TOPIC-TEAMWORK GROUP NO:5

MEMBERS-ROLL NO. 1) ANUSHA - 2 2)ANISHA - 14 3) MUKUND -19 4)SIDDHARTH - 24 5)SANCHAITA - 29 6)GAURAV - 48

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TEAMWORK

INTRODUCTION

Teamwork is a joint action by two or more people or a group, in which each person contributes with different skills and Express his or her individual interests and opinions to the unity and efficiency of the group in order to achieve common goals.

This does not mean that the individual is no longer important; however, it does mean that effective and efficient teamwork goes beyond individual accomplishments. The most effective teamwork is produced when all the individuals involved harmonize their contributions and work towards a common goal.

INTROUCTION

The forming-storming-norming-performing model takes the team through four stages of team development and maps quite well on to many project management life cycle models, such as initiation - definition - planning - realization. As teams grow larger, the skills and methods that people require grow as more ideas are expressed freely. Managers must use these to create or maintain a spirit of teamwork change. The intimacy of a small group is lost, and the opportunity for misinformation and disruptive rumors grows.
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DEFINITIONS:
GREENBERG & BARON: A group whose members have complementary skills and are committed to a common purpose or set of performance goals for which they hold themselves mutually accountable.

Groups
Members work independently and they often are not working towards the same goal.

Teams

Members work interdependently and work towards both personal and team goals, and they understand these goals are accomplished best by mutual support. Members feel a sense of Members focus mostly on ownership towards their role in themselves because they are not the group because they involved in the planning of their committed themselves to goals group's objectives and goals. they helped create. Members are given their tasks or Members collaborate together told what their duty/job is, and and use their talent and suggestions are rarely welcomed. experience to contribute to the success of the team's objectives.
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Members are very cautious about what they say and are afraid to ask questions. They may not fully understand what is taking place in their group. Members do not trust each other's motives because the do not fully understand the role each member plays in their group. Members may have a lot to contribute but are held back because of a closed relationship with each member.

Members base their success on trust and encourage all members to express their opinions, varying views, and questions.

Members make a conscious effort to be honest, respectful, and listen to every person's point of view.

Members are encouraged to offer their skills and knowledge, and in turn each member is able contribute to the group's success.

Types of Teams
Problem-Solving Teams 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. Self-Managed Work Teams

Groups of 10 to 15 people who take on the responsibilities of their former supervisors.

Types of Teams (contd)

Cross-Functional Teams

Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.

Task forces Committees

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Types of Teams (contd)

Virtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.
Team Characteristics 1. The absence of paraverbal and nonverbal cues 2. A limited social context 3. The ability to overcome time and space constraints

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QUALITY CIRCLE TEAM

Quality Circles: A work group of 8 to 10 employees and managers who meet regularly to discuss their quality problems, investigate causes, recommend solutions, and take corrective actions.

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How a Typical Quality Circle Operates

Problem identification

Decision

Problem selection

Solutions reviewed

Problem review

Management and circle team members Circle team members

Solutions recommended

Management

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BUILDING HIGH PERFORMANCE TAMS

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BUILDING HIGH PERFORMANCE TAMS (Cotd.)

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BUILDING HIGH PERFORMANCE TAMS (Cotd.)

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BUILDING HIGH PERFORMANCE TAMS (Cotd.)

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DEVELOPING TEAM PLAYERS

The Challenges Overcoming individual resistance to team membership.

Countering the influence of individualistic cultures.

Introducing teams in an organization that has historically valued individual achievement.

Shaping Team Players Selecting employees who can fulfill their team roles. Training employees to become team players. Reworking the reward system to encourage cooperative efforts while continuing to recognize individual contributions.

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DEVELOPING TEAM PLAYERS (Cotd.)

Team Effectiveness and Quality Management Requires That Teams:
1. Are small enough to be efficient and effective. 2. Are properly trained in required skills. 3. Allocated enough time to work on problems. 4. Are given authority to resolve problems and take corrective action. 5. Have a designated champion to call on when needed.
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SUCESSFUL TEAMS
SUPPORT ENVIORMENT:
a)Encouraging members to think alive. b)Providing adequate time for meeetings. c)Demonstrating faith in team members capacity to achieve.

SKILLS AND ROLE CLARITY:

a)Should exactly know what they and their teammates are supposed to do. b) Must have required skills and desire to cooperate.

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SUCESSFUL TEAMS
SUPERORDINATE GOALS:
a)A higher goal that integrates the effort of two or more persons. b)Helps to resolve internal conflicts. c)Helps the team to focus, unify its efforts and become more cohesive.

TEAM REWARDS:
a) Rewards encourage teamwork, and contribute to success of the team. b) Rewards are either financial or form in recognition.
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UNSUCESSFUL TEAMS
LACK OF COOPERATION:
a)Teams fail when members are not ready to cooperate. b)Takes place when members do not share common vision.

LACK OF MANAGEMENT SUPPORT

a)Fail when they do not receive adequate support from top management. b) When management does not provide adequate resources then the chances of team succeeding are dim.
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