Managing Team Performance: Samreen Shaikh & Zoya Jamro

MANAGING TEAM
PERFORMANCE
Presenters:-
Samreen Shaikh
&
Zoya Jamro
AGENDA
 Team definition
 Selection of teams
 Why are teams so popular?
 Types of team and their performance mearsument
 Challenges associated with Team performance
management system
 Team performance management in action
 Rewarding teams performance
TEAM
 A team in place when two or more people interact
interdependently and energetically and shared a common
and valued goal, objective or mission.
 For exp: Cricket team etc
CHARACTERISTICS OF
TEAMS
 Groups(Classrooms):age, speclization, geographical
location etc
 Teams(business team):skills, competency etc
 Teams don’t have to be permanent.
 Team members do not have to be in the same
geographical location.
 Many organization are structured around teams,
including:
 Autonomous work groups(Involving the working team to
decide for itself how the work should be carried out, and
distributed among members).
 Process teams(people that work together each day to
make sure one or processes are executed to meet the
needs organization).
 Self managing teams(advanced form of a process team).
WHY ARE TEAMS SO POPULAR?
 Increasing global competition
 Greater flexibility for the organization during
downsizing i.e. Teams facilitate employee involvement.
 Complex products and services
 Teams are more flexible and responsive to
changes in the environment i.e. Teams typically
outperform individuals.
TEAM PERFORMANCE MANAGEMENT
 Layer of complexity
 Guiding principles:-
 Focus on task or requirements of organization

 Designed well and organizational framework
supports team performance.
 Performance focuses on team process.
CLASSIFICATION OF
TEAMS
 Complexity of task
Routine Non-routine
Tasks are well defined Tasks are not defined well
Outcomes are easily Outcomes are usually very

assessed long and difficult to assess
CONT..
 Membership configuration
 It includes:
 Static and dynamic i.e. how long the team is expected to

work and stability of its membership.
TYPES OF TEAM & IMPLICATIONS
PERFORMANCE MANAGEMENT
 Work or Service Team: Engaged in routine tasks and static.
For example: Group of people (Team) working in assembly
line manufacturing a car.
 Performance management by Peer Rating.
 Project Teams: Assembled for a specific purpose and
disband as soon as specific tasks are completed. For
example: film production Team
 Performance management Periodically as team works on the
project.
 Network Teams: Members are geographically dispersed and
stay in touch via telecommunication technology. For
example: Google teams
 Performance management emphasizes on Future.
Types of team based on Membership
and Task complexity
Dynamic
Network Team
Configuration
Membership
Project Team
Static Work or Service Team
Routine Non-Routine
Task Complexity
PURPOSE & CHALLENGES OF TEAM
PERFORMANCE MANAGEMENT
 How do we assess relative individual contribution?
 How do we balance individual and team performance?
 How do we identify individual and team measures of

performance?
TEAM PERFORMANCE IN THE
PERFORMANCE MANAGEMENT SYSTEM
 Six basic principles:
 Make sure your team is really a team
 Make investment to measure
 Define measurement goals clearly
 Use a multi-method approach to measurement
 Focus on process as well as outcomes
 Measure long-term changes
SIX BASIC COMPONENTS OF PERFORMANCE
MANAGEMENT PROCESS
 Prerequisites
 Performance Planning
 Performance Execution
 Performance Assessment
 Performance Review
 Performance Renewal & Recontracting
PREREQUISITES
 involves two prerequisites
 First,
need to have good knowledge if the organization’s
mission
 Second,
need to have good knowledge of the job in question
(KSAs)
KSAS HELPFUL TO TEAM
PERFORMANCE
 Communication
 Decision Making
 Collaboration
 Team Leadership
 Self-control
PERFORMANCE PLANNING
 includes the consideration of results and behavior
 Result must include
 Key team accountabilities
 Specific objectives for each accountabilities
 Performance standards
 Behavior needs must include
 Competencies
 involves the creation of a developmental plan
 Developmental plan includes
 Description of areas that need improving and goals to be
achieved in each area.
PERFORMANCE EXECUTION
 Autonomous teams are solely responsible
 When a team has a supervisor…
 Need to be committed to goal achievement
 Should take proactive role in seeking feedback
 Teams have to communicate openly and regularly with its

supervisor
 Teams members are being prepared for the performance
review---peer appraisals
 Team have solid information regarding their performance
CONT:
 Supervisor responsibilities;
- observing and documentation
- updating the team on any changes in the goals of the
organization
- providing resources
- reinforcement
PERFORMANCE ASSESSMENT
 Evaluate one another’s performance as well as overall team performance
 Peer evaluations are key component because it lead to
- higher levels of workload sharing

- cooperation
- performance
- team coordination
- improve feedback
- recognition of errors
- most valuable performer
 Members of other teams can also evaluate if they have firsthand experience
 Self-appraisals provide important information

CONT:
 Three types of performance need to be assessed:
1. individual performance or task performance
2. Individual performance or contextual performance
3. Team performance as a whole
 Includes both task and contextual performance ( me &
we)
CONT:
 Team as a whole measured by using four performance
dimensions:
1. Effectiveness: include measures of quality, quantity, cost, and
time.
2. Efficiency: include measures of communication, coordination,
collaboration and decision making.
3. Learning & Growth: include innovation, documented learning,
best practices and process improvements.
4. Team member satisfaction: include team members perceptions
PERFORMANCE REVIEW
 Take place when team members meet with the supervisor
or manager to discuss how they have been working.
 Two meetings are needed;
- First, the supervisor meets with all members of the

team together
- Second, the supervisor meets each team member
individually
CONT:
 Both meetings emphasize
 the past- performance during review period
 the present- any changes in compensation depending
on results obtained
 the future- about goals and development plans will be
expected to achieve
PERFORMANCE RENEWAL AND
RECONTRACTING
 Uses information gathered during the review period to
make adjustments as needed. E.g: new key
accountabilities and competencies, some goals adjusted
adjustment.
REWARDING TEAM PERFORMANCE
 If the performance management system includes the
measurement of individual`s contribution to team
performance ,it also need the reward these types of
performance i.e. The allocation of reward in the system
including a team component are the same as those for the
individuals.

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MANAGING TEAM

 Focus on task or requirements of organization

Tasks are well defined Tasks are not defined well

Outcomes are easily Outcomes are usually very

 Static and dynamic i.e. how long the team is expected to

Static Work or Service Team

 How do we identify individual and team measures of

 Need to be committed to goal achievement

 Should take proactive role in seeking feedback

 Teams have to communicate openly and regularly with its

- higher levels of workload sharing

 Self-appraisals provide important information

- First, the supervisor meets with all members of the

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