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Development Team Paper Coordinator Principal Investigator Dr Paper No : 06 Management of Libraries and Information Principal Investigator Director & Dr. Jagdish Arora, CentresSubject Coordinator and Knowledge Centres INFLIBNET Centre, Gandhinagar Module : 23 Team Management in library and information centre Development Team Paper Coordinator Principal Investigator Dr. Jagdish Arora, Director & Content Writer INFLIBNET Centre, Gandhinagar Subject Coordinator Content Reviewer Prof Dinesh K Gupta Paper Coordinator Professor, V M Open University Dr Kshema Prakash Content Writer Deputy Librarian, IIT Jodhpur Prof Dinesh K Gupta Content Reviewer Associate Professor, V M Open University, Kota Content Reviewer MODULE 23 TEAM MANAGEMENT IN LIBRARY & INFORMATION CENTRES I. Objectives The objectives of the unit/module are to: - Elaborate the concept of a team; - Describe the procedure of what and how to build a team; - Discuss the concept of team management in general and role of a leader in team management; - Explain about the teams and their management in libraries; and utilization, merits and demerits of teams II. Learning Outcomes After going through this unit/module, you will learn the concept and importance of a team, team building process, team management in general and role of a leader in team management, teams and team management in libraries; and advantages and disadvantages of team and team management. III. Structure 1. Introduction 2. Team and team management 2.1. Definition of “team” 2.2. Features of “team” 2.3. Team management 3. Team building and management 3.1. Important points to be considered while building a team 3.2. Types of team players 3.3. Types of teams 3.4. The essentials of team building and team management 4. Role of a team leader 5. Application of team management in library & information centres 6. Advantages and disadvantages of teams 7. Summary 8. References 1. Introduction Managers are required in all the activities of organizations: budgeting, designing, selling, creating, financing, accounting, and artistic presentation. Larger the size of an organization, more the number of managers needed. Everyone employed in an organization is affected by management principles, processes, policies, and practices as they are either a manager or a subordinate to a manager, and usually they are both. Teams refer to 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 typically involves setting team priorities and performance objectives, reviewing performance and methods employed, and spearheading the team's decision making process. We all have to work with people. These may be loosely known as a team, department, squad, crew—even a posse. The mistake a lot of managers make is to think they are managing people. They think that people are their tools. Make the people successful and you have the successful manager—or so the theory goes. So what is a team and how does it operate? If we are going to be successful managers, we have to know the answers to these questions. In view of the above, in this module, we will introduce you to the concept of team management, need for team management in libraries and information organizations and benefits of team management. 2. Te am and Team Management There are some tasks which cannot be done alone. Individuals need to come together to discuss work related activities and other things among themselves and work together towards the realization of common goals. The individuals forming a team should ideally think more or less on the same lines and should have similar interests and objective. People with absolutely different tastes cannot form a team. Their goals have to be the same. Every team is formed to achieve a predefined goal and it is the responsibility of each and every member to contribute his/her level best and accomplish the assigned task within the stipulated time frame. The team members must complement each other and come to each other’s help whenever required. Individual performances do not matter much in a team and every individual should strive hard and work in unison. 2.1 Definition of “Team” Page 2 of 18 According to Susan M. Heathfield “a team is any group of people organized to work together interdependently and cooperatively to meet the needs of their customers by accomplishing a purpose and goals”. A team can also be defined as “a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable” – Katzenback & Smith. 2.2 Features of “Team” - A team is a permanent task force or committee, - Teams are meant especially for conducting tasks that are high in complexity, and - Teams normally have members with complementary skills and generate synergy through a coordinated effort. 2.3 Team Management Team management refers to the techniques, processes and tools for organizing and coordinating a group of individuals working towards a common objective. Team members need to learn how to help one another; help other team members realize their true potential and create an environment that allows everyone to go beyond their limitations. Team management typically involves setting team priorities and performance objectives, reviewing performance and methods employed and spearheading the teams’ decision making process. A team thus is not just a collection of people but is an organization with its own dynamics, qualities, and conventions. And team management refers to techniques, processes and tools for organizing and coordinating a group of individuals working towards a common goal, i.e., team. 3. Team Building and Management As aforesaid, a team is a group of people working towards a common goal. Team Building is the process of enabling that group of people to reach their goal. Decision to build a team requires cautious analysis to study the level of complexity, interdependence and objectives of the tasks. Team Building is an ongoing process. Apart from identifying and roping in the potential team members, the stages involved in team building also include classifying the goal, identifying the inhibiters and removing them. Team building will lead to good communication with participants as team members and individuals. A team relies heavily on collective work products, while single leader units depend heavily on individual work products. Page 3 of 18 3.1 Important points to be considered while building a team - The team has to set goals and objectives as to why it has been set up; - Define roles and identify right team members; - Once an idea is finalised what to achieve with team, identify the roles need to fill and types of people for those roles; - Ensure space for functioning, budget, hardware and software needs and other resources needed; - Formulate guidelines to work smoothly; and - Define the method of members working in a team. The value base of a team lies in interpersonal trust, concern for addressing issues and problems. The team members not only share expectations for accomplishing group tasks, but trust and support one another. Teams require various resources and supporting conditions in order to be effective. Unless and until the top management is committed to making teams effective, these resources may not be forthcoming when needed. A team is motivated primarily by its purpose for performance and depends heavily on collective work products. There are many stages to build a team. In each of these stages, basic orientations are to be induced to members. They are: a) Orientation to goal and tasks, and b) orientation to people and relationships. The first stage is building awareness and forming the group. The members are appraised of the desired goals, tasks to be performed by individual member, the interconnectedness of tasks to the achievement of the goals. The desired relationship-orientation lies in one’s preference to be a member of the team, acceptance of the team members, the resolving of dependencies, and creating cohesiveness to achieving goals. The second stage is one of facing problems, conflicts and facing the realities. Intrapersonal task conflicts may be resolved by task and role clarification and by building confidence in one’s abilities through the necessary socio-emotional support viz., training, counselling, etc. Interpersonal conflicts can be resolved by streamlining and focussing on the positive side of the conflicts. Openness, sharing of each other’s concerns, improving one’s listening and communication skills will enhance the relationship-orientation. At this stage dealing with the feelings of people effectively becomes important to achieve clarity of purpose and overcoming other problems. The third stage is cooperation. Cooperation can be made possible when individuals are clearer about their respective roles and understand different ways of achieving Page 4 of 18 the group goal. Relationships are managed by mutual trust, openness in communication and cooperative behaviour. The relationship-orientation is interpersonal trust, a feeling of belongingness and collaboration to the group. The fourth and the last stage is concentrated on goal achievement. This stage is related with generation of ideas, decision making and problem solving. Short-term and long-term goals are to be earmarked. The task-orientation is decision making, goal attainment and change implementation. The relationship orientation is focussed in the direction of having a high morale. Reaching short-term goals adds to the individual and the group’s trust in the commitment to further accomplishments and sense of pride and responsibility. This stage is related to performance and result orientation. After the successful implementation of goals, the group may review its performance which could be a good feedback for future. In team building a leader needs to exhibit greater transactional skills in the initial stages till the team-building outcomes such as awareness, clarification, belongingness and acceptance. Later, as the team matures, the leader needs to exhibit greater transformational skills to bring about team-building outcomes such as achievement of set goals and objectives, pride and satisfaction.
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