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    Effective Team Performance - Final

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    Karthigeyan K Karunakaran
    Team is a small number of people with complementary skills. Teams achieve a balance between concern for the process of the group and the final results. Teams demonstrate greater ability to solve problems and think creatively.

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    Effective Team Performance - Final

    Uploaded by

    Karthigeyan K Karunakaran
    92 views30 pages
    Team is a small number of people with complementary skills. Teams achieve a balance between concern for the process of the group and the final results. Teams demonstrate greater ability to solve problems and think creatively.

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    Team is a small number of people with complementary skills. Teams achieve a balance between concern for the process of the group and the final results. Teams demonstrate greater ability to solve problems and think creatively.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    92 views30 pages

    Effective Team Performance - Final

    Uploaded by

    Karthigeyan K Karunakaran
    Team is a small number of people with complementary skills. Teams achieve a balance between concern for the process of the group and the final results. Teams demonstrate greater ability to solve problems and think creatively.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 30

    Strategy for Effective Team Performance

    Drops of water makes OCEAN...

    February 05, 2012

    1 2 3 4 5

    Definition of Team. Characteristics of High Performing Team Managing Teams for High Performance. The Stages of Team Development. Key strategy to successful performance of a team.

    What is Team?

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

    Types of Task Interdependence


    Pooled task Interdependence: Members make separate, independent contributions to group such that group performance is the sum of each members contributions

    Reciprocal task interdependence Work performed by one group member is mutually dependent on work done by other members.

    Sequential task Interdependence: Members perform tasks in a sequential order making it difficult to determine individual performance since one member depends on another.

    Differences Between Team and Group


    TEAM
    Teams achieve a balance between concern for the process of the group and the final results. Teams encourage open communication between members.

    GROUP
    Work groups only emphasize results. Work groups do not formally develop skills for working together for common goals. Work groups tend to limit communication to immediate supervisors or managers and so individuals tend not to gain the expertise and ideas of others. Work groups promote individual performance. This leads to group members who focus on completing their task with little interest or coordination with other group members work.

    Teams encourage collective effort.

    teams demonstrate greater ability to solve problems and think creatively, which leads to higher productivity and quality products.

    Work groups work with a high degree of management control.

    Autonomy, the Key Dimension


    Selfdesigning Teams Selfmanaging Teams Semiautonomous Work Groups

    Employee Involvement Teams

    Traditional Work Groups

    Characteristics of High Performing Teams


    There are seven components which distinguish high performing teams from others ...
    Component Component
    1. Clarity in Team Goals

    Definition
    Groups often assume their goals are clear and then later experience mistakes due to confusion. Goals need to be specific & attainable

    Potential Issues If Missing


    When team goals are not clear, potential troubles may include frequent disagreement about next steps, frustration at the lack of progress and excessive questioning of group decisions and actions. When there are no clearly defined roles the skills of team members will not be fully utilized. There may be confusion over which team member has a specific task and some may get more than their share of tedious chores. Teams with poor communication have members who have a tendency to withhold information, discount others ideas and opinions and cover up true feelings.

    2. Clearly Defined Roles

    To clearly define roles of a team, you need to: design formal roles and responsibilities, set clear boundaries for each role, design job team responsibilities that use each members talents and rotate general roles. Clear communication exists when team members speak with clarity and directness, listen actively, explore ideas rather than argue over them, openly share information & provide constructive feedback not criticism. When teams develop effective decision making procedures they: explore important issues by polling members, decide important issues by consensus, use high quality data as a basis for decisions, agree who will make what decisions.

    3. Clear Communication

    4. Well Defined Decision Procedures

    Without well-defined decision making procedures, teams find it difficult to break out of the old orientation of being told what to do as opposed to deciding for themselves.

    Characteristics of High Performing Teams Continued


    The seven components continued ...
    Component 5. Established Ground Rules Definition Establishing rules for the team involves the process of members deciding what are acceptable and unacceptable behaviors within the team for both tasks and relationships. This strategy not only contributes to getting the job done, but it develops all members expertise in all areas, which strengthens the teams performance. Potential Issues If Missing Without openly stated rules teams often experience frustration and confusion in other members behaviors. Potential troubles may include members who continue behavior that frustrates other team members. Without balanced participation, performance can result in certain members having too much or too little influence based on their skill set, and cross-job coverage not supporting productivity goals. Without an improvement plan, the team may use ineffective approaches to address problems that result in little or no improvement of team output.

    6. Balanced Participation

    7. Improvement Plan

    The goal of an improvement plan is to ensure high team performance. The plan needs to cover 5 activities: - Maintain communications - Fix obvious problems - Look upstream to larger issues - Document progress and problems - Monitor changes

    Managing Teams for High Performance


    1. Make the decision to build a team . . . This starts the investment in the team 2. Gather the best team possible . . . This elevates the potential of the team 3. Pay the price to develop the team . . . This ensures the growth of the team 4. Do things together as a team . . . This provides community for the team 5. Empower team members with responsibility and authority . . . This raises up leaders for the team

    Managing Groups and Teams for High Performance


    6. 7. 8. 9. 10. Give credit for success to the team . . . This lifts the morale of the team Watch to see that the investment in the team is paying off . . . This brings accountability to the team Stop your investment in players who do not grow . . . This eliminates greater losses for the team Create new opportunities for the team . . . This allows the team to stretch Give the team the best possible to succeed . . . This guarantee the team high return

    The Stages of Team Development

    The four stages of team development are ...

    Forming
    The forming stage occurs when team members first come together as a team.

    How members Feel: optimistic proud anxious/suspicious about the job resentful
    How members Act: unfocused impatient

    Storming
    During the storming stage, teams discover teamwork is more difficult than they expected. How members Feel: attitudes fluctuate resist new approaches

    How members Act: argue defensive/competitive question wisdom of approach tension/jealousy

    Norming
    The norming stage begins as the team moves beyond the storming stage and begins to function as a team. How members Feel: acceptance of team ability to express constructive criticism relieved - its going to be O.K. How members Act: avoid conflict share common spirit/goals establish ground rules and boundaries

    Performing
    When a team reaches the performing stage it is functioning as a high performance team.

    How members Feel: better understanding of team strengths and weaknesses insight into personnel and group processes satisfied with the team How members Act: self change prevent and work through group problems close attachment to the team

    Question?
    What stage of group development is most important? A. Forming B. Storming C. Norming D. Performing

    Group Norms Group Norms Shared guidelines or rules for behavior that most group members follow Managers should encourage members to develop norms that contribute to group performance and the attainment of group goals

    Stages of Team Development


    Team Performance
    Performing Norming De-Norming

    Storming

    De-Storming

    Forming

    De-Forming

    Time

    Balancing Conformity and Deviance in TEAM

    Internally aligned, externally focused

    Enhancing Team Effectiveness

    Setting Team Goals and Priorities Team Training Selecting People for Teamwork Team Compensation and Recognition

    Effective Team Succeeds

    Key Strategy to successful performance of a team S.C.O.R.E

    Strategy Clear Roles and Responsibility Open Communication Rapid Response Effective Leadership

    Key Strategy to successful performance of a team S.C.O.R.E


    Strategy: Shared purpose Clearly articulated values and ground rules Understanding of risks and opportunities facing the team Clear categorization of the overall responsibilities of the team

    Clear Roles and Responsibilities: Clear definition of roles and responsibilities Responsibility shared by all members Specific objectives to measure individual results

    Key Strategy to successful performance of a team S.C.O.R.E


    Open communication: Respect for individual differences Open communication environment among team members Rapid response: Rapid response to the teams problems Effective management to change in the internal and external environment Effective Leadership: Team leader who is able to help members achieve the objective and build the team Team leader who can draw out and free up the skills of all team members, develop individuals

    TeamView/360 Self and Team Processes


    SELF
    Problem Solving Planning Controlling Managing Self Managing Relationships Leading Communicating

    OTHER TEAM MEMBERS

    Team Processes
    TEAM LEADER

    Purpose & Commitment Working As A Team Contribution To The Team Interaction Focus
    TEAM MEMBERS

    Teams Contributions to Organizational Effectiveness

    Plan for Teams Effectiveness


    What do you plan to do differently in the job to improve and become a high performance team?
    Primary opportunities Development Plan: Discuss with the team members and understand their area of interest and formulate a development plan for every individual in the team. Develop Short term plan: From the project plan, identify challenging tasks in his/her area of interest and help the team member to complete the task. Develop Long term plan: Identify where the individual wants to see himself or herself in the next 3 years and formulate a plan and discuss the plan with the individual. Assess Risk: Identify what barriers might prevent you from following through with your plans? If required, identify alternative plans. Secondary opportunities Platform to exhibit talent: Conduct team events where individuals can show cast their extraordinary work and get recognized from the higher management.

    The Law Of The Niche

    Wrong person
    Wrong person Right person Right person Right people

    Wrong place
    Right place Wrong place Right place Right places

    Regression
    Frustration Confusion Progression Multiplication

    Teamwork Thought You are most valuable where you add most value

    The Law Of The Chain


    Forming Talents coming together is analogous to addition 10 + 10 + 10 + 10 + 5 = 45 10 + 10 + 10 + 10 + 10 = 50 Difference appears to be between 45 and 50

    Performing Talents performing together is like multiplication 10 x 10 x 10 x 10 x 5 = 50,000 10 x 10 x 10 x 10 x 10 = 100,000 That is double the difference

    27

    The Law Of The Bad Apple Abilities Great talent Great talent Great talent Attitudes Rotten attitudes Bad attitudes Average attitudes Result Bad team Average team Good team

    Great talent

    Good attitudes

    Great team

    The Law Of Significance

    The belief that one person can do something great is a myth.

    Teamwork begins when you concentrate on we instead of me

    None of us is as Strong as all of us...

    Teamwork Thought Coming together is a beginning. Keeping together is progress. Working together is success.

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