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    Team Effectiveness

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    Soumya Sahoo
    A team is defined as a small group of people with complementary skills committed to a common goal for which they hold each other mutually accountable. There are several types of teams, including problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams. Teams provide benefits like improved organizational performance, reduced costs, and enhanced organization. Key factors that contribute to effective teams include providing a supportive environment, ensuring relevant skills and clear roles among members, focusing on shared overarching goals, and implementing team-based rewards.

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    Team Effectiveness

    Uploaded by

    Soumya Sahoo
    204 views15 pages
    A team is defined as a small group of people with complementary skills committed to a common goal for which they hold each other mutually accountable. There are several types of teams, including problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams. Teams provide benefits like improved organizational performance, reduced costs, and enhanced organization. Key factors that contribute to effective teams include providing a supportive environment, ensuring relevant skills and clear roles among members, focusing on shared overarching goals, and implementing team-based rewards.

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    A team is defined as a small group of people with complementary skills committed to a common goal for which they hold each other mutually accountable. There are several types of teams, including problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams. Teams provide benefits like improved organizational performance, reduced costs, and enhanced organization. Key factors that contribute to effective teams include providing a supportive environment, ensuring relevant skills and clear roles among members, focusing on shared overarching goals, and implementing team-based rewards.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    204 views15 pages

    Team Effectiveness

    Uploaded by

    Soumya Sahoo
    A team is defined as a small group of people with complementary skills committed to a common goal for which they hold each other mutually accountable. There are several types of teams, including problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams. Teams provide benefits like improved organizational performance, reduced costs, and enhanced organization. Key factors that contribute to effective teams include providing a supportive environment, ensuring relevant skills and clear roles among members, focusing on shared overarching goals, and implementing team-based rewards.

    Copyright:

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    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 15

    TEAM EFFECTIVENESS

    Definition of a team
    According to Griffin A small number of people with complementary skills who are committed to a common purpose, common performance goal and an approach for which they hold themselves mutually accountable Most of the fortune 500 companies use project team . A project team consists of employees from diverse managerial and professional backgrounds , working for a specific period of time on a certain project. According to Stephen Robbins A work team is a collection of people whose individual efforts result in a level of performance which is greater than the sum of their individual contributions

    Benefits of Work teams


    Improving organizational performance Employee benefits Reducing cost Organizational enhancement

    Difference between work group and work team


    Work Group Sharing information and to take decisions , thereby helping each other to perform within his or her areas of responsibility Individual goals Neutral or negative synergy Individual responsibility and accountability Can be of any size Work Team Mutual interaction and work collectively

    Common goals Positive synergy Mutual responsibility and accountability Small

    Difference between work groups and work teams- continue


    Work Group Not complementary skills Work Team Complementary skills

    Difference between work group and work team- continue


    Broad Job categories Role of supervisor Reward system

    Types of Teams
    Problem solving team Self managed work team Cross functional team Virtual team

    Problem solving team


    Composition 5-12 members from same department Meet for a specific number of hours per week to discuss ways of improving quality , efficiency and work environment. Temporary team deals with some specific problem in the work place Find out solution and recommend for implementation Quality circle is a commonly used problem solving team

    Quality circles
    First introduced in Japan Small no of people from same work area or doing similar kind of work Meets regularly for about an hour every week To identify , analyze and resolve work related problems Nor folk General Hospital X ray processing time

    Self-managed work teams


    Autonomous teams 10-15 members Designing work schedules, making operating decisions and handling various work related problems. Authority to implement decisions Selection of their own members and performance evaluation GE, Hewlett packard, Honey well, xerox, GM, PepsiCo.

    Cross Functional Teams


    Members are from same hierarchical level but form different departments Task force and committees BMW, GM,Ford, Chrystler

    Virtual Teams
    Videoconferencing, E-mails, Networking sites, teleconferencing etc. No scope to satisfy social needs

    Essentials for building effective teams


    Providing a supporting environment Relevant skills and role clarity Focus on super ordinate goals Team rewards

    Shaping individuals into team players


    Selection Training Rewards

    TEAM EFFECTIVENESS
    Context Composition Work design Autono my Skill variety Task Identity Task Signific ant Process Common purpose Specific goal Conflict levels Social loafing Resources Abilities of the members Leadership Personality Structure Trust Size of the team Diversity

    Performanc evaluation

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