TEAM WORK

-Dr.G.Nagasubramaniyan
NIT-Trichy
TEAM - DEFINITION
 Two or more people who interact with and influence each other toward a
common purpose
 Traditional two types of teams have existed in organisations: Formal &
Informal
 Today, however, Teams exist that have the characteristics of both
NEED FOR TEAMS
 Synergy ---- 1+1>2
 Productivity rate of output per worker or per m/c in a factory
 Minimize conflict
 Manage Change
 Interpersonal relationship – relation & communication between people
 Develop a good compensation system
 Competence – being efficient
 Responsibility – being responsible for doing a job or for the care of
someone or something
 Decision making
 Complexity
IMPORTANCE
 To meet the challenge
 To meet out the customer needs
 To act as change agent
 To inculcate the importance of social skills
 To foster organizational effectiveness
TEAM WORK
 It is gaining popularity and is recognized as a means of achieving better
results
 The office layout can be of different types, depending on the kind of teams
that it has been designed for.
 At present, work teams have no fixed structure or sixe, they vary
depending on the nature of project under consideration
TYPES OF TEAMS
 Broadly there could be three types of teams. They are

1. Linear Teams
 Perform routine tasks which progress in a sequence. The team members need to
work in privacy. Often, they pass on the completed work to the next workstation
for future processing.
 For linear teams it is ideal to have individual workstations in a sequence, in one
room itself, with a low partition and enough space separating one from another
TYPES OF TEAMS - Contd
2. Parallel Teams
 Have members from different departments working together on a common
project. Therefore it is ideal for them to have a common project room with
workstations for various kinds of activities. The team members can get together
or work at different workstations depending on the nature of the task
TYPES OF TEAMS - Contd
3. Circular Teams
 Have members assembling for a particular project and then dispersing. These
teams are usually involved with creative tasks where they need to interact with
each others as well as work individually. The concept of caves and commons
tailored to the working needs of such teams.
 In the design, there is a large open area for team members to meet as and when
required and caves where they can work in privacy. There are no executive
cabins, except for conference/ meeting rooms to facilitate confidential
discussions. Furnishing-tables, easels, electronic bulletin boards, files, phones are
usually mobile for easy re-arrangement.
VIRTUAL WORKING
 It marks the beginning of the end of office altogether. It also provides an
opportunity for saving overhead costs for organisations.
 Some offices may well vanish altogether with a growing trend of operating
from “Free Addresses” such as Hotels, Cars, Satellite Facilities etc., One
office space can be used by many employees, depending on when each
employee is using it.
MULTI CULTURAL WORK
ENVIRONMENT
 Global businesses need to take special care while designing offices for a
culturally differing workforce. Glasswalled conference rooms are popular in
the west however, Asians find it disrespectful to turn their back to someone
therefore, a glasswalled room where only backs can be seen from outside
may not suit them
RELAXED HASSLE FREE
WORKING
 General feeling of revolt among workers against the pressure of work. This
is the inevitable fallout of downsizing which increase the work load on
survivors. It will necessitate the designing of comfortable and “Cool”
offices. These office workers wear a relaxed and friendly look to promote
creativity and positive feelings.
NEW GENERATION
WORKING
 As more and more organisations seek fresh young professionals, the new
generation has plunged into the work arena with an enthusiasm not
witnessed before. However, in an age where organizational loyalty is fast
dissipating, the challenge before corporation is to retain them.
 Among other things, they need to design offices to suit the young
temperament. These offices could resemble a university setting-informal,
furnished with comfortable chairs and couches, generously stacked with
reading material and with plenty of greenery.
NEW GENERATION
WORKING - Contd
 This unconventional style may not appeal to the older lot. However,
depending on the numbers of old and young, designers could strike a
balance, while also keeping in view the image the organization needs to
project.
 With the electronic coming of age, more and more organizations will do
away with physical products
 Eg: Palmtop computers will take place instead of filing cabinets. Office designers
have to remain awake to this reality and think of suitable designs.
 TEAM MANAGEMENT
 Meaning – Team
 Smaller group which can work faster than large group in completing the task
 Smaller groups are better at doing something productive with the input

 Findings related to the size of group – labeled as “social loafing” – is the

tendency for individuals to expend less effort when working collectively than
working individually
 Social facilitation effect:- tendency for performance to improve or decline in
response to the presence of others.
MENTORING
 Mentoring: Greek Mythology – Odysseus while going on a ten year voyage,
left his house and son Telemachus to in the care of an old man named
Mentor who not only helped the boy to become a competent young man,
also saved his life. This relationship became a model and came to be
known as mentoring. The concept of mentoring relates to emotional
support and guidance given by usually an older person to an younger
person who is called protégé.
STAGES OF TEAM
DEVELOPMENT
 More than two decades ago, B. W. Tuckman suggested that small groups
move through five stages as they develop: Forming, Storming, Norming,
Performing, Adjourning
 FORMING: During the initial stage, the group forms and learns what sort
of be-havior is acceptable to the group. By exploring what does and does
not work, the group sets implicit and explicit ground rules that cover the
completion of specific tasks as well as general group dynamics. By and
large, this stage is a period of both orientation and acclimation.
 STORMING: As group members become more comfortable with one
another, they may oppose the formation of a group structure as they begin
to assert their indi-vidual personalities. Members often become hostile and
even fight ground rules set during the forming stage.
STAGES OF TEAM
DEVELOPMENT - Contd
 NORMING: At this time, the conflicts that arose in the previous stage are
addressed and hopefully resolved. Group unity emerges as members
establish common goals, norms, and ground rules. The group as a whole
participates, not merely a few vocal members. Members begin to voice
personal opinions and develop close relationships.
 PERFORMING: Now that structural issues have been resolved, the group
begins to operate as a unit. The structure of the group now supports and
eases group dynamics and performance. The structure becomes a tool for
the group's use instead of an issue to be fought over. Members can now
redirect their efforts from the deve1opment of the group to using the
group's structure to complete the tasks at hand.
STAGES OF TEAM
DEVELOPMENT - Contd
 ADJOURNING: Finally, for temporary groups such as task forces, this is the
time when the group wraps up activities. With disbandment in mind, the
group's focus shifts from high task performance to closure. The attitude of
members varies from excitement to depression.
 Tuckman does not suggest that all groups adhere strictly to such a
framework, but that, in many cases, the framework can explain why groups
experience diffi-culty. For example, groups that try to perform without
storming and norming will often find only short-lived success, if that.