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Presentation on workgroups and teams
1.
2. Presentation on
Understanding Work Teams
Presented To: Sir Ahmad Tisman Pasha
Presented By: Muhammad Faheem-ul-
Hassan
Roll No. 09-20 BSIT 5th
3. History of Teams:
Three companies W.L.Gore ,Volvo, and
General Foods first introduce the concept
of teams into their companies.
4. Why Have Teams Become So Popular?
Great way to use employee talents
Teams are more flexible and responsive to
changes in the environment
Facilitate employee involvement
Increase employee participation in decision
making
5. Differences between
Groups and Teams
Work Group
A group that interacts primarily to share
information and to make decisions to help
each group member perform within his or her
area of responsibility
No joint effort required
No positive synergy
6. Work Team
Generates positive synergy through coordinated
effort. The individual efforts result in a performance
that is greater than the sum of the individual inputs
Joint effort required
Positive synergy
8. Types of Teams
Ther e ar e f our t ypes of Teams:
Problem Solving Teams
Self Managed Work Teams
Cross Functional Teams
Virtual Teams
9. Types of Teams
Pr obl em-Sol vi ng 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.
Team member share ideas or suggest how work
processes and methods can be improved.
10. Types of Teams
Problem Solving teams only make recommendations.
But Some organization created teams that not only
solve problems but also implement solutions and take
responsibility for outcomes.
11. Types of Teams
Self-Managed Work Teams
Groups of 10 to 15 people who perform highly
related or interdependent jobs and take on many
of the responsibilities of their former supervisors.
These tasks are following:
Planning and scheduling work
Assigning tasks to members
Making operating decisions
Taking action on Problems
Working with suppliers and customers.
12. Types of Teams
Fully self-managed work teams even select their own
members and evaluate each other’s performance.
Supervisory positions take on decreased importance
and sometimes even eliminated.
Self managed teams do not typically manage conflicts
well.
13. Types of Teams
Cross-Functional Teams
Employees from about the same hierarchical level,
but from different work areas, who come together
to accomplish a task
Cross-functional teams are an effective means of
allowing people from diverse areas to
Exchange information
14. Types of Teams
Developing new ideas
Solve problems
Coordinating complex project
15. Types of Teams
Cross-functional teams are no picnic to
manage.
Early stages of development are long as
members learn to work with diversity and
complexity.
It takes time to build trust and teamwork
especially among people from different
backgrounds with different experiences and
perspectives.
16. Types of Teams
Virtual Teams
Teams that use computer technology to tie
together physically dispersed members in
order to achieve a common goal
Allow teams members to collaborate online
using
Wide area networks
Video conferencing
E-mail
17. Types of Teams
Virtual teams face special challenges
They are not able to duplicate the normal
give-and-take of face-to-face discussions.
To be effective, needs:
Trust among members
Close monitoring
To be publicized
18. Key Components of Effective Teams
Context
Composition
Work Design
Process Variables
19. Creating Effective Teams: Context
Adequate Resources
One of the most important characteristics of an
effective work group is support the receives from
the organizations
This support includes
Timely information
21. Effective Leadership and Structure
Agreeing to the specifics of work and how the
team fits together to integrate individual skills
Even “self-managed” teams need leaders
Leadership especially important in multi-team
systems
22. Climate of Trust
Members must trust each other and
the leader
Team members are more likely to
take risks and expose vulnerabilities
when they believe they can trust on
their team
Trust is the foundation of leadership
It allows a team to accept and commit
to its leader’s goals and decisions.
23. Performance and Rewards Systems that
Reflect Team Contributions
Cannot just be based on individual effort
Group-based appraisals reinforce team effort and
commitment.