Team building

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  • 1. Team Building and Team Work Prepared by Michael K. McCuddy Valparaiso University
  • 2. Teamwork and High Performance Teams
    • Study questions.
      • What is a high performance team …and what is teamwork ?
      • What is team building?
      • What can be done to improve team processes?
      • How do teams contribute to the high performance workplace?
  • 3. What is a high performance team …and what is teamwork ?
    • A team is a small group of people with complementary skills, who work actively together to achieve a common purpose for which they hold themselves collectively accountable.
    • Teams are one of the major forces behind revolutionary changes in contemporary organizations.
  • 4. What is a high performance team …and what is teamwork ?
    • Types of teams.
      • Teams that recommend things.
        • Established to study specific problems and recommend solutions to them.
      • Teams that run things.
        • Have formal responsibility for leading other groups.
      • Teams that make or do things.
        • Functional groups that perform ongoing tasks.
  • 5. What is a high performance team …and what is teamwork ?
    • The nature of teamwork.
      • Team members actively work together in such a way that all of their respective skills are utilized to achieve a common purpose.
      • Teamwork is the central foundation of any high performance team.
  • 6. What is a high performance team …and what is teamwork ?
    • Characteristics of high performance teams.
      • High performance teams:
        • Have strong core values.
        • Turn a general sense of purpose into specific performance objectives.
        • Have the right mix of skills.
        • Possess creativity.
  • 7. What is a high performance team …and what is teamwork ?
    • Diversity and team performance.
      • To create and maintain high performance teams, the elements of group effectiveness (Chapter 9) must be addressed and successfully managed.
      • Diverse teams:
        • Improve problem solving and increase creativity.
        • May struggle in the short term.
        • Have strong long-term performance potential.
  • 8. What is team building?
    • Team members and leaders must work hard to achieve teamwork.
    • Team building helps in achieving teamwork.
    • Team building.
      • A sequence of planned activities designed to gather and analyze data on the functioning of a group and to initiate changes designed to improve teamwork and increase group effectiveness.
  • 9. What is team building?
    • How team building works.
      • Five step process.
        • Problem or opportunity in team effectiveness.
        • Data gathering and analysis.
        • Planning for team improvements.
        • Actions to improve team functioning.
        • Evaluation of results.
  • 10. What is team building?
    • Approaches to team building.
      • Formal retreat approach.
        • Team building occurs during an offsite retreat.
      • Continuous improvement approach.
        • The manager, team leader, or members take responsibility for ongoing team building.
      • Outdoor experience approach.
        • Members engage in physically challenging situations that require teamwork.
  • 11. What can be done to improve team processes?
    • Increased emphasis on teams and teamwork:
      • Presents challenges to people accustomed to more traditional ways of working.
      • Creates complications due to multiple and shifting memberships.
      • Requires team leaders and members to deal positively with group dynamics issues.
      • Requires ongoing team building.
  • 12. What can be done to improve team processes?
    • New member problems.
      • New members are concerned about issues of:
        • Participation.
        • Goals.
        • Control.
        • Relationships.
  • 13. What can be done to improve team processes?
    • New member problems — cont .
      • Behavior profiles of coping with individual entry problems.
        • Tough battler.
        • Friendly helper.
        • Objective thinker.
  • 14. What can be done to improve team processes?
    • Behavior profiles for coping.
      • Tough battler.
        • Is frustrated by a lack of identity in the new group.
        • May act aggressively or reject authority.
        • Seeks to determine his or her role in the group.
  • 15. What can be done to improve team processes?
    • Behavior profiles for coping — cont .
      • Friendly helper.
        • Is insecure, suffering uncertainties of intimacy and control.
        • May show extraordinary support for others, behave in a dependent way, and seek alliances.
        • Needs to know whether she or he will be liked.
  • 16. What can be done to improve team processes?
    • Behavior profiles for coping — cont .
      • Objective thinker.
        • Is anxious about how personal needs will be met.
        • Acts in a passive, reflective, and even single-minded manner.
        • Concerned with fit between individual and group goals.
  • 17. What can be done to improve team processes?
    • Task and maintenance leadership.
      • High performance teams require distributed leadership.
        • The team leader and team members share in the responsibility of meeting task needs and maintenance needs.
  • 18. What can be done to improve team processes?
    • Task activities.
      • The various things members do that contribute directly to the performance of important group tasks.
      • Task activities include:
        • Initiating discussion.
        • Sharing information.
        • Asking information of others.
        • Clarifying what has been said.
        • Summarizing the status of a deliberation.
  • 19. What can be done to improve team processes?
    • Maintenance activities.
      • Support the group’s social and interpersonal relationships.
      • Maintenance activities include:
        • Encouraging the participation of others.
        • Trying to harmonize differences of opinion.
        • Praising the contributions of others.
        • Agreeing to go along with a popular course of action.
  • 20. What can be done to improve team processes?
    • Groups members should avoid the following disruptive behaviors:
      • Being overly aggressive toward other members.
      • Withdrawing and refusing to cooperate with others.
      • Horsing around when there is work to be done.
      • Using the group as a forum for self-confession.
      • Talking too much about irrelevant matters.
      • Trying to compete for attention and recognition.
  • 21. What can be done to improve team processes?
    • Roles and role dynamics.
      • A role is a set of expectations associated with a job or position on a team.
      • Performance problems occur when roles are unclear or conflictive.
  • 22. What can be done to improve team processes?
    • Roles and role dynamics — cont .
      • Role ambiguity — o ccurs when a person is uncertain about his/her role.
      • Role overload — o ccurs when too much is expected and the person feels overwhelmed with work.
      • Role underload — o ccurs when too little is expected and the person feels underutilized.
  • 23. What can be done to improve team processes?
    • Roles and role dynamics — cont .
      • Role conflict — occurs when a person is unable to meet the expectations of others.
      • Forms of role conflict.
        • Intrasender role conflict.
        • Intersender role conflict.
        • Person-role conflict.
        • Interrole conflict.
  • 24. What can be done to improve team processes?
    • Norms:
      • Represent beliefs about how group or team members are expected to behave.
      • Are rules or standards of conduct.
      • Clarify role expectations.
      • Help members to structure their behavior
      • Help members to gain a common sense of direction.
      • Help to reinforce group or team culture.
  • 25. What can be done to improve team processes?
    • Key norms that can have positive or negative implications.
      • Performance norms.
      • Organizational and personal pride norms.
      • High-achievement norms.
      • Support and helpfulness norms.
      • Improvement and change norms.
  • 26. What can be done to improve team processes?
    • Team cohesiveness.
      • The degree to which members are attached to and motivated to remain a part of the team.
  • 27. What can be done to improve team processes?
    • Members of highly cohesive groups:
      • Value their membership.
      • Try to maintain positive relationships with other members.
      • Are energetic when working on team activities.
      • Are not prone to absenteeism or turnover.
      • Are genuinely concerned about team performance.
      • Tend to satisfy a broad range of individual needs.
  • 28. What can be done to improve team processes?
    • High team cohesiveness occurs when:
      • Members are similar in age, attitudes, needs, and backgrounds.
      • Group size is small.
      • Members respect each others’ competencies.
      • Members agree on common goals.
      • Members work on interdependent tasks.
      • Groups are physically isolated from others.
      • Groups experience performance success or crisis.
  • 29. What can be done to improve team processes?
    • Rule of conformity in group dynamics.
      • The more cohesive the group, the greater the conformity of members to group norms.
      • Positive performance norms in a highly cohesive group have a positive effect on task performance.
      • Negative performance norms in a highly cohesive group have a negative effect on task performance.
  • 30. What can be done to improve team processes?
    • Cohesiveness can be increased or decreased by making changes in:
      • Group goals.
      • Membership composition.
      • Member interactions.
      • Group size.
      • Competition within and between teams.
      • Rewards.
      • Location.
      • Duration.
  • 31. How do teams contribute to the high performance workplace?
    • Problem-solving teams.
      • Employee involvements teams include a wide variety of teams whose members meet regularly to collectively examine important workplace issues.
      • Quality circle.
        • A special type of employee involvement team.
        • Team meets periodically to address problems relating to quality, productivity, or cost.
  • 32. How do teams contribute to the high performance workplace?
    • Cross-functional teams.
      • Consist of members representing different functional departments or work units.
      • Used to overcome functional silos problem.
      • Used to solve problems with a positive combination of functional expertise and integrative systems thinking.
  • 33. How do teams contribute to the high performance workplace?
    • Virtual teams.
      • Members meet at least part of the time electronically and with computer support.
      • Groupware facilitates virtual meetings and group decision making.
  • 34. How do teams contribute to the high performance workplace?
    • Key advantages of virtual teams.
      • Brings cost effectiveness and speed to teamwork.
      • Brings computer power to information processing and decision making.
    • Key disadvantage of virtual teams.
      • Direct personal contact among members suffers.
  • 35. How do teams contribute to the high performance workplace?
    • Self-managing teams.
      • Small groups are empowered to make the decisions needed to manage themselves on a daily basis.
      • Teams make decisions on:
        • Scheduling work.
        • Allocating tasks.
        • Training in job skills.
        • Evaluating performance.
        • Selecting new team members.
        • Controlling quality of work.
  • 36. How do teams contribute to the high performance workplace?
    • How self-managing teams work.
      • Are permanent and formal elements of the organizational structure.
      • Team members assume duties otherwise performed by the manager or first-line supervisor.
      • The team should include between 5 and 15 members.
      • Members rely on multiskilling.
  • 37. How do teams contribute to the high performance workplace?
    • Benefits of self-managing teams.
      • Productivity and quality improvements.
      • Production flexibility.
      • Faster response to technological change.
      • Reduced absenteeism and turnover.
      • Improved work attitudes.
      • Improved quality of work life.
  • 38. How do teams contribute to the high performance workplace?
    • Operational difficulties for self-managing teams.
      • Impact on supervisors and others accustomed to a more traditional way of working.
      • Self-managing teams are not appropriate for all organizations.
  • 39. THANK YOU
    • www.powerpoint4u.blogspot.com
    • www.bookfiesta4u.blogspot.com