Managing Team Performance preety

8/7/2019 Managing Team Performance preety

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BY- Preety, Shilpi



Know definition of team & popularity of

teams in organization.

Importance of managing team performance

Various types of teams & methods ofmeasurement 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.



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.



Global competition pressure to improve

product & increase productivity.

and to meet need of global customer

teams having members from different part ofworld 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 businessenvironment in a more quick & effective

way.



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.



On the basis of:-

Complexity of task (routine to non-routine

task)

Membership configuration (static to dynamic).

TEAMS ARE OF THREE TYPES.



Work &

service team Project team

Network team



Dynamic Network

Membership

Configuration Project

Static Work & Service

Routine Non-routine

Task complexity



TASK :

Engaged in routine tasks including

manufacturing or service task.

MEMBERS:

Include people who have worked

together for some time & know each other

well.



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.



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.



WORK & SERVICE TEAM:

Peer rating.

Because peers observe each other·s

performance on daily basis & have similarresponsibilities & 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 teamis likely to disband once the project is over.

NETWORK TEAM :

It is difficult to measurespecific outcome of such teams.

Their perf. Measurement emphasizefuture instead of past & focuses on developing individual competencies likeinnovation, adaption, flexibility & problemsolving etc.



Sometimes firms become more team

based but they do not change the perf.

Measurement system according to the teamwhich present a unique challenge.

The individual reward may motivate

people not to contribute to team

performance.



How do we asses relative individual

contribution?

How do we balance individual & team

performance?How do we identify individual & team

measures of performance?



1. PRERQUISTES

2. PERF. PLANNING

3. PERF. EXECUTION

4. PERF. ASSESSMENT

5. PERF. REVIEW

6. PERF. RENEWAL &RECONTRACTING



Prerequisites:

1. Good knowledge about organisationmission a/c to that team mission decided

that allows employees to make contributeon teamwork. It will have positive impacton org. as a whole .

2. Good knowledge about what a teamsupposed to do &how.

3. KSA needed communication, decision making collaboration that conducive teamperformance.

ex-university department



It consider result behavior & development

plan at team level. For this «..specific obj.

-team accountability

-performance standard are made.

Ex ² goal to improve internal decision making

process in team. Some individuals have goal

to improve listening skill which help in team

goal.



Autonomous team solely responsible for

performance execution. Team member need

to take proactive role. When team have a

supervisor then both are responsible



Peer evaluation, individual performance or

team as whole assessed.

Four dimensions for measuring team:effectiveness , efficiency , learning & growth

, team member satisfaction.



Two meeting 1st supervisor meets with all

team with all member together.

2nd supervisor meets individually with teammember. Meeting emphasize the past , the

present , the future.



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«..

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Managing Team Performance preety