m



    

Mamtha Kotian ǥ. no. 20

Reeta Shah ǥ. no. 34
Nilesh Chavan ǥ. no. 23
Shailesh Kadam ǥ. no. 37
Dinesh Bhatt ǥ. no. 7
Kamal Singh ǥ. no. 15
 `

i 
 ‘ small number of people with 
complementary skillsǥ
who are committed to a
common purposeǥ
performance goalsǥand
approachǥ
for which they hold themselves
mutually accountable
 i 

 ‘ Team whose individual efforts
result in performance that is
greater than the sum of the
individuals inputs.
 
Two or more individuals,
interacting and interdependent,
who come together to achieve
particular objectives.
  
‘ group that interacts primarily
to share information and to
make decisions to help each
group member perform within
his or her area of responsibility
 | 
 

˜  i 
 Security  Collective Strength
 Status  ‘bility to solve problems
 Self Esteem  High Quality decisions
 ‘ffiliation  High Satisfaction and
 Power Motivation
 Goal ‘chievement  Collective Commitment
 Managing Complexity
i 
i 
 3ormal Group  Problem Solving Teams
 Informal Group  Self Managed Work Teams
 Command Group  Cross functional Teams
 Task Group  Virtual Teams
 Interest Group
 3riendship Group
 i 

 3  ˜ u ‘ designated work group defined by an organizationǯs
structure.
 0
 ˜ u ‘ group that is neither formally structured nor
organizationally determined; such a group appears in response to the
need for the social contact.
 u  
 u ‘ group composed of the individuals who report
directly to a given manager.
 i ˜ u People working together to complete a job task.
 0
 
˜ u People working together to attain a specific objective
with which each is concerned.
 3 
 ˜ u People brought together because they share one
or more common characteristics.
i 
i 
    i u Groups of 5 to 12 employees from the same
department who meet for a few hours each week to discuss ways of
improving quality, efficiency, and the work environment.
 ÷ 
  
 i u Groups of 10 to 15 people who take on
responsibilities of their former supervisors .
 u 

  i u Employees from about the same
hierarchical level, but from different work areas, who come together to
accomplish a task.
 G
i u Teams that use computer technology to tie together
physically dispersed members in order to achieve a common goal.
 r
 
 pust gather the facts. The leader/team will decide what is the next step.
 Identify the alternatives for the leader/team to select.
 Recommend a course of action for leader/team review and decision.
 Decide what to do. Delay action until leader/team approves the go-
ahead.
 Decide what to do and do it, but let the leader/team know so he/she
can object.
 pust do it. Inform leader/team only of exceptions.
 3ollow-up on everything. Don't bother leader/team with it.
 ÷ 
i ` 
 
 3 exploring what the group will be like, finding the basis of
forming relationships with others. 3inding out who they are,
acceptance of whoever is in the formal leadership role. Tuckman sees
orientation, testing and the establishment of dependency relationships
by group members as the chief characteristic of this phase.
 ÷
conflicts break out as subgroups emerge, differences are
confronted, control becomes an open issue and is resisted, regardless of
its source....including a formal leader.
 Ô rules start to emerge about acceptable ways of behaving and
of carrying out the task of the group; these rules are allied in working
with conflicts and a spirit of cooperation develops. Intimate, personal
opinions are expressed
  
conflicts are resolved, energy is put into task
accomplishment -the group is becoming effective. The group has
evolved to the point where it is supportive of task performance. Roles
have become flexible and functional and group energy is channelled
into the task. Members begin to acknowledge each other's uniqueness
and permit individual differences to emerge. The standards and norms
of behaviour are established.
 i 
 Think they are together for 
administrative purposes only.
 Members tend to focus on 
themselves and have limited
involvement in planning unitǯs
objective 
 Members told what to do
 Members distrust Motives of
Colleagues.(Opinion or 
disagreement)
 Members are cautious about 
what they say.(Game Playing,
Communication traps)
Clear understandinig in terms of
individual and team goals
Have a sense of ownership of job
in hand as they are committed to
values based on common goals
Members contribute to
organizationǯs success through
talent, knowledge and creativity
Members work in climate of
Trust
There is a honest
communication, there is
understanding for each other's
point of view
u 
 Members have limited and good 
trainings .
 They find themselves in conflicts, 
often there is external
intervention. 
 May or may not participate in
decision affecting
team.(Win/Loss) 
 Members work in an unstructured
environment with undetermined
standards of performance. Weak 
leadership.
 Leaders do not walk the talk and
tend to lead from behind the desk.
‘re encouraged to develop skills
and apply them.
They work to resolve conflict
quickly and constructively.
They are part of decision-making
but understand leaders
role.(Win/Win)
They structured environment and
they know the boundaries exist
and who has the 3inal say.
Leaders sets agreed high
standards of performance and is
respected via active, willing
participation .
u  
˜ 
Purpose
Objectives


Relations ips
Personal Styles
   
   Communication
Problem Solving
Roles & Responsibilities Decision Making
Organization of Work Conflict Management

11
| 
 
 Team Leader - Every Team Needs One!
 Team 3acilitator-Keeps Everybody On Track
 Team Recorder - Keeps Notes, Documents Decisions
 Time Keeper - Minute by Minute...
 Team Members - Everyone Else!
 3

  
   
 Injustice
 Cliques
 Unfair rewards for individual performance
 Too much internal competition
 Unclear roles/objectives
 Unrealistic goals, poor measurements
 Limited view, overspecialization
 ‘ll similar Dzyesdz people
 Not knowing each other

13
3  


  
 

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14
 i    
Where are* $ 
  
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*   What is What are *   

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15
÷  
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Casey Stengel
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Kareem ‘bdul-pabbar
 i   
 
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LESSONu People who share a common direction and sense of community can get where they are going faster
and easier because they are traveling on the thrust of one another.

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LESSONu If we have as much sense as a goose, we will join in formation with those who are headed where we
want to go.

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LESSONu It pays to take turns doing the hard tasks and sharing leadership.

& i   

  
   
    
   
 

  
  
LESSONu We need to make sure our honking from behind is encouraging - not something less helpful.

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LESSONu If we have as much sense as the geese, we'll stand by one another like they do.

17