Team building

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Team building

  1. 1. TEAMS AND GROUPS
  2. 2. AREAS COVERD Theories of Groups and Teams Stages of Group development Informal Group Dynamics Group Needs Teams in Modern Work Place Leader’s Responsibility Teams in the Military
  3. 3. THEORATICAL FRAMEWORKS GROUP DYNAMICS Kurt Leving – 1890 – 1947 STAGES OF GROUP DEVELOPMENT Bruce W. Tuckman TASK & GROUP MAINTENANCE FUNCIONS Kenneth D. Benne & Paul Sheats – 1948 GROUP NEEDS John Adair
  4. 4. • FORMING • STORMING • NORMING • PERFORMING •ADJOURNING
  5. 5. FORMING Desire to be accepted by others Avoid conflict or controversy Serious issues and feelings are avoided Get busy with team routines such as team organization Gather information and impressions about each other And about the scope of the task and how to approach it Comfortable stage to be in
  6. 6. STORMING • As important issues are addressed minor confrontations occur • These may relate to the work, roles and responsibilities • Some will consider it is good to attend to the real issues • Others will wish to remain in the comfort of stage 1 • In most organizations the conflict will be suppressed • However, it will remain below the surface
  7. 7. NORMING “Rules of Engagement” of the group get established Scope of the groups tasks are clear and agreed Individuals understand each other better They feel part of a cohesive group Will resist any outside pressure to break up the group
  8. 8. PERFORMING Characterized by a state of interdependence and flexibility Trust and understanding with each other is high Roles and responsibilities change according to the requirement in a seamless way Group identity , morale and loyalty are high All energy directed towards the task in hand
  9. 9. ADJOURNING Task completion and disengagement Individuals feel pride for what they achieved Members also feel a sense of loss
  10. 10. INFORMAL GROUP DYNAMICS  Informal Groups form because people have needs that extend beyond the work itself Informal groups develop to fill certain emotional, social, and psychological needs.
  11. 11. NEEDS MET BY INFORMAL GROUPS Sense of belonging Identity and self esteem Stress reduction All for one and one for all
  12. 12. GROUP TASK ROLES Initiator Information seeker Opinion seeker’ Information giver Opinion giver Elaborator Co-coordinator Orienter Evaluator-critic Energiser
  13. 13. Procedural Technician Recorder
  14. 14. GROUP BUILDING & MAINTENANCE ROLES Encourager Harmoniser Compromiser Gatekeeper- expediter Standard setter Group observer – commentator Follower
  15. 15. INDIVIDUAL ROLES • Aggressor • Blocker • Recognition seeker • Self-confessor • Playboy • Dominator • Help-seeker • Special interest pleader
  16. 16. GROUP NEEDS
  17. 17. TASK NEEDS Need to accomplish something Uncompleted task – tension in the team Urge to complete the task
  18. 18. GROUP NEEDS Need to develop & maintain working relationships Also called Maintenance Needs Refers primary to people How they relate to each other Maintenance is frequently neglected
  19. 19. INDIVIDUAL NEEDS People bring individual need into groups People join groups not only to do a task But also to satisfy their individual needs Maslow's hierarchy of needs Group tend to be effective when these needs are met along with the Group Task & Maintenance Needs
  20. 20. POINTS TO PONDER Always bear in mind the 3 circles model It is a sketch map of working group life When a group bogs down look for a needed but a missing function Then perform it or get some one else to perform it Through training y you can learn to perform skillfully a wide variety of useful member functions
  21. 21. TEAMS IN MODERN WORK PLACE Teams are becoming increasingly popular. Prevalence and type of teams among Fortune 1000 companies are : PROJECT TEAMS Diverse set of employees working together for a specific period PARALLEL TEAMS Problem solving or quality teams working parallel to the regular organization PERMANENT WORK TEAMS Self contained work units responsible for manufacturing or services
  22. 22. CROSS FUNCTIONAL TEAMS Teams made up of individuals from various departments or functional specialties 5 STEPS for success of CFTs Choose members carefully Clear purpose for establishing All members understand the working of CFT Intensive team building up front Achieve noticeable results
  23. 23. VIRTUAL TEAMS Use advanced information technology Knowledge based tasks performed from remote locations Key for effective use: SYNCHRONOUS TECHNOLOGIES Effective due to being : Flexible Driven by information and skills rather than time and location
  24. 24. SELF MANAGED TEAMS Empowered to hire , organize , and purchase equipment without management direct approval Increased: Job satisfaction Customer service Team commitment Research indicates greater productivity
  25. 25. LEADERS CORE RESPONSIBILITY
  26. 26. TEAM WORK IN THE MILITARY
  27. 27. OPERATION WADAMARACHCHI
  28. 28. QUALITIES OF A MILITARY TEAM Courage Training Leadership Tactics, techniques and procedures (SOPs) Enjoy what you do Selflessness Ultimate sacrifice
  29. 29. THANK YOU

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