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1st Assign by Shefali

This document discusses concepts related to team management. It begins by defining what a team is and noting that teams are made up of diverse individuals with different abilities and career stages. Effective team management involves taking care of individuals' interests, helping them achieve goals, and making everyone feel comfortable and valuable. Key characteristics of high-performing teams include common purpose, shared goals, synergy, diversity, clear roles, efficiency, strong decision-making, and mutual respect. The document also outlines several skills required for effective team management, such as vision, communication, organization, approachability, confidence, fairness, respect, adaptability, strategic thinking, and team orientation. Finally, it discusses Cog's ladder model of team development, which

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38 views10 pages

1st Assign by Shefali

This document discusses concepts related to team management. It begins by defining what a team is and noting that teams are made up of diverse individuals with different abilities and career stages. Effective team management involves taking care of individuals' interests, helping them achieve goals, and making everyone feel comfortable and valuable. Key characteristics of high-performing teams include common purpose, shared goals, synergy, diversity, clear roles, efficiency, strong decision-making, and mutual respect. The document also outlines several skills required for effective team management, such as vision, communication, organization, approachability, confidence, fairness, respect, adaptability, strategic thinking, and team orientation. Finally, it discusses Cog's ladder model of team development, which

Uploaded by

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© © All Rights Reserved
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Shefali Rally

ROLL NO : 38

BCA 4th SEM

MPD ASSIGNEMENT

Date :20-March-2020
Concept of Team Management
Before understanding team management we should know
what is a team .Team is group of people working together to
achieve a common goal . Teams are made up of different
peoples and everyone has their own abilities and are at
different stages of their careers. Some may find that the tasks
are challenging, and they may need support. Others may be
"old hands" at what they're doing, and may be looking for
opportunities to stretch their skills. Everyone is expert in their
own way of doing things but being a leader or manager its
their responsibility to manage the team .

Managing team means a Leader must take care of


individual’s own interests and help them to achieve the goal
towards the company. Team management is the ability of an
individual or an organization to administer and coordinate a
group of individuals to perform a task through different
activities. Managing a team also means to take care of every
individual and help them to increase their interests towards
company . responsibility is very high every individual must feel
comfortable and valuable in a team . Not only leaders or
managers should be responsible each one in team must think
of their team first . their company goals first everything else
later on . they should give priority to their team work and team
members.

T - together
E everyone
A- achieves
M- more

Either way, it's our responsibility to develop all of our people.


Assessment of effective team management
Teams need to be built, they are not automatically fully formed
and functional. That’s not to say teams can’t be created
organically, Ensure that teammates complement each other
and build relationships that allow them to do this most
effectively.
Teammates can complement each other in terms of skills,
diversity of perspectives, personalities, thinking styles,
experiences, training, and social abilities. In an increasingly
globalized world, even different cultural backgrounds might be
an asset. Bringing diverse talents together can translate into
tangible benefits.

Characteristics of High-Performing Team

 Common purpose
 Shared Goals
 Synergy
 Diversity of members
 Complementary rules
 Efficient
 Well-coordinated
 Strong decision making
 Persistence
 Less interpersonal conflict
 Clear communication
 Mutual respect
 Accountability
 Positive relationships

Skills Required to Manage the team


1.Vision
Lack of direction leaves team members feeling confused
about purpose. They know they’re working hard, but it’s
difficult for them to see their impact. They don’t know which
initiatives to prioritize. As a leader, you not only need a clear
vision, but you also need to communicate it well.

2. Effective Communication
Employee communication is the keystone of effective
leadership. At its core, communication is about expressing
yourself so that the things you think and the things you say are
closely aligned. You need to communicate:

 Priorities
 Long term goals
 Gratitude
 Strategy and executional information

3. Organization
When we think about being organized, we envision a clean
workspace and color-coded post it notes, but organization
extends to executional items such as project timelines.

4.Approachability and Availability


As an integral part of your team, you need to be an ever-
present member of the team, a presence at the very heart of
everything they do.Depending on the demands of your job,
there will always be instances when you're not physically
around, but it's imperative your team knows you are available
and approachable so they know they can come to you when it
matters.

5. Confidence
Confidence comes from knowing yourself well. If you
understand your strengths, you can leverage them for
success. You can be transparent with your team when it
comes to your weaknesses, asking for help so you can move
along.
6.Fairness
Nothing frustrates employees more than blatant favoritism.So
avoid biasness .Sure, there will be members of your team that
you like more than others, but expressing your true feelings is
poison to a team who has to come together. Favoritism is
juvenile, and it can poison a team.

7. Respect
Being a good leader doesn’t mean getting everyone to
unanimously nod their heads every time you open your mouth.
Disagreements are inevitable, but a good leader can treat
others with respect and kindness, no matter the situation.

8. Adaptability
Change is the only constant in our lives, and teams look to
their leaders when the seas get stormy and the caves get
dark. As a leader, you have to adapt and take changes in
stride, thriving in transition.

9. Ability to Think Strategically/Think Out of the box


It’s frustrating to work at a place where the leaders take on itty
bitty projects without a lot of strategy. We look to leaders for
guidance on everything, and when we feel that they’re not
being deliberate, we panic.

10. Team Orientation


Yes, you’re a leader, but you’re also part of the team. You
have to think like a team member, and always put the team
before your own needs. Sometimes that means taking flack for
an employee’s mistake, or going to bat when a report asks for
a promotion or more compensation.
Cog’s ladder

The development of a team is a process that takes time to


come together successfully. Any manager who is even
moderately experienced in leadership understands that you
can't simply put a team together and expect them to work
together perfectly right from the start. It takes time to grow into
the roles that each person will fill, and for the group to gain
momentum working in the right direction.
With that in mind, Cog's Ladder is a helpful tool to understand
the development of any group. Published way back in 1972,
Cog's Ladder is still highly relevant today and it is something
that every manager should understand. There are five stages
of group development highlighted as part of the 'ladder'.
Polite Stage
This is the point in the process where the group is just getting
started, and getting to know each other. As the name would
indicate, the interactions between team members tend to be
rather friendly at this point, and there are no major conflicts to
be resolved. While this can be an enjoyable part of the
process because it is low-stress and everyone is getting along
nicely, it won't likely be the most productive part of the group's
growth. Once the members of the group become more
comfortable with each other - and more willing to debate and
stand up for their own ideas - productivity should benefit as a
result. However, the polite stage is a necessary part of the
development process because it lays the groundwork for what
is to come. People who don't know, or trust, each other can't
be expected to work together productively, so the polite stage
gives them a chance to get to know one another and develop
the trust that will be crucial later on.

Why we're Here Stage


Things are starting to 'come together' at this point in the
process. Now that everyone is comfortable working together,
some more specific goals and assignments can be set. While
the group still might look more like a collection of individuals
than a cohesive unit, it is starting to be more productive and
get down to the business of doing whatever it was that brought
them together in the first place. Team members should have a
much better understanding of their purpose and place on the
team at this point as well. Successfully reaching this stage
should position the team nicely for being successful in the
stages ahead.
Power Stage
As the team develops and starts to evolve, the power stage is
reached. This is the point where various members of the team
are positioning themselves for leadership roles among the
team, and conflicts start to arise. The conflict at this point in
the process doesn't have to be a bad thing, as long as it is
constructive in the end and ideas are being shared. The
individuals that make up the team probably still don't feel
'connected' to the team concept, in large part because they
are still battling for power and position with their peers.
What happens in the power stage will determine much of the
rest of the team experience, as the roles become defined and
people settle into their position as part of the group. Much of
this can happen naturally without the direct input of the
manager or leader. Even without appointing specific people to
be in charge or leaders of portions of the group, those things
will occur naturally through the course of day to day
interaction.

Cooperation Stage
Finally, the group begins to really come together and work
more as a unit than just a collection of individuals. Instead of
having so many conflicts within the team, those conflicts turn
into more of an 'us vs. them' situation, where the group battles
against other parts of the organization. With the power battles
mostly settled at this point, teamwork is greatly improved and
the group as a whole is more accepting of new ideas and
points of view.
One negative effect of this stage is the difficulty that can be
experienced when introducing a new member. The existing
members of the team have successfully grown together by this
point, and will likely resist having anyone added to their group
at this point. While this does signify progress in terms of team
building and camaraderie, it also can make it difficult to add a
new skill set to the team when necessary.

Esprit Stage
Only successful groups will reach this final stage, but it should
be the goal for every group that is formed within an
organization. At this point, the team is working perfectly
together and the goals of the individuals are put second
behind the objectives of the team itself. The team starts to see
itself as something of a family, and the members of the team
trust each other completely when it comes to getting things
done correctly.
As a benefit of the trust that exists, creativity may increase as
members of the team are more comfortable taking chances
and trying out new ideas. As a manager, it should be your goal
to see your teams reach this level of cooperation and
motivation. The results of this achievement can be powerful as
the team may be able to do more than was ever expected
when first starting out.
The development of each individual team that you create may
vary slightly from time to time, but it should generally follow
along this ladder. Understanding that teams take time to
develop and evolve is important, and too much shouldn't be
expected right from the start. As the team members gain
experience working with each other, and build that trust that is
so important, they will gradually come together more and more
- and you can in turn expect more form the team in terms of
production. Understanding Cog's Ladder and what it means
for the development of a group dynamic within your
organization is a powerful tool that you can use to help get the
most out of every individual, and the team as a whole.

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