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Presentation of O.B

Presentation of O.B. Presented to: Sir AHMAD TISMAN PASHA Presented by: M. Sheraz anjum BS(IT) 5 th BIT-0716 Department Of Information Technology (Institute of Computing) B.Z.U. Creating Effective Teams. Understanding Work Teams. Creating Effective Teams.

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Presentation of O.B

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  1. Presentation of O.B Presented to: Sir AHMAD TISMAN PASHA Presented by: M. Sheraz anjum BS(IT) 5th BIT-0716 Department Of Information Technology (Institute of Computing) B.Z.U

  2. Creating Effective Teams Understanding Work Teams

  3. Creating Effective Teams • To create an effective work team first we have to see that what factors make a team effective….? • For this purpose a Model is been established. • This Model identifies these four Key components.

  4. Team Effectiveness Model Context Composition Team Effectiveness Work Design Process

  5. Context • The contextual factor refers to the Background and Environment and in which the Team is been established. • Most significant contextual factors related to Team Performance are: • Adequate Resources • Leadership and Structure • Climate of Trust • Performance Evaluation and Reward System

  6. Adequate Resources • Teams are a part of larger organizations. • Every team relies on resources outside the group to sustain it. • It’s the support that a Work team receives from the organization. For Example • Timely information • Proper Equipment • Staffing • Encouragement

  7. Leadership and Structure • Teams can function if they agree on • Who is to do What..? • All members will contribute equally. • Who will be responsible for Leading the team. • Leadership can be provided • Directly by management • Team members themselves • Leadership is Especially important in multi-team systems.

  8. Climate of Trust • Members of effective teams trust each other. • Interpersonal trust among the members will: • Develop Cooperation • Reduces the need to Monitor each others behavior • Team members will be more willing to get Exposure • Team members will allow themselves to take Risk • Trust in Leadership is very important.

  9. Performance Evaluation and Reward System • Performance of individuals should be accountable: • Individually • Jointly • So in addition to Individual Evaluation and Rewards management should consider: • Group based appraisals • Profit sharing • Small group incentives

  10. Composition • Team composition includes the variables that how the teams should be staffed. • Most significant compositional factors related to Team Performance are: • Abilities of Members • Personality of Members • Allocation of Roles • Diversity of Members • Size of Teams • Member Preferences

  11. Abilities of Members • The team’s Performance is not The summation of individual members. • For an effective Team three different • Types of skills are required • Technical Expertise • Problem Solving and Decision Making Skills • Interpersonal Skills

  12. Personality of Members • Personality has a significant influence on a team’s behavior similarly to that of individual behavior. • Three important personality traits are: • Conscientious • Openness • Agreeableness

  13. Allocation of Roles • Teams have different needs and people for a team should be selected such that all the rolls are filled. • In effective teams persons with Various skills are present. Often individuals plays multiple roles. • Major roles in a team are • Controller • Adviser • Creator • Maintainer

  14. Diversity of Members • Diversity refers to the differences on the basis of age, sex, race, educational level and experiences etc. • Evidences display Pessimistic approach. • Organizational Demography Turnover is less where demography is similar. • Effective management can utilize the dissimilar characteristics in the favor of the organization.

  15. Size of Teams • Team size effects very much on the efficiency of team. • Teams should not be very large. • Larger teams have more potential for problems such as: • Social loafing increases • Difficult to evaluate individual performance • Communication gaps • More conflicts

  16. Member Preferences • Not every employee is a team player. • Some people doesn’t Prefer to work in teams. • So in establishing teams such persons should not be asked to work as a team. • Possible reasons of this behavior is: • People don’t want that others get benefit of them • They don’t like the members of the team

  17. Work Design • Effective Teams need to Work together and take collective responsibility for completing assigned tasks. • Most significant Work Design factors related to Team Performance are: • Autonomy • Skill Variety • Task Identity • Task Significant

  18. Autonomy • The work of each person should be independent in a sense that it does not require output of any other person’s work as an input. • But help should be there. • Such work design will make the team more effective.

  19. Skill Variety • The opportunity for the team leader to use different skills and talents. • Two Ways to attain skill variety: • Members with various skills • Appropriate selection of members for a group

  20. Task Identity • Task performed or Product prepared by each member should be Identifiable. • It will help in: • Minimizing conflicts • Easier Evolution • Less Monitoring

  21. Task Significant • The task of each person should have a significant impact on others. • It will result in • Encouragement of each member • Derivation by others in case of laziness or faults • Strong monitoring and evaluation of individuals

  22. Team Processes • Are the measures which help to create outputs greater than the Sum of that of Individuals’. • Most significant Team Processes related to Team Performance are: • Common Plan and Purpose • Specific Goals • Team Efficacy • Conflict Levels • Social Loafing

  23. Common Plan and Purpose • Common Plan and Purpose Provides the members • Direction • Momentum • Commitment • Members of effective teams spend tremendous amount of time on establishing plans to minimize conflicts and other potential problems.

  24. Specific Goals • Effective teams translate their common purpose into specific and measurable performance goals. • Goals energize teams. • Goals should be challenging yet attainable. • Specific goals facilitate clear communication.

  25. Team Efficacy • Team efficacy means that teams believe they can succeed. • Success breeds success. • Two possible options to establish team efficacy • Achieving Small Successes • Providing Skill Training

  26. Conflict Levels • Conflicts are not necessarily bad. • “No conflicts” mean bored and dull team members. • Task conflicts should be there for a better team decision. • Effective teams have only an appropriate level of conflict.

  27. Social Loafing • “The tendency for individuals to • expend less effort when working • collectively than when working • individually.” • Effective teams cope this problem by • Individual Evaluation • Joint Evaluation at the same time.

  28. Thanks

  29. Any Questions….???

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