Appendix

1. Introduction--------------------------------------------------------------------------------02 2. Difference between teams and groups--------------------------------------------------02 3. Types of teams in SCBL------------------------------------------------------------------02 4. Factors behind successful teams---------------------------------------------------------04 5. Team composition of SCBL--------------------------------------------------------------05 6. Team processes in SCBL------------------------------------------------------------------06 7. Common plan and purpose of SCBL----------------------------------------------------10 8. Goal policy of SCBL-----------------------------------------------------------------------11 9. Team efficiency in SCBL------------------------------------------------------------------12 10. Recruiting team players in SCBL---------------------------------------------------------14 11. Executive summary-------------------------------------------------------------------------15 12. References------------------------------------------------------------------------------------16

Introduction

Definition of team
The definition of team can be considered as---two or more people working interdependently towards a common goal. Combining a group of people together does not make a team. A team develops products that are the result of the team's collective effort and involves synergy. Synergy is the property where the whole is greater than the sum of its parts. Greenberg and Baron defines a team as a group whose members has complementary skills and is committed to a common purpose or a set of performance goals for which they hold themselves mutually accountable. Stephen Robbins describes a work team as a group whose individual efforts results in a performance that is greater than the sum of those individual inputs.

Difference between teams and groups

A team is different from a group, where work-performance typically depends on individual-members, whereas in a team, it is depending on both, individuals as well as teams collective-efforts.

Types of teams
A variety of things, now-a-days, are being done through teams. They can make products, provide services, negotiable deals, coordinate projects, offer advice, and evn make decisions. In the following we are going to describe the four most common types of teams those we can find in an organization like Standard Chartered Bank of Bangladesh. Names of those types are given below with their proper description.

Problem-solving team
5 to 12 hourly emplpoyees from the same department who met for a few hours each week to discuss ways of improving quality, efficiency, and the work environment. This can be considered as problem-solving teams. In this type of team, members generally share ideas or offer suggestions on how work processes and methods can be improved; they rarely have the authority to unilaterally implement any of their suggested actions. But their main function is to increase the profit of the organization by providing views about the particulars that the organization usually faces.

Self-managed work team

This team consists of group of employees typically 10 to 15 in number who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors. Generally, these are involved in planning and scheduling work, asigning tasks to members, making operating decisions, taking action on problems, and working with suppliers and customers. Fully self-managed work teams even select their own members and have the members evaluate each others performance. As a result, supervisory positions take on decreased importance and may even be eliminated. The effectiveof self-managed teams depends on the strength and make up of team norms, the types of tasks the team undertakes, and the rewars structure the team operates under- each of which can significantly influence how well the team performs.

Cross-functional teams
Employees from about the same hierarchical level, but from different work areas, who work together to to accomplish a particular task. Many organizations have used horizontal, boundary-spanning groups for decades. But cross-functional teams are so so widely used that it is hard to imagine a major organizational initiative without one. For example, all the major automobile manufacturers currently use this type of team to coordinate complex projects. These

teams are an effective means for allowing people from diverse areas within an organization to exchange information,develop new ideas and solve problems, and coordinate complex projects. It takes time to to work with diversity and complexity, especially among people from different backgrounds with different experiences and perspectives.

Virtual teams
Teams that use computer technology to tie together physically dispersed members members in order to achieve a common goal. They allow people to to collaborate online- using communication links such as wide-area nerworks, video conferencing, or e-mail- whether they are only a room away or continents apart. Virtual teams are so pervasive, and technology has advanced so far, that its probably a bit of a misnomer to call these teams virtual. Nearly all teams today at least some or their work remotely.for virtual to be effective management should do the following tasks: Trust is established among team members Team progress is monitored closely The offorts and products of the virtual team are publicized throughout the organization.

Factors behind successful teams in Standard Chartered Bank Bangladesh

Behind successful teams there lies some factors. Some of those are mentioned below for SCBM: o Adequate resources o Leadership and structure o Climate of trust o Performance evaluation and reward system

Figure: team typology

Team composition of SCBL

Modern society and culture continues to become more fluid and dynamic. Factors contributing to this include the communications revolution, the global market and the everincreasing specialization and division of labor. The net effect is that individuals are now required to work with many different groups of people in their professional as well as personal lives. Joining a new group and immediately being expected to get along with them is somewhat unnatural. People have developed methods to help people adapt to the new requirements. All kinds of companies face the same difficulties. As yet there is no generally agreed solution to the problem - it may not even be possible given the thousands of years of cultural evolution that brought us to our present behavior patterns.

Team processes in SCBL:

Team processes in SCBL start with some of its ingedients. This involves-

Selection of participants Establishing goals Allocation of roles within the team Harmonizing personality types Training on how to work together Support within the team Making effective use of resources Communication between team members and leaders

Forming:
In the first stages of team building, the forming of the team takes place. The team meets and learns about the opportunity and challenges, and then agrees on goals and begins to tackle the tasks. Team members tend to behave quite independently. They may be motivated but are usually relatively uninformed of the issues and objectives of the team. Team members are usually on their best behavior but very focused on themselves. Mature team members begin to model appropriate behavior even at this early phase. Sharing the knowledge of the concept of "Teams - Forming, Storming, Norming, Performing" is extremely helpful to the team. Supervisors of the team tend to need to be directive during this phase. The forming stage of any team is important because in this stage the members of the team get to know one another, exchange some personal information, and make new friends. This is also a good opportunity to see how each member of the team works as an individual and how they respond to pressure.

Storming:
Every group will then enter the storming stage in which different ideas compete for consideration. The team addresses issues such as what problems they are really supposed to solve, how they will function independently and together and what leadership model they will accept. Team members open up to each other and confront each other's ideas and perspectives. In some cases storming can be resolved quickly. In others, the team never leaves this stage. The maturity of some team members usually determines whether the team will ever move out of this stage. Some team members will focus on minutiae to evade real issues. The storming stage is necessary to the growth of the team. It can be contentious, unpleasant and even painful to members of the team who are averse to conflict. Tolerance of each team member and their differences needs to be emphasized. Without tolerance and patience the team will fail. This phase can become destructive to the team and will lower motivation if allowed to get out of control. Supervisors of the team during this phase may be more accessible but tend to still need to be directive in their guidance of decision-making and professional behavior. The groups will

therefore resolve their differences and group members will be able to participate with one another more comfortably and they won't feel that they are being judged in any way and will therefore share their own opinions and views.

Figure: Action of a team

Norming:
At some point, the team may enter the norming stage. Team members adjust their behavior to each other as they develop work habits that make teamwork seem more natural and fluid. Team members often work through this stage by agreeing on rules, values, professional behavior, shared methods, working tools and even taboos. During this phase, team members begin to trust each other. Motivation increases as the team gets more acquainted with the project. Teams in this phase may lose their creativity if the norming behaviors become too strong and begin to stifle healthy dissent and the team begins to exhibit groupthink. Supervisors of the team during this phase tend to be participative more than in the earlier stages. The team members can be expected to take more responsibility for making decisions and for their professional behavior. As team members get to know each other better, their views of each other begin to change. The team feels a sense of achievement for getting so far, however some members can begin to feel threatened by the amount of responsibility they have been given. They would try to resist the pressure and revert to storming again.

Performing:
Some teams will reach the performing stage. These high-performing teams are able to function as a unit as they find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision. Team members have become interdependent. By this time they are motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channeled through means acceptable to the team. Supervisors of the team during this phase are almost always participative. The team will make most of the necessary decisions. Even the most highperforming teams will revert to earlier stages in certain circumstances. Many long-standing teams will go through these cycles many times as they react to changing circumstances. For example, a change in leadership may cause the team to revert to storming as the new people challenge the existing norms and dynamics of the team.

Common plan and purpose of SCBL

Teams need time to develop their common purpose, goals and working approach. This time is created by common planning time, inservice days, and early release days, if SCBL is fortunate enough to have release time during the year. Time needs to be set aside for team activities that lead to the creation of common purpose. Teams need to address more structural issues such as their schedule (fixed time, block schedule, or flexible schedule), communication with parents, team leadership, team meeting plan, and working with building support staff. Another significant area of work is team environment and expectations. Coming to agreement on employee behavior and performance expectations, how to organize and, coordinating homework, projects, and assessments, and team activities all take time, communication, and planning. Teams also will need ongoing opportunities to discuss employee learning and curricular issues. Employee learning and curricular issues that need attention include integration of team projects, differentiated instruction, integration and use of technology, and service of special needs employees. There is a continuum of team development that encompasses all of these areas and teams will need time to communicate, plan, address, and evaluate all of the various aspects of their team partnership. Teaming serves to enhance the dynamic point where teaching and learning, employee and employer, and content and learning experiences converge. Research shows that there are clear practices to enhance the effectiveness of teaming. It has also validated the positive effect teaming has on student achievement, climate, and employer morale. SCBL now have available a body of evidence to guide their practice as they begin or renew their teaming practices at the middle level.

Goal policy of SCBL

According to Katzenbach and Smith (1994) goals are ideas. A goal is a desired and valued circumstance toward which people are working. Team goals are about the future and must be desired by the team for providing momentum and direction. Desired team goals become the foundation of the team's vision thus motivating the team while providing a common purpose and direction. Team goals literally contribute to shared vision, and this vision places focus on team activities.

The establishment of goals is one of the most important processes that teams can accomplish in SCBL. Goals provide the team with direction and contribute to the process of forming shared vision. Goals place a reference point where teams can monitor their progress and determine their success. Goals of both the team and the individuals exist, and high performance is more likely if the team goals are congruent with the individual goals of the team. The degree in which teams can succeed at their individual as well as their team goals has a direct relationship with the success of the team.

In this organization, goals are clear and the process of establishing goals involved everyone on the team. With clear goals, conflicts within the team provides learning

opportunities because the foundation of the team's existence is solidly in place as team goals. Goals serve to direct and motivate the team. Without common goals individual goals are followed guiding the team in multiple directions with a loss in performance. The absence of goals produces frustrations among the team, and these types of frustrations do not have the same growth potential as conflict and dialogue. The absence of goals displaces vision within the team, and thus the team functions as a group at best.

Some branches have multiple layers of goals that are further fine tuned as they are formed and developed at smaller units within the school system. Consistency is at least as

important as having well-defined goals. A progressive line of development from the smallest unit (individuals) to the broad organization system goals is of the utmost importance. Teams can serve as a catalyst for aligning individual goals with broader school district goals.

Team efficiency in SCBL

A number of key conditions need are being met for a team to work together efficiently in SCBL. There are 5 enabling conditions for efficient teams for this organization. They are the following ones:

Form a real team and feel like a team Share a compelling purpose Be organised in a structure that supports the purpose Operate within a supportive context Have access to expert coaching

What most leaders know is that most teams do not work efficiently based on these conditions. They can't affect whether or not the organisational context is supportive of team's purpose, they can help make the changes required to address the other 4 enabling conditions. This type of intervention is effective for senior leadership teams, management teams or intact work teams.

In this organization, a team efficiency intervention starts with us analysing how people currently work together, how the structure operates in practice, how information flows and decisions are made and to what degree team members share and further the team's goals.

Some types of interventions typically include, but are not limited to:

Individual coaching Group coaching in the context of group workshops Changes to structures, roles and responsibilities Addressing conflicts within the team Eliminating unnecessary information flows Improving communication between team members Addressing change management issues Dealing with politics and hidden agendas Clarifying the team's purpose Improving leadership flexibility

The impact of such an intervention on team efficiency, especially in the case of management teams, is staggering. A team really can be so much more than the sum of its parts - but only if it works efficiently.

Recruiting team players in SCBL

Team member selection and exclusion criteria in SCBL:
It is an essential need that there should be the "best and brightest" on a team, but even those people must work well together for the project to succeed. When selecting team members, preference are given to individuals who are:

Concerned about and committed to the common purpose and goals (interested in the project) Enthusiastic Optimistic Creative, flexible and open minded Proactive Good team players: Work effectively as a member of a team Respect the values, beliefs and opinions of others Relate to and interact effectively with individuals and groups Are willing to cooperate to reach common goals

Well respected among peers and other leaders Can devote time to the initiative.

It is also useful to develop the managers own "exclusion criteria" about team members. Members are not selected merely because of their high position within the system. They are very as advisers or facilitators in a team, but may bot be bale to devote time for field work, such as data collection in a needs assessment team.

Executive Summary
From the interview with onne of the managers of Standard Chartered Bank Bangladesh it can be clearly stated that this organization gives lots of emphasis on team works. They consider that it is very important to maintain team work, otherwise it is tough to fulfill the target. In case of studying a problem, before making a decision they usually arange a meeting to start with that particular project or work. Working with data is a better way for this organization in order to receive desired output. The person who was interviewed tells that when he works in a team he usually maintains the team and manages the people. Besides, when the team encounters a problem such as irritation between two workers, the manager or the supervisor first talks to them individually and tries to make them understand about that particular problem. He always tells them that problems may arise from anyside but solution will come from one side. The supervisor always gives credit to the team members after receiving positive feedback about the completion of a particular project. The reason this organization considers about an exceptionally working team is the relationship and understanding among the members. In case of a project or task, when the supervisor reaches the target, considers that the team is working efficiently. He always rewards his team members.

None of us is as smart as all of us.

References:
http://www.teal.org.uk/et/teampro.htm http://www.newhorizons.org/lifelong/adolescence/rogers.htm http://www.leadershipmastery.com.au/interventions Organizational Behavior by Robbins, Judge. (13th edition).