Team Management

Lecture 9
Professional Practice
Software House
Team
What is A Team??
• A team is a number of persons associated together in work or activity: as a group on one side
(as in football).
• When one person cannot accomplish a job alone and several individuals must cooperate to
fulfill a mission or task, you need a team.
• The better the cooperation, communication, and coordination among team members, the
more efficient the team
What is Team Management??
• Team management refers to techniques, processes and tools for
organizing and manage a group of individuals working towards a
common goal.
What is Team Management??
• Team management is the ability of an individual or an organization to

administrate and coordinate a group of individuals to perform a task.
• The administration of a group of people assembled to work on a particular

project or to perform a particular function within an organization.
• Team management involves teamwork, communication, objective setting and

performance etc.
• Team management is the capability to identify problems and resolve conflicts

within a team.
The 4 C’s of Team Management
• Competence: Possession of sufficient knowledge or skill

• Character: Mental and Ethical traits
• Communication: Information Exchange, for Expressing Ideas
• Collaboration: To work jointly with others or together
Elements of a Healthy and
Successful Team
ohesive Leadership:
hesive leadership means that team leaders are acting

ether as a unit and making decisions as a leadership
m instead of each branching off into their own work
d operating individually.
s will ensure that the team will be steered in one

ection instead of multiple due to team leaders not
ng concise and consistent with their instructions.
Elements of a healthy and successful
team
• Common goal
When team members first come together they will all have different ideas, however
the key to a successful team is the alignment of objectives within the team.
It is essential that the team leader sets a common goal the entire team is willing to
pursue.
This way, all the team members will put in effort in order to attain the goal. If there
is not a common goal, team members who disagree with the objective in hand will
feel reluctant to utilize their full effort, leading to failure to achieve the goal. In
other cases, team members might divert themselves to other tasks due to a lack of
belief or interest in the goal
team
• Defined team roles and responsibilities
Poorly defined roles is often the biggest obstacle to a successful team.
If team members are unclear of what their role is, their contributions
towards the team will be minimal, therefore it is the team leader’s
duty to outline the roles and responsibilities of each individual within
the team and ensure that the team is working together as an integral
unit.
team
• Effective communication
There must be an effective channel of communication from the top to the

bottom of the chain of command and vice versa.
An effective channel of communication will allow messages to be transferred

accurately without delay to the intended recipient, this will speed up decision
making processes and the operations of the team.
Furthermore, effective communication will increase the flexibility of an

organization and cause it to be less susceptible to changes in the external
environment; as a faster decision making process will allow organizations a
longer time period to adapt to the changes and execute contingency plans.
Ways to Lead,
Inspire and
Motivate Your Team
• Pay your people what they are worth
• Provide them with a pleasant place to
work
• Offer opportunities for self-development
• Foster collaboration within the team
• Encourage happiness
• Don't punish failure
• Set clear goals
• Don't micromanage
• Avoid useless meetings
Characteristics of High-
performing Work Teams
Stages of Team Development
1. Forming
• In this stage, most team members are positive and polite. Some are
anxious, as they haven't fully understood what work the team will do.
Others are simply excited about the task ahead.
• As leader, you play a dominant role at this stage, because team

members' roles and responsibilities aren't clear.
• This stage can last for some time, as people start to work together,
and as they make an effort to get to know their new colleagues.
2. Storming
• Next, the team moves into the storming phase, where people start to push
against the boundaries established in the forming stage. This is the stage where
many teams fail.
• Storming often starts where there is a conflict between team members'
natural working styles. People may work in different ways for all sorts of
reasons but, if differing working styles cause unforeseen problems, they may
become frustrated.
• Storming can also happen in other situations. For example, team members
may challenge your authority, or jockey for position as their roles are clarified.
Or, if you haven't defined clearly how the team will work, people may feel
overwhelmed by their workload, or they could be uncomfortable with the
approach you're using.
2. Storming
• Some may question the worth of the team's goal, and they may resist taking
on tasks.
• Team members who stick with the task at hand may experience stress,
particularly as they don't have the support of established processes, or strong
relationships with their colleagues.
3. Norming
• Gradually, the team moves into the norming stage. This is when people start
to resolve their differences, appreciate colleagues' strengths, and respect
your authority as a leader.
• Now that your team members know one another better, they may socialize
together, and they are able to ask one another for help and provide
constructive feedback. People develop a stronger commitment to the team
goal, and you start to see good progress towards it.
• There is often a prolonged overlap between storming and norming, because,
as new tasks come up, the team may lapse back into behavior from the
storming stage.
4. Performing
• The team reaches the performing stage, when hard work leads,
without friction, to the achievement of the team's goal. The
structures and processes that you have set up support this well.
• As leader, you can delegate much of your work, and you can
concentrate on developing team members.
• It feels easy to be part of the team at this stage, and people who join
or leave won't disrupt performance.
5. Adjourning
• Many teams will reach this stage eventually. For example, project
teams exist for only a fixed period, and even permanent teams may
be disbanded through organizational restructuring.
• Team members who like routine, or who have developed close

working relationships with colleagues, may find this stage difficult,
particularly if their future now looks uncertain.
Barriers to Team Building
• Credibility of the project leader
• Unclear project objectives
• Changing goals and priorities
• Lack of team definition and structure
• Confusion about roles and responsibilities
• Excessive team size
Common Characteristics of
High Performing Teams
• Goals are clearly defined and matched with measurable outcomes
• Accurate effective 2-way communication
• Leadership is shared and participation encouraged
• Effective decision making and problem solving
• Team identity and cohesiveness
• Diverse backgrounds and experience Cooperation and collaborate
Develop Your Team……??
• Be patient and kind with your team
• Fix the problem instead of blaming people
• Establish regular, effective meetings
• Allow time for teams to go through the basic team-building stages
• Limit the size of work teams to five to twelve members
• Plan some social activities to help project team members and other
stakeholders
• Stress team identity
• Encourage them to help each other
Managing Conflicts Between Teams
• Conflict in teams isn't always disadvantageous.
• Conflict can benefit teams as it encourages the expression of new

ideas.
• It can also expose weaknesses in operational procedures and policies
and highlight challenges that have the potential to turn into serious
problems if ignored.
• There are a number of techniques and policies that can be
implemented to help you keep things under control.
Managing Conflicts Between Teams
• Train staff to resolve conflicts in a professional manner without the
intervention of management.
• Intervene and act as an objective third party in the dispute. Bring the
two parties together and mediate a discussion.
• Call a team meeting and explain the problem from the point of view
of an objective third-party.
• Create a culture where each person’s value is well-known.
• Find common ground and rebuild.
Ways to Lead, Inspire and Motivate
Your Team
1. Find out what they need?? (Listen to your team their problems and
needs)
2. Be respectful.
3. Stop micromanaging
4. Lead by example
5. Be personable (Gone is Gone) having a pleasant appearance and
manner
6. Stress your company’s purpose (Remind your objectives)

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Lecture 9

• Team management is the ability of an individual or an organization to

• The administration of a group of people assembled to work on a particular

• Team management involves teamwork, communication, objective setting and

• Team management is the capability to identify problems and resolve conflicts

• Competence: Possession of sufficient knowledge or skill

hesive leadership means that team leaders are acting

s will ensure that the team will be steered in one

Poorly defined roles is often the biggest obstacle to a successful team.

There must be an effective channel of communication from the top to the

An effective channel of communication will allow messages to be transferred

Furthermore, effective communication will increase the flexibility of an

• As leader, you play a dominant role at this stage, because team

• Team members who like routine, or who have developed close

• Conflict can benefit teams as it encourages the expression of new

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