Laazina Khan Hrisha 140340
Shaikh Samiur Rahman 140351
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Analyze the growing popularity of teamsContrast among groups and teams.Compare and contrast four types of teams.Identify the characteristics of effective teams.Show how organizations create team players.Decide when to use individuals instead teams.Show differs of teams in our and global context.
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We will learn
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Work is completed
faster
Responsibility is shared
Increases employee
participation
Improves interperson
al skill
Increases motivation
Why Have Teams Become So Popular?
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Work GroupWork Team
Primary Interaction
Making decisions
No joint Efforts
Individual Responsibility
Positive synergy
Coordinated Effort
Individual inputs
Greater performance
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Work group Vs. Work teamWork Group Work Team
Goals
Synergy
Accountability
Skills
Share Information
Neutral(Sometimes Negative)
Individual
Random & Varied
Collective Performance
Positive
Individual & Mutual
Complementary
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Types of Teams
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A program that brings key line manager to solve real time project problem
Problem Solving Team
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Excellent decision makers
Generate ideas through brainstorming or similar techniques
Excellent planners of the implementation stage
Need too much time, efforts & energies
Loose momentum
Advantages & Disadvantages
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A team in which 10 to 15 people take on the responsibilities of their former supervisors
Self-Managed Work Teams
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BenefitsDrawbacks
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A group of people with different functional expertise and work areas working toward a common goal
Cross – Functional Teams
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Greater scope of information
Share leadership responsibilities
Implement individual & mutual accountability
Greater range of users
Characteristics
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Virtual Teams
A group of individuals who work across time, space and organizational boundaries with links
strengthened by webs of communication technology
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TEAM
Linker
Creator
Promoter
Assessor
Organizer
Producer
Controller
Maintainer
Adviser
Key Roles on Team
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People Linking
• Active Listening• Communicating• Team Relationships• Participative Decision
Making
Task Linking
• Objective Setting• Quality Standards• Work Allocation
Leadership Linking
• Motivating• Devising Strategy
Linker
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Creator
Creates and initiates ideas
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Upholds best ideas and solutions in a way that will influence other team members
Promoter
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Offers insightful analysis of options
Assessor
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Establishes and implements ways of making things work
Organizer
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Concludes and delivers outputs and provides direction and follow
through
Producer
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Controls the working of systems and enforces rules
Controller
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Fights external battles to uphold and safeguard standards and processes
Maintainer
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Gathers and reports information to evaluate the team's work
Adviser
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Context Composition
Work design Process
Key Components of Effective Teams
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Adequate Resources
Tools to complete the job
Creating Effective Teams: Context
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Effective Leadership and Structure
Creating Effective Teams: Context
Agreeing to the specifics of work
Even “self-managed” teams need leaders
Especially important in multi-team systems
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Creating Effective Teams: Context
Climate of TrustMembers must trust each other and the leader
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Creating Effective Teams: Context
Performance and Rewards Systems that Reflect Team Contributions
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Scenario 1
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Scenario 2
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Team Composition
Abilities of members
Members preference
Size
Diversity of members
Allocation of roles
Personality of members
Team Composition
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Abilities of Members
Creating Effective Teams: Composition
Need technical expertise
Problem-solving
Decision-making
Good interpersonal skills
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Conscientiousness Openness to experience
Agreeableness to team performance
Creating Effective Teams: Composition
Personality of Members
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Creating Effective Teams: CompositionAllocating roles
and diversity
Many necessary roles must be filled
Diversity can often leads to lower performance
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Size of Team: The smaller the better- 5 to 9 is optimal
Creating Effective Teams: Composition
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Member’s Preference for Team Work
Do the members want to be on Teams?
Creating Effective Teams: Composition
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Skill Variety
Freedom and Autonomy
Task Identity
Task Significance
Creating Effective Teams: Work Design
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Skill Variety
Ability to use different skills and
talents
Creating Effective Teams: Work Design
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Freedom and Autonomy
Ability to work independently
Creating Effective Teams: Work Design
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Task Identity
Task Identity
• Ability to complete a whole and identifiable task or product
Creating Effective Teams: Work Design
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Task Significance
Working on a task or project that has a substantial impact on others
Creating Effective Teams: Work Design
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Creating Effective Teams: Process
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Willing to adjust plan if necessary
Commitment to a Common Purpose
Provides direction
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Team EfficacyMental Models
Creating Effective Teams: Process
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Creating Effective Teams: Process
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SpecificMeasurable
Realistic
Challenging
Establishment of Specific Team Goals
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A Managed Level of Conflict
Minimized Social Loafing
Task conflicts are helpful
Interpersonal conflicts are not
Team holds itself accountable
Both Individually and as a team
Creating Effective Teams: Process
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Turning Individuals into Team Players
Selection
Training
Reward
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Beware!Teams Aren’t Always
the Answer
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Decide When to Use Team• Three tests to see if a Team is better for the work:
The members of the group are interdependent
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Thank You
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Any Queries
??