Managing Team Performance Preety

MANAGING TEAM
PERFORMANCE
BY- Preety, Shilpi
WE WILL LEARN:-
 Know definition of team & popularity of
teams in organization.
 Importance of managing team performance
 Various types of teams & methods of
measurement they can opt.
 Challenges associated with design &
implementation of perf. Management
system.
 Guideline to design perf. Management
system.
 Design & implement a performance
management system.
 Extend principles regarding how to reward
individual & team performances.
TEAM
 A team is there when 2 or more people
interact dynamically & interdependently &
share common goal, objectives or mission.
 Team need not to be:-

1. permanent
2. in same geographic location
3. meet each other.
WHY TEAMS ARE SO POPULAR?
 Global competition pressure to improve
product & increase productivity.
and to meet need of global customer
teams having members from different part of
world are required.
 Teams provide greater flexibility & helps in
reducing no. of hierarchical level.
 Products & services have become complex
which requires that many people utilize their
diverse talent to the same project.
 Teams can respond to changing business
environment in a more quick & effective
way.
TEAM PERF. MANAGEMENT
 Performance management is basically the

measurement of performance of employees
working individually.
 Team perf. Management is a part of
performance management system & is a
natural extension of individual performance
management system.
CLASSIFICATION OF TEAM
On the basis of:-
 Complexity of task (routine to non-routine
task)
 Membership configuration (static to
dynamic).
TEAMS ARE OF THREE TYPES.
TYPES OF TEAM
Work &
service team Project team
Network team
Dynamic Network
Membership
Configuration Project
Static Work & Service
Routine Non-routine
Task complexity
WORK & SERVICE TEAM
 TASK :
Engaged in routine tasks including
manufacturing or service task.
 MEMBERS:
Include people who have worked
together for some time & know each other
well.
PROJECT TEAM
Assembled for a specific purpose &
expected to disband once their specific task
is completed.
 TASKS:
Are of less routine & are outside core
production & service of organization
 MEMBERS:
From different functional areas&
highly dependent on each other for high level
of specific knowledge.
NETWORK TEAM
 TASK:
Extremely non-routine.
 MEMBERS:
Geographically dispersed & stay in
touch via telecommunication.
Generally is the combination of
temporary or full time workers, customers,
vendors & even consultants.
Their membership is not constrained
by organizational boundaries.
METHODS OF PERF.
MEASUREMENT
 WORK & SERVICE TEAM:
Peer rating.
Because peers observe each other’s
performance on daily basis & have similar
responsibilities & familiar with competencies
needed to do the job.
 PROJECT TEAM:
In this case performance
should be measured periodically so that
necessary corrective action could be taken
before completion of project. It is so as team
is likely to disband once the project is over.
 NETWORK TEAM :
It is difficult to measure
specific outcome of such teams.
Their perf. Measurement emphasize
future instead of past & focuses on developing
individual competencies like innovation,
adaption, flexibility & problem solving etc.
PURPOSES & CHALLENGES
Sometimes firms become more team

based but they do not change the perf.
Measurement system according to the team
which present a unique challenge.
The individual reward may motivate
people not to contribute to team
performance.
BEFORE MOVING TOWARDS TEAM
COMPONENT FIRMS MUST ASK:
 How do we asses relative individual
contribution?
 How do we balance individual & team
performance?
 How do we identify individual & team
measures of performance?
PERFORMANCE MANAGEMENT
PROCESS
1. PRERQUISTES
2. PERF. PLANNING
3. PERF. EXECUTION
4. PERF. ASSESSMENT
5. PERF. REVIEW
6. PERF. RENEWAL &RECONTRACTING
PROCESS
 Prerequisites:
1. Good knowledge about organisation mission
a/c to that team mission decided that allows
employees to make contribute on teamwork.
It will have positive impact on org. as a
whole .
2. Good knowledge about what a team supposed
to do &how.
3. KSA needed communication, decision making
collaboration that conducive team
performance.
ex-university department
PERFORMANCE PLANNING:
 It consider result behavior & development
plan at team level. For this …..specific obj.
-team accountability
-performance standard are made.
Ex – goal to improve internal decision making
process in team. Some individuals have goal
to improve listening skill which help in team
goal.
PERFORMANCE EXECUTION
 Autonomous team solely responsible for
performance execution. Team member need
to take proactive role. When team have a
supervisor then both are responsible
PERFORMANCE ASSESSMENT
 Peer evaluation, individual performance or
team as whole assessed.
Four dimensions for measuring team:

effectiveness , efficiency , learning & growth
, team member satisfaction.
PERFORMANCE REVIEW
 Two meeting 1st supervisor meets with all
team with all member together.
 2nd supervisor meets individually with team

member. Meeting emphasize the past , the
present , the future.
PERFORMANCE RENEWAL AND
RECONTRACTING:
 It uses information gathered during the
review period to make adjustment as need.
 Ex-some key accountability may be included.

Goals may be adjusted
? ?
?
Thanx…..

Managing Team Performance Preety

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MANAGING TEAM

 Team need not to be:-

 Performance management is basically the

Static Work & Service

Sometimes firms become more team

Four dimensions for measuring team:

 2nd supervisor meets individually with team

 Ex-some key accountability may be included.

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