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MODULE – 1
Introduction to Team
 Introduction to team
 A team is a group of individuals, all working together for a common
purpose. The individuals comprising a team ideally should have common
goals, common objectives and more or less think on the same lines.
Individuals who are not compatible with each other can never form a team.
They should have similar if not the same interests, thought processes,
attitude, perception and likings.
 A team is defined as a group of people who perform interdependent tasks to
work toward accomplishing a common mission or specific objective.

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 Meaning of team Dynamics
 So, what is team dynamics? Kurt Lewin, an influential social psychologist,
first mentioned team dynamics in 1939. He defined team dynamics as
“positive and negative forces within groups of people.”
 Team dynamics are the unconscious, psychological forces that influence the
direction of a teams behavior and performance.
 Team dynamics is a broad concept and represents the way in which team
members behave and the psychological processes underlying these
interactions within the team.

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Purpose of teams:-
The purpose of creating teams is to provide a frame work that will increase the
ability of employees to participate in planning, problem solving and decision making to
better performance and goal achievement.

team promotes:-

 A better understanding of decisions.

 More support and participation in implementation plans.

 Increased contribution to problem solving and decision making.

 Improved employee motivation.

 Positive synergy

 Satisfaction of social needs.

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 Organisational flexibility
Difference between Group and Team
 A group is not necessarily a team. A group can have individuals with varied
interests, attitude as well as thought processes. It is not necessary that the
group members would have a common objective or a common goal to
achieve.
 What happens in a political rally? The political leader appeals to the
individuals to cast the votes in his favor only. Do you think all of them
would cast the votes in favor of the leader? There would always be some
individuals who would support his opponent. This is example of a group.
All individuals gathered on a common platform but had dissimilar interests
and likings. Some were in favor of the leader while some against.
 A team must have individuals with a common objective to achieve. They
should all work together and strive towards the achievement of a common
goal.

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What happens in a cricket team?
 All the players have a common focus and a common objective. Everyone,
the captain, the wicketkeeper, the bowlers, the fielders all work together to
achieve a common target i.e. win the game. No one ever thinks of losing the
game.
 It is not only the individuals who form a team; even animals can constitute
a team. Go to any hill station and one can spot many horses all working for
a common goal i.e. Carry people to the hill top and bring them back.

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Significance of Team Work at Workplace
 New Ideas
As employees start to collaborate together, the diverse group and skillsets
will inevitably lead to new ideas. These new perspectives and conversations
that arise from teamwork can create unique ideas that can complete the
team’s common goals with ease and may drive your business to greater
overall success. It is important to give team members a safe space where
there is no fear of criticism or scolding to allow fresh ideas to flow.
 Improved Efficiency
When employees work together, it is likely that they will delegate important
tasks in the name of meeting their shared goals on time. This can improve
efficiency and may also improve your team’s overall working enjoyment, as
each team member will likely be working on the part of the project that is
best suited to their skill set.

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 Better Quality Work
If you assign a project or activity to only one or two of your employees, the
overall task may be slightly overwhelming and too much for an individual to take
on. However, with a team, the task can be broken down into smaller, more
manageable pieces. This allows the shared goals to be completed with much
higher quality and much more consistently because you are not putting pressure
on any one member of your business.
 Higher Morale and a Sense of Accomplishment
Teamwork in a business can create higher levels of morale, as employees will feel
better overall about their job and their place in the office. Among the many
benefits of high workplace morale is the fact that each employee feels like they
are contributing and that their work is valued, making them more likely to help
your business succeed.
Working together as a team provides beneficial encouragement and support to
each team member. This can create a greater sense of purpose and confidence in
an employee’s personal skill set and social interactions, which leads to greater
success in any task that is assigned. This becomes a cycle of accomplishment and
improved morale that is great for your business.
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 Group Collaboration
As employees work together in a team, they are likely to collaborate and
feel a stronger sense of partnership with their coworkers. This can turn into
a stronger sense of loyalty to the company and may result in employees
applying their skills for the benefit of the company and the shared goals.
In the long run, this will help your business succeed more than if every
individual works toward their own goals and puts their personal goals ahead
of the company’s goals.
 Learning Opportunities
When employees work together in a team, they are able to learn from each
other. They may see the successes and failures of other team members or
share their own mistakes and strengths. This allows each employee to gain
a better insight into their own skillset and provides learning opportunities
that allow the employee to become a more effective team player in the
future.

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 Greater Innovation
As team members are faced with a problem or activity, they will be
prompted to come up with viable solutions and new ideas. If it was only
one employee trying to solve a problem, you likely would only receive a
few suggestions, but with a team, there is an increased opportunity for
innovation. Team members may even build on each other’s ideas, leading to
faster solutions and more options for dealing with problems in tasks as
needed.
 Greater Autonomy
Employees who work together in teams generally develop a sense of self-
monitoring amongst themselves. This collaboration means that tasks will be
delegated and completed on time without the need for managerial
interference or direction.
Overall, this means more autonomy for the employees and less of a sense of
being micro-managed, which can boost morale and employee satisfaction.

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 Improved Working Relationships
When employees work together in teams toward shared goals, they tend to
form strong working relationships with each other. These improved
working relationships can foster a greater sense of mutual trust,
communication, support, motivation, and cooperation among your
employees and may even allow employees to become friends with each
other under the right circumstances.
This may increase your employees’ satisfaction with their job and their role
in the workplace, in addition to making the working environment more
collaborative and peaceful overall.

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 Set mission, Vision and objective

Attract and select members and form groups

Induct and Indoctrinate

Set goals for teams and members

• Set policies procedures and norms for working together

• Define roles and responsibilities of members
• Create communication channels
•Train/ coach for knowledge and skills

• Set in motion mechanism to keep high group morale

• Install systems to bring synergy in teams
 Monitor and review progress of individual team accomplishments

Evaluate and measure the achievements against goals

Reward and recognition for achievements

Reassess and revisit for next level of goals

Reset and reframe things related or incidental to team working

considering changing scenario and realities on ground
Different Types Of Teams:
Teams can be divided into four main groups: project teams, self managed
teams, virtual teams, and operational teams. What type of team you have
depends on its purpose, location, and organizational structure. Each type of
team comes with its unique set of strengths and weaknesses.
I. Project Teams
Project teams are groups of employees who work collectively toward shared
goals. This type of team allows you to structure work in a specific,
measurable, and time-constrained way. You can assign clear roles,
responsibilities, and deadlines. Also, by selecting both experienced and
inexperienced workers, you enable them to do informal coaching and
mentoring.
There are four main types of project teams:

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1.Functional Teams
These teams are permanent and always include members of the same
department with different responsibilities. A manager is responsible for
everything, and everyone reports to him. These types of teams are more
likely to be found in companies that incorporate traditional project
management

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Sometimes, in order to complete a project, several departments need to work
together. For example:
 Work on the new product starts with the idea from the marketing department
 The idea is passed down to research and development to determine its
feasibility;
 After R&D, the design department is tasked with giving it an appealing look
and feel;
 And finally, the product is made by the manufacturing department

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2. Cross-functional Teams
Cross Functional teams are made up of members from various departments.
These teams tackle specific tasks that require different inputs and expertise.
Even though cross-functional teams are becoming increasingly popular
worldwide, a recent study has proven that a whopping 75% of all cross-
functional teams are dysfunctional.

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3.Matrix Teams
These teams are characterized by a “two-boss system”, where
an individual reports to a different manager for various aspects
of his work. This type of team is the product of the Matrix
management approach.

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 Let’s say Jeff, a designer, was given the task of making a design
for a new product that marketing provided an idea for and that
R&D deemed feasible. By being included in this project, Jeff all
of a sudden has two bosses: the first one is a project manager
who only cares about the design being done, while the other one
is his functional line manager who’s in charge of Jeff’s
training, career development, and routine tasks.

 While this approach helps the top management retain control

over the project without being included in day-to-day decisions,
employees are often faced with challenges of dual command Jeff
now has to report to two managers, who might give him conflict
instructions, which causes confusion and frustration.

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Advantages:
 Acceptable to traditional managers

 Flexibility for assigned personnel

 Top management controls projects, stays out of daily activities

Disadvantages:
 Dual reporting

 The team leader is usually unable to choose who will be on the

project
 Difficult performance appraisal

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4.Contract Teams
Contract teams are outsourced teams that are tied down by a
contract and brought in to complete a part of a project. After the
project is completed and the contract has ended, the client can
cut all ties to the team, no questions asked.
The project manager is the key to success when it comes to
contract teams. The project manager has to:
•Maintain constant communication between the team and the
client,
•Compensate for the lack of a team’s physical presence (given
that most contract teams work remotely),
•Bear full responsibility for the success or failure of a project
Advantages:
•Easy employment of experts
•A team can use the existing management structure
•No need for client training

Disadvantages:
•Difficult assessment of project progress for the client
•Difficult to resolve political and organizational issues
•The client is the only judge of success
II. Self- Managed Teams:
 Typically, members of self-managed teams are employees of
the same organization who work together, and even though
they have a wide array of objectives, their aim is to reach a
common goal.
 There is no manager nor authority figure, so it is up to members
to determine rules and expectations, to solve problems when
they arise, and to carry shared responsibility for the results
 One of the first major companies that decided to implement
self managed teams was Software Company Valve Corporation
in 2012. Around 300 employees have neither bosses nor a
formal division of labor.
Instead, they are expected to organize themselves around individual
or group projects and are obligated to take care of customer
support themselves. The work ethic at Valve relied heavily 25 on
individual responsibility.
 When setting up a self-managed team, you have to define two
parameters:
 Levels of responsibility

 The autonomy that is given to the self-managed team

Research has shown that employees in self-managed teams feel

more useful on the job and find their jobs more challenging,
although there is no proof that they are actually more
productive.

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Advantages:
 Autonomy improves employee motivation;

 Team members can manage their own time and handle tasks when it suits them;

 You don’t have to pay for an office;

 Shared responsibility instills pride in team accomplishments.

Disadvantages:
 The lack of hierarchical authority can put personal relationships over good
judgment;

 It can lead to conformity that suppresses creativity and critical thinking;

 An added layer of responsibility is time-consuming and requires skills that some

people simply don’t have;
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 Training time and costs are higher due to a broader scope of duties.
 III. Virtual (Remote) Teams
 Virtual teams are made up of people who work in different
physical locations and who rely heavily on collaboration tools to
get things done together. Virtual teams provide members with a
better life-work balance and allow business owners to employ
the best experts in the field, regardless of the fact that they live
on another continent.

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One of the organizations that had the most success with its
virtual teams is Automattic, best known by their
company, WordPressOver 100 employees in 43 different
countries use WordPress plugin P2 that enables them to
communicate with each other in real-time. Also, when a new
employee gets on board he receives a $2.000 stipend to
improve his home office, gets the latest Macbook, and an open
“time off” policy to use to take free time whenever they need.

It may seem a little farfetched, but this policy is one of the key
factors behind Automatic’s success: WordPress is now used by
40% of websites globally
 IV. Operational teams
 Operational teams support other types of teams. They are
formed to make sure that all back-office processes go smoothly.
 For example, the Human Resource department doesn’t handle
any projects but it has to perform candidate screening,
interviewing, and recruiting. If one of the
key players decides to leave, HR has to find a substitute so the
respective team can carry on its work.
 Also, operational teams can have their own projects and
function like a project team because they have well-defined
roles and responsibilities. For instance, if the accounting
department received a task to make an annual financial report by
a certain date, they will most likely devise a timeline, delegate
tasks, and keep track of deadlines just like any other project
team. 30
 OTHER TYPES OF TEAMS:
1. Problem Solving Teams

2. Permanent Teams

3. Temporary Teams

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Team Effectiveness at WorkPlace
 Team effectiveness is the capacity a team has to accomplish its goals and
objectives over time. For teams to be highly effective, leaders need to create
work environments and team cultures that foster and balance employee
performance with well-being.
 Team effectiveness is defined as effective team performance; the
potential of a team to achieve its goals during a certain period of time.
 Effectiveness is a quality that leads the team to enhance employee
performance, increase team member satisfaction, raise willingness to work
together and improve the overall outcome for the team members.

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5 essentials of team effectiveness
 Psychological safety: Team members feel safe taking risks frequently
asking for feedback, and being vulnerable in front of each other. Folks
comfortably admit to failure and bring up issues they may be experiencing.
 Dependability / Trust: Research proves that having a feeling of trust can
create cohesion-effectiveness relationships between colleagues Team
members can count on each other to get things done on time and meet a
shared standard for excellence. Your team knows what everyone is working
on and communicates about deadlines and progress.
 Structure and clarity: Team members have clear roles, plans, and goals.
There's a clear process for decision-making. Every project has one owner
and folks have all the information they need to do their job, which helps
everyone stay accountable to commitments.
 Meaning: Team members find a sense of purpose in their work. Some
examples of purpose include: financial security, supporting family, helping
the team succeed, or self-expression for each individual. 33
 Impact: Team members believe their work matters and can create change.
Ways to Measure Team Effectiveness
 Create Objectives
 Measure Productivity
 Observe Group Dynamics
 Measure Employee Satisfaction
 Meet One on One with Team Members
 Review Customer Feedback

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Characteristics of a effective team
1. Clear purpose (defined and accepted vision, mission, goal or
task and an action plan.)
2. Informality (informal, comfortable and relaxed.)
3. Participation (discussion and every one encouraged to
participate.)
4. Listening (members use effective listening techniques such as
questioning, paraphrasing and summarizing.)
5. Civilized disagreement (team is comfortable with
disagreement, does not avoid, smooth over or suppress conflict.)
6. Consensus decision making (substantial agreement through
thorough discussion, avoidance of voting.)
7. Open communication (feelings are legitimate, few hidden 35
agendas.)
Characteristics of a effective team
8. Clear roles and work assignments (clear expectations and
work evenly divided.)
9. Shared leadership (While there is a formal leader everyone
shares in effective leadership behavior.)
10. External relations (the team pays attention to developing
outside relationships, resources, credibility etc.)
11. Style diversity (team has broad spectrum of group process
and task skills.)
12. Self assessment (the team periodically stops to examine how
well it is functioning.)

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Advantages of Effective team work
 Increased productivity - individuals contributing to help a
team produce results will feel valued, supported and committed
to each other. This can lead to happier, productive and more
motivated staff.
 Deadlines met - individuals working on their own can only
achieve so much in a certain amount of time. Bringing
individuals together to work in teams can increase productivity,
make heavy workloads more manageable and help meet tight
deadlines sooner.
 Problem solving - teams bring together different people with
different ways of thinking, varying levels of experience and
different ideas of how to do things. A number of people coming
together to consider a problem can often be more effective 37at
finding solutions than one person working alone
 New ideas and opportunities - teamwork can spark creativity
among your staff, which can lead to the development of
innovative new ideas, products or services as well as
identifying new business opportunities.
 Support network - in the face of business challenges people in
a team are able to support one another by helping each other
out especially if an individual in the group is facing
difficulties.
 Strong relationships - teamwork helps build strong bonds
between colleagues. Team members learn about each other,
developing better understanding of individual strengths,
weaknesses and personal traits. Through stronger relationships
trust is built and communication becomes more natural, open
and free.
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 Conflict resolution skills - there is often the potential for
personality clashes between individual team members, but
collaborating towards shared goals often enables employees to
work out how best to resolve disagreements for the benefit of
the team.
 Boost morale - teamwork can help increase staff morale as
individuals will have a sense of belonging to the team and
appreciation from others for the qualities they bring to the
group.
 Flexibility - working in teams can help transfer skills and
knowledge between individuals. This can lead to more
flexibility as individuals will be able to cover for other team
members.

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TEAM DEVELOPMENT
 As a way to improve teamwork and help companies become more efficient,
researcher Bruce Wayne Tuckman published “Tuckman’s Stages” in 1965.
It talked about the four stages of development all teams move through over
time: forming, storming, norming, and performing.
 In 1977, Tuckman and doctoral student Mary Ann Jensen added a fifth
stage called adjourning to make it the “five stages of team development.”

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TEAM DEVELOPMENT
Team development creates a captivating atmosphere by
encouraging cooperation, team work, interdependence and by
building trust among team members. Phases of team
development.
 Forming: This is where team members first meet. It’s
important for team leaders to facilitate the introductions and
highlight each person’s skills and background. Team members
are also given project details and the opportunity to organize
their responsibilities.
 Storming: At this stage, team members openly share ideas and
use this as an opportunity to stand out and be accepted by their
peers. Team leaders help teams in this stage by having a plan in
place to manage competition among team members, make 41

communication easier, and make sure projects stay on track.

TEAM DEVELOPMENT
 Norming: By now, teams have figured out how to work together.
There’s no more internal competition, and responsibilities and goals are
clear. Each person works more efficiently because he or she has learned
how to share their ideas and listen to feedback while working toward a
common goal.
 Performing: There’s a high level of cohesion and trust between team
members. Teams are functioning at peak efficiency with less oversight
from team leaders. Issues still come up, but at this point, teams have
strategies for resolving problems without compromising timelines and
progress.
 Adjourning: Teams complete their project and debrief on what went
well and what could be improved for future projects. Afterwards, team
members move on to new projects. Now let’s look at how to use this
model to amplify the strengths within your remote marketing team so
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that projects are successful and completed on time.
TEAM DEVELOPMENT
Forming
The initial forming stage is the process of putting the structure of
the team together. Team members feel ambiguous and conflict is
avoided at all costs due to the need to be accepted into the group.
Team members look to a group leader for direction and guidance,
usually CORAL project guides.

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TEAM DEVELOPMENT

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TEAM DEVELOPMENT
Storming
This stage begins to occur as the process of organizing tasks and
processes surface interpersonal conflicts. Leadership, power, and
structural issues dominate this stage.

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TEAM DEVELOPMENT

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 TEAM DEVELOPMENT
Norming
In this stage, team members are creating new ways of doing and being together. As the group
develops cohesion, leadership changes from ‘one’ teammate in charge to shared leadership.
Team members learn they have to trust one another for shared leadership to be effective.
The major task function of stage three is the data flow between group members: They share
feelings and ideas, solicit and give feedback to one another, and explore actions related to the
task. Creativity is high. Collaboration emerges during this stage when team work ethic and
shared leadership is understood.

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TEAM DEVELOPMENT

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TEAM DEVELOPMENT
Performing
True interdependence is the norm of this stage of group development. The team is
flexible as individuals adapt to meet the needs of other team members. This is
a highly productive stage both personally and professionally.

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TEAM DEVELOPMENT

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TEAM DEVELOPMENT
Adjourning
In this stage typically team members are ready to leave (course termination)
causing significant change to the team structure, membership, or purpose and
the team during the last week of class. They experience change and transition.
While the group continues to perform productively they also need time to
manage their feelings of termination and transition.

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TEAM DEVELOPMENT

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