CASE ANALYSIS

1) What are the various techniques and process of team building?

Is team building different from your cohesive work group? Discuss.

Team: Two or more people working interdependently towards a common goal.

Getting 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.

Team Building: The process of gathering the right people and getting them to work
together for the benefit of a project.

Having the right core team can make or break a project. Therefore, great care should be taken
when selecting team members. It might be very useful to consider the following elements:
1 Team size
2 Overall team composition
3 Team member selection and exclusion criteria
4 Member recruitment process

TYPES OF TEAM:

1)PERMANENT TEAM: In the uniformed public service most teams are permanent, members
of the team see each other on a daily basis and their relationships are close, team members are
perceived as colleagues and even friends. However, even if the team is permanent its work can
change overtime and members will still come and go overtime for various reasons.

2) TEMPORARY TEAM: Temporary team of people assembled to achieve a specific objective,

usually involving investigative activities. Often used in private and public organizations, a task
force actively pursues the achievement of its mission, after which it is disbanded.

3) PROBLEM SOLVING TEAM: Group 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.

4) SELF-MANAGED TEAMS: Groups of 10-15 people who take on responsibilities of

their former supervisors.

5) CROSS FUNCTIONAL TEAMS: Employees from the same hierarchical level, but
from different work areas, who come together to accomplish a task.

6) VIRTUAL TEAMS: Teams that use technology to tie together physically dispersed
members in order to achieve a common goal.
TEAM PROCESS

1. Team development
2. Team Norms
3. Team roles
4. Team cohesiveness

STAGES OF TEAM DEVELOPOMENT

A) Forming: This is the initial orientation period. The team is unsure about what it is
supposed to
do, members do not know each other well or are not yet familiar with the way the
team leader and the other members function. This stage is complete when the
members begin to see themselves as a part of the group.

B) Storming: This is a sorting out period where members begin to find their place as
team members. The team members now feel more comfortable giving their opinion
and challenging the team leader's authority and recommendations. Some members
may become dissatisfied and challenge not only the tasks of the team and how these
will be carried out, but also the leader's role and style of leadership. This is the start
of intragroup conflicts.

C) Norming: Team members begin to use their past experiences to solve their
problems and pull together as a cohesive group. This process should result in the
team establishing procedures for handling conflicts, decisions, and methods to
accomplish the team projects.

D) Performing: In this phase the team has achieved harmony, defined its tasks,
worked out its relationships, and has started producing results. Leadership is
provided by the team members best suited for the task at hand. Members have
learned how to work together, manage conflict and contribute their resources to
meet the team's purposes.

E) Adjourning: The team dissolves when the team has completed the project. It
may be reoriented to continue on a next phase of the project.

2.TEAM NORMS
• Informal rules and expectations a team establishes to regulate member behaviors

• Norms develop through

– Explicit (clearly expressed) statements

– Critical events in team’s history

– Initial team experiences

– Beliefs/values members bring to the team

3. TEAM ROLES
• Role—the set of behaviors that people are expected to perform because they hold certain
positions in a team and organization.
TEAM ROLES

Roles are either:

• Task-building—initiator, information seeker (task related role)

• Maintenance—harmonizer, encourager (people related role)

4.TEAM COHESIVENESS
• Degree of attraction people feels towards team and motivation to remain members.

• Related to social identity —high cohesiveness exists for those who identify themselves with the
team.

THE TEAM BUILDING TECHNIQUES AND PROCESS

Smart business owners know that running a company is not a one-man show. It takes a team of committed
and capable employees to get the job done. But good teams don't just happen. They are the result of an
intentional effort on the part of the company's owner to create a work environment in which every person
feels like his/her contribution is a vital and valued part of the organization's success. Here are some tips to
help jumpstart the team-building process:

1) Establish clearly defined roles.

Successful teams share a common characteristic - every person knows the role they are expected to play as well as the
roles of the other team members. As the business owner, it's your job to make sure that every employee clearly
understands the role he/she plays in the organization. You can accomplish this by ensuring that every employee has
received an accurate job description that is reviewed annually, perhaps during the employee's annual review. Tools such
as organizational charts and staff meetings provide a way for employees to see how they fit into the big picture and to
discuss role-related conflicts.

2) Maintain open channels of communication.

Communication is the building block of an effective business team. With that in mind, it is critically important for you to
create and maintain open channels of communication with your employees. This means not only maintaining a clear
channel of communication between you and your employees, but also helping your employees maintain clear channels of
communication with each other. E-mail, voice mail, and other communication advances make it easier than ever before
for team members to keep in touch. Even so, there's no substitute for constantly reminding your employees that your door
is always open and that you are always willing to listen to their concerns.

3) Develop a way to resolve conflicts.

Inevitably, your team will experience conflicts. Ignoring those conflicts will only cause them to grow until they become a
major problem. So instead of ignoring them, develop conflict-resolution skills with your employees and create a
mechanism for them to address grievances if they can't resolve their conflicts on their own. If you don't feel up to the task
of teaching your employees how to resolve conflicts yourself, consider bringing in a professional to do the training for you.

4) Model a positive attitude.

Teams tend to adopt the attitude of their leader. If the leader is positive and upbeat, then team members will tend to be
positive and upbeat as well. But if the leader demonstrates a negative or critical attitude, the team will suffer because of
the attitude of the team members. By modeling a positive attitude for your employees, you are setting the standard and
creating an expectation of the qualities you want to see reflected in your team.

5) Celebrate achievements as a team.

Since every employee plays an important part in the success or failure of your business, it only makes sense
to celebrate your achievements as a team. Depending on the size of the achievement, your celebration can
be as simple as a pizza party or as involved as a company trip to the Bahamas. The important thing is that
every team member has the opportunity to celebrate a job well done.

YES, team building is different from cohesive work group…….

Many people often use the terms group and team interchangeably, but there are differences in the real world corporate
applications. We have very often heard many leadership courses often speaking on the importance of the team building
events and not the group building events. Some of the differences which can be enumerated between the terms team and
the group are as follows:
 TEAM
 Shared leadership roles
 Individual and mutual
accountability.
 The nature of responsiveness of
the members is self imposed
 Collective work-products
 Encourages open-ended
discussion and active problem-
solving meetings
 Measures performance directly by
assessing collective work-
products.
 Discusses, decides and does real
work together.
 Interest of the members is
common but with the
commitment.
WORKING GROUP
 Strong, clearly focused leader.
 Individual accountability.
 The nature of responsiveness
of the members is on the call of
management.
 Individual work-products.
 Runs efficient meetings.
 Measures performance by
individual contribution.
 Discuss, decides and
delegates.
 Interest of the member is the
common goal only.
 ANALYSIS

As the tile of the case suggest the case is about TEAMWORK .So far the
best example to team work we have come across in a long time . It gives
example of teamwork in a profession which is known to be a profession of
individual working .
A example of generating extra ordinary results by team work .Initially it
was mentioned that surveys show that people are suffering because of
doctors dominance .But mayo hospital has proved it otherwise .
The case is about MAYO CLINI C, in Rochester, Minnesota. It is a
hospital where doctors specialist and laboratory workers unit for the good of
the patients.
Some of the benefits mentioned in the case of working in a team were:
l Increase in collaboration

l Reduce status barrier ,resulting in to cooperation between

consultant(every employ is called a consultant ) .

l Team coordination is of high level

l No turf battles exist in the hospital

l High success chances are created

(An last but not the least probably the most important one)
l SATISFIED PATIENT