Module 1

Team design features: team vs group

Team
The leader acts as a facilitator.
The members have active participation in the
discussions and eventual outcome.
The team members decide on the disbursements
of work assignments.
Teams are formal.
Members in the team are interdependent.
They focus on a specific task.

Group
The leader dominates and controls the group.
The leader is apparent and will conduct the
meeting.
The leader usually assigns work to the members.
Groups are informal.
Members are not dependent.
They do not focus on a specific task.

Lifecycle of a project team

1. Forming: Set team purpose and objectives.

2. Storming: Building the team and resolving the conflicts.
3. Norming: Improve team processes and focus on team interaction.
4. Performing: Individual development of every person in the team.
5. Informing: Review the team and keep adding new knowledge.
6. Conforming: Have outside voices with opinions different from that of the team.
7. Deforming: Reform the team.
Rationale of a Team
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1. Communication and working better together: Communication and working better together is
the top reason why people choose team building. Everybody wants a friendly work environment,
where people are comfortable and happy to talk to and work with anyone.
2. Collaboration and the fostering of innovation and creativity: People tend to have a larger
imagination when they are around people they are comfortable with. So, successful team building
events not only bring people closer together but they also lead to more successful and creative
workplace ideas.
3. Celebration, team spirit, fun, and motivation: After any sports team wins a major
championship, they celebrate and have fun. This motivates them to want to win even more.
4. Competition and bragging rights: Competition has been shown to increase production. So, by
channeling that increased production into a fun, inclusive team building activity, employees can
bond in a way impossible by other means.
5. Teamwork and boosting team performance: After completing team building activities together,
employees better understand each others strengths, weaknesses, and interests. This understanding
helps them work even better together.
6. Networking, socializing, and getting to know each other better: Socializing and making
friends in the workplace is one of the best ways to increase productivity in the office. Not only
does it increase morale in the office, it also allows for the office to work better by solving
everyday workplace issues.
Goal analysis
1.
2.
3.
4.
5.

Write down the goal.

Write down everything a person would have to do for you to agree that he or she has met the goal.
Review the items you listed in step 2 and revise.
Write a complete sentence that describes each of the items on your list after step 3.
Test the sentences you wrote in step 4 to make sure theyre complete.

Team roles

1. The Coordinator: This persons job is to keep abreast of what activities the team is doing and
help arrange and co-ordinate those activities.
2. The Go-fer: This person happily goes for all the works.
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3. The Relater: This person will often be concerned with whether everyone in the team is happy.
4. The Maverick: This is the person who is not afraid to swim against the tide. He or she doesnt
care if they are in a minority of one even when everyone else takes a different stand from them.
5. The Observer: The Observer is the teams eyes and ears. They see the big picture, know whats
going on, and can foresee problems before they arise.
6. The Checker: These people like things to be done in an orderly fashion.
7. The Moralist: these are the people that make sure that the team sticks to the rules and ethics of
play.
8. The Winner: These people have an instinct for promoting the team and themselves. When others
on the team feel down, Winners boost them up.
9. The Leader: This role isnt always filled by the person in charge but by personality and nature.
He or she is often the most dominant person in the group and invariably the most confident and
most fearless.
Module 2
Sociometry: Method of studying attractions and repulsions in groups
The term sociometry refers to a large class of methods that assess the positive and negative links between
persons within a group. The basic principle of the sociometry is that every group member has the capacity
to evaluate every other group member on one or more criteria.
Team work patterns

Module 3
Building a team
1. Setting Goals
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2. Role clarification
3. Problem solving
4. Interpersonal relations
Types of teams
1. Work teams: They make or do things such as manufacture and assemble.
2. Project and development teams: They work on long term projects and break once the project is
done.
3. Parallel teams: They operate separately at the same time from the regular work structure.
4. Management teams: They coordinate and direct the subunits.
5. Transnational teams: They are teams which consider people from different countries.
Types of team building
1. Personality-Based Team Building
2. Activity-Based Team Building
3. Skills-Based Team Building
4. Problem Solving-Based Team Building
Stages of team growth

Team performance curve

1. The Working Group: The members interact mainly to share information and best practices and
to make decisions. The purpose of this group is only to specify the roles of its members and to
delegate tasks.
2. Pseudo Team: The team has not focused on collective performance. The members dont want to
take the risks necessary to become a potential team. They are not interested in creating a common
purpose or setting performance goals.
3. The Potential Team: The members are working hard to achieve a higher level of performance.
This is also where the greatest gain in performance comes, from being a potential team to a real
team.
4. The Real Team: This consists of a small group of people who share a common purpose, goals,
and approach to work. The members have complementary skills. They hold themselves mutually
accountable for their results.
5. The High Performance Team: This has all the characteristics of a real team, except the members
are deeply committed to one anothers personal growth and development.
Team strategy for organizational vision
1. Is the team ready: Teams or organizations readiness and capacity to take on the strategy.
2. Meet with the Team: Set some time aside to carefully articulate the strategic point of view.
3. Vividly portray the future: Provide a vivid description of the future state of your team,
department, or organization.
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4. Determine critical success factors: Explain those factors that are absolutely critical and
necessary to accomplish the strategy.
5. Individual team-member strategies: Get individuals in your team or functional area to discover
how to create their strategy within the overall strategy.
6. Clear expectations and support: Set clear expectations and gain commitment for the team
members support in carrying out the strategy.
7. Execution is key: Execute the strategy.
Team communication
1. Communication plays a very important role in team building and extracting the best out of the
team members.
2. A team member must clearly understand what the fellow team members are up to.
3. All team members should be very clear about their roles and responsibilities in the team.
4. Rely on written communication for better clarity and transparency.
5. The issues are discussed on an open forum and the participants are allowed to speak freely.
6. When a team member feels the fellow team member is going in wrong way, immediately
communicate and help the team member to follow the correct direction.
7. The goal and the objective of the team should not be set only by the team leader itself. Every
employee should contribute equally and give his valuable inputs.
8. Every individual should have the freedom to speak.
Team models
1. The traditional model: This is a group of people with a traditional boss. The boss also shares
some of his/her responsibility as well as authority.
2. The team spirit model: This is a group of people who are working for one boss. The fact
remains that in reality this is not really a team. This is because there is one person who calls all
the decisions. Besides, there is no sharing of authority or responsibility.
3. The cutting edge model: This is a group of people who are managing themselves. There is no
single person in this group who has the authority to make any such decisions about the events
which will impact the whole group. This is also known as a self-directed work team.
4. The task force model: This refers to a group that comes together for a specific time only. This is
because it has to work on a special project or a task.
5. The cyber team: Here the members see one another rarely or, not at all. They meet only at the
beginning of the project, after that they communicate through mails.

Module 4
Leadership styles in organizations
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1. Laissez-Faire: A laissez-faire leader lacks direct supervision of employees and fails to provide
regular feedback to those under his supervision. Highly experienced and trained employees
requiring little supervision fall under the laissez-faire leadership style.
2. Autocratic: The autocratic leadership style allows managers to make decisions alone without the
input of others. Managers possess total authority and impose their will on employees. No one
challenges the decisions of autocratic leaders.
3. Participative: Often called the democratic leadership style, participative leadership values the
input of team members and peers, but the responsibility of making the final decision rests with
the participative leader. Participative leadership boosts employee morale because employees
make contributions to the decision-making process. It causes them to feel as if their opinions
matter.
4. Transactional: Managers using the transactional leadership style receive certain tasks to perform
and provide rewards or punishments to team members based on performance results. Managers
and team members set predetermined goals together, and employees agree to follow the direction
and leadership of the manager to accomplish those goals.
5. Transformational: The transformational leadership style depends on high levels of
communication from management to meet goals. Leaders motivate employees and enhance
productivity and efficiency through communication and high visibility. This style of leadership
requires the involvement of management to meet goals.
Causes of team conflict
Team conflict is caused by factors related to individual behavior as well as disagreements about the team's
work.
Common causes of team conflict include
1. Conflicting interests.
2. Incompatible work styles.
3. Competition over resources.
4. Failure to follow norms.
5. Poor communication.
6. Performance deficiencies.
7. Poorly defined roles.
8. A bad company culture.
Stress and Coping in teams
1. Stick to schedule: If the team can effectively manage time, there will be no or little stress.
2. Encourage breaks: Encourage your team members to take some time off during office hours.
3. Allocate jobs well: Allocate work as per capabilities and capacity.
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4. Resolve Conflicts: Resolve conflicts among co-workers, instead of brushing them under the
carpet.
5. Outline Common Goals: Pushing the team towards a shared goal or a common target helps
reduce stress.
Module 5
Management by values
1. Management by values creates the framework for today's leaders and managers.
2. Management by values method is important in the management of organizations in a complex
environment.
3. The values should be the focus on issues related to organizational change, as well as in the whole
practice of management.
4. Management by values is quickly becoming a major force for the rebuilding of sustainable and
competitive culture.
5. Managing by values can be defined as both a philosophy and practice of management, it focuses
on the key values of the organization and their consistency with the objectives.
6. Management by values for the employees involves working with the process of meeting the needs
of the organization and their individual dignity at the same time.
Pragmatic spirituality in life and organization
1. Spirituality implies faith in an entity that is beyond material world and is capable of guiding and
controlling activities in the material world.
2. Pragmatic spirituality is dealing with things sensibly and realistically in a way that is based on
practical rather than theoretical considerations.
3. Behaviorally it implies to cheerfulness, humility, forgiveness, gratitude, kindness and free from
hatred and jealousy from others.
4. It further implies to working for non-personal higher causes.
5. If spirituality is practiced at workplace it can provide long-lasting, easy and inexpensive solutions
to various organizational problems.
6. The organizations have realized that people at workplaces are whole being of their body, mind
and spirit, so if their mind and spirit are nourished they can lead to better organizational
performance.