Team work

TEAMS• Teams are groups of two or more people who

interact and influence each other, and mutually accountable for achieving common objectives and perceive them selves as a social entity with in an organisation.

WHY DO WE NEED TEAMS• • Security • Interaction, Influence and

proximity • Esteem and Identity • Affiliation • Power• Huddlings

Team- from individual to group

INDIVIDUAL DIFFERENCE• Individuals differ from one

another in their ability to understand complex ideas, to adapt effectively to the environment, to learn from experience, to engage in various forms of reasoning, to overcome obstacles by taking thought… .

TEAM FORMATION

• • Forming • Storming • Norming • Performing• Adjourning

Conflict

“Conflict is an integral part of organizational life”.

It occurs……,Because of perceived or experienced differences

over substantive or emotional issues.

Symptoms of Conflicts Poor inter group Activities Disrespect and Indiscipline Antagonizing and Negative feeling High rate of Absenteeism and Turnover Informal gatherings Strict implementation of rules.

Conflicts of interest

Types of Conflicts• Structural Conflicts – Functions, goals, Authority ;Time, Status,

Resources.

• Intra personal Conflicts – Differences in Opinion due to Intra

role and Inter role and Person and the role.

• Inter personal Conflicts – Differences in Personalities, values, perception and emotions.

• Inter Group Conflicts – Differences between two groups.

• Intra group Conflicts – Difference between the member of a group.

CHARACTERISTICS OF EFFECTIVE & INEFFECTIVE GROUP

EFFECTIVE INEFFECTIVE

• Informal & Relaxed Bored & Tensed

• Discussion & Participation Domination by few

• Clear – Task, aims & Means Irrelevant

• Commitment to each other No obligation

• Mutual respect Conflict

• discussed& solved Allow to develop

• Decision by consensus Not expected

• Shared leadership Authority

• TROUBLE IN THE TEAMS• Team Norms• Team Roles• Team Cohesiveness• TEAM BUILDING• Role definition • Interpersonal Process • Goal Setting • Problem Solving

Thomas’s Conflict Resolution Model

Compete-When?•Quick and decisive action is vital•Unpopular actions need to be implement•You know u are right•Against people who take advantages of non competitive behavior

Collaborate –If•An integrative solution is required•Your objective is to learn•You gain Commitment by transforming concern in to consensus•You work through feelings that have interfered with relations

Compromise-When---•Goals are worthier than

efforts of assertive mode or disruption• When opponents of equal power are committed to mutually exclusive goals• Temporary settlements are required•Collaboration or Competition are not useful.

Avoiding, if•If is a trivial issue•You perceive chance of winning•Others can solve it better than you•You want people and situation to cool down

Accommodate, if-• You find, that you are Wrong•You wish the co-operation of others•You want social credits for later issues•You expect others to learnFrom their mistakes

• HIGH PERFORMING GROUPS• Commitment • Trust• Purpose• Communication• Involvement • Process orientation