simple presentation on team mngt

1. TEAM
MANAGEMENT
Subject: Workshop on Business Communication
Prof. Manoj Kumar Sharma
Prepared by Nikki Latta (MBA Gen A)
March 7nd, 2017

2. CONTENTS
1. What is a team?
2. Why teams?
3. Team purpose
4. 12 Cs for creating effective teams
5. Other characteristics of effective teams
6. Fostering team creativity
7. Conflicts in teams
8. Conflict management
9. Team building activities

3. WHAT IS A TEAM?
A group of people with a full set of complementary
skills required to complete a task, job, or project.
(1) operate with a high degree of interdependence,
(2) share authority and responsibility for self-
management, (3) are accountable for the
collective performance, and (4) work toward
a common goal and shared rewards(s).
Types: permanent vs temporary, self-directed, cross-
functional, virtual, departmental

4. TEAM PURPOSE
Team vision and mission statement
 Direction and alignment
 Serves in sorting out possible
differences

6. WHY WORK IN TEAMS?
 Higher Quality Outcomes
 Teamwork creates outcomes that make better use of resources and produce richer ideas.
 Higher efficiency: Since teams combine the efforts of individuals, they can accomplish more than an individual working alone.
 Faster speed: Because teams draw on the efforts of many contributors, they can often complete tasks and activities in less time.
 More thoughtful ideas: Each person who works on a problem or set of tasks may bring different information and knowledge to bear, which can
result in solutions and approaches an individual would not have identified.
 Greater effectiveness: When people coordinate their efforts, they can divide up roles and tasks to more thoroughly address an issue. For
example, in hospital settings teamwork has been found to increase patient safety more than when only individual efforts are made to avoid mishaps.
Better Context for Individuals
 The social aspect of teamwork provides a superior work experience for team members, which can motivate higher performance.
 Mutual support: Because team members can rely on other people with shared goals, they can receive assistance and encouragement as they work
on tasks. Such support can encourage people to achieve goals they may not have had the confidence to have reached on their own.
 Greater sense of accomplishment: When members of a team collaborate and take collective responsibility for outcomes, they can feel a greater
sense of accomplishment when they achieve a goal they could not have achieved if they had worked by themselves.

7. CHARACTERISTICS OF AN
EFFECTIVE TEAM
 Leadership (trust), Leaders set examples
 Relationship with each employee
 Evaluation
 Humour
 Focus
 Accountability and transparency

8. 12 CS - PRE-REQUISITES FOR
CREATING EFFECTIVE TEAMS
 Clear Expectations
 Context
 Commitment
 Competence
 Charter
 Control
 Collaboration
 Communication
 Creativity
 Consequences
 Coordination
 Culture

9. FOSTERING TEAM
CREATIVITY
Nominal group technique
Brainstorming
 Stepladder
 Brainwriting
 Rolestorming
 Reverse brainstorming
Beware of blocking

10. TEAM DECISION
MAKING PROCESS
 Individual inputs(everyone contributes)
 Collective work
a. Identify common themes
b. Create around common themes
c. Evaluate non-common ideas
d. Finalize by checking consensus

11. CONFLICTS
Reasons
 Emotions
 Communication
 Values
 Skills
 Goals

12. CONFLICTS (CONTD.)
 Value Conflicts
 Conflicting values - viewed through the lens of "culture" (or
religion), age, personality, previous work experiences.
 Different views about appropriate work-life balance - willingness of
different employees to work overtime, holidays or weekends.
 Different prioritizations of personal, team and company goals, and
this can also be a source of conflict within teams. Some team members
may be more concerned with advancing their own work projects and
careers than with meeting the objectives of the team as a whole.

13. CONFLICTS (CONTD.)
 Conflicting Skill Sets
Where, for example, an older employee is less versed in new or emerging
technologies, such as Power Point, Adobe Photoshop, Dreamweaver
and/or social networking sites, including Facebook, than a young
employee, frustrations can arise from the inability or unwillingness of
the older employee to embrace the new technologies to advance team
objectives. By contrast, when managed properly conflicts that arise from a
diversity of skill sets can be a desirable team function as it can draw
attention to team weaknesses and encourage inter-team learning initiatives
that can advance the cumulative skills of the team as a whole.

14. CONFLICTS (CONTD.)
 Different Goals And Expectations
A common source of conflict among a wide variety of teams arise from
different goals and expectations. Members of effective teams trust one
another to successfully complete tasks in specific time frames, and the
success of the group depends on the coordination of these efforts. When
different team members hold different expectations of work
performance standards; efficiency, punctuality, level of effort--team
coordination is thrown off, and resentment and hostility can develop
where some employees feel that they are working harder and longer than
others.

15. CONFLICT MANAGEMENT
IN TEAMS
 One on one
 Be impartial
 Listen, then speak
 Don’t ignore or delay
 Always remain courteous and respectful
 Do not let your emotions take control of you
 Concentrate on ideas, problems, facts and figures and not personalities

16. TEAM BUILDING EXERCISES
 The Mine Field
 Helium stick
 Human knot
 Scavenger hunt
 The perfect square

18. REFERENCES
Sites
 Harvard business review (https://hbr.org/2016/06/how-to-preempt-team-conflict)
 Forbes (https://www.forbes.com/sites/mikemyatt/2012/02/22/5-keys-to-dealing-with-
workplace-conflict/#3259808a1e95)
 http://www.managementstudyguide.com/types-of-teams.htm

19. LET’S PLAY!
Helium Stick