Building high performance teame module (03) team management
Upcoming SlideShare
Loading in...5
×
 

Building high performance teame module (03) team management

on

  • 651 views

 

Statistics

Views

Total Views
651
Views on SlideShare
651
Embed Views
0

Actions

Likes
0
Downloads
43
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Building high performance teame module (03) team management Building high performance teame module (03) team management Presentation Transcript

  • Building High Performance Team Module (03) TEAM MANAGEMENT
  • Module (03) Team Management 3.1 Establishing Team Rules 3.2 SWOT Analysis 3.3 Importance of 3 C’s 3.4 Trust, Commitment & Loyalty 3.5 Introduce Change 3.6 Team Expectation
  • 3.1 Establishing Team Rules: If not all team members participate in the team-building process, it may not be effective. Setting rules at the beginning of the process ensures that all team members know what is expected of them. Guidelines guide team members on how to interact to ensure the process is successful. If the team-building process will take place over a series of sessions, require that team members attend all sessions. Require that all team members show respect toward one another during team-building sessions and define what it means to show respect.
  • A consensus on behavioral norms and team processes increases a team’s ability to stay focused on objectives. This helps teams develop and agree on rules and procedures that will help the team function efficiently and productively.  Avoid or resolve Conflict among team members.  Establish norms of Behavior of the TEAM.  Encourage Listening and Brainstorming.  Achieve consensus on Work Processes and Flow Control.  Lay the foundation for Self-management and Facilitation.
  • 3.2 SWOT Analysis : Strength Opportunity Weakness Threats
  • Planning Tool used to understand Strengths, Weaknesses, Opportunities, & Threats involved in Strengths any Organization to utlize their abilities. Oppurtunity SWOT Analysis Technique that enables a Team / Individual to move from Everyday Problems / Traditional Strategies to a Fresh Perspective. Threats Weakness
  • How to conduct SWOT Analysis? 7. Carry your findings forward - Make sure that the SWOT analysis is used in subsequent planning. Revisit your findings at suitable time intervals. 6. Evaluate listed ideas against Objectives With the lists compiled, sort and group facts and ideas in relation to the objectives. 5. List Strengths, Weaknesses, Opportunities, & threats 4. Create a workshop environment Encourage an atmosphere conducive to the free flow of information. 2. Select contributors Expert opinion may be required for SWOT 3. Allocate research & information gathering tasks Background preparation can be carried out in two stages – Exploratory and Detailed. Information on Strengths & Weaknesses should focus on the internal factors & information on Opportunities & Threats should focus on the external factors. 1. Establish the Objectives - Purpose of conducting a SWOT may be wide / narrow, general / specific.
  • 3.3 Importance of 3 C’s: You know the importance of getting along with you and your workers and making sure they get along with each other as a TEAM. You are doing your best to maintain Good and Strong Relations with your boss, Subordinates and Colleagues. Important as these Human Relations Jobs are, there is one more that is every bit as important and never work without it.
  •  Communication: – Exchange of Information among Organizations – Better understanding of each Other.  Coordination: – Working together to achieve a Goal (Efficiently) – Decreases Overlap, Redundancy, and/or Separation  Cooperation: – Work side-by-side with the group (be a “Team Player”) – To make a contribution, either money or time and effort
  • 3.4 Trust, Commitment & Loyalty: The value of building Team Trust, Commitment, and Loyalty can't be overestimated. Reduced turnover costs are one benefit, but the ongoing benefit of retaining reliable, experienced employees on your team is invaluable. Management experts concede that success in building team trust, commitment, and loyalty has eroded due to corporate restructuring, mergers and acquisitions, and the increasing pace of change. The research shows that trust is such a basic requirement that without it a company's other benefits and programs will not significantly raise employee commitment.
  • Common Organizational Trust Based Practices:  Effectiveness & Productivity  Improvement and Change  Culture and Moral  Employee Retention/Turnover  Down Time of Equipments  Customer Satisfaction  Reliability Improved
  • 3.5 Introduce Change Any change even a minor one, is almost certain to have opposition, and when you make a change in area layout or work procedures there's bound to be resistance because people usually agree . The most important rule in introducing any kind of change is to discuss it with those affected as early as possible.
  • Self-Interest Cultures that Value Tradition Lack of Trust Different Perspectives and Goals Uncertainty Resistance to Change
  • Four W’s and an H:  If you merely confirm that new equipment is coming, you do nothing to reduce employees' anxiety and confusion.  Before you make an announcement of this type, be sure you know enough about it to answer the likely immediate questions.  Here are five things you should be prepared to tell your employees:
  •  What the change is ………….?  Why it is being made ………?  Who will be affected ………?  When it will go into effect ………….?  How it will be implemented ……….?
  • 3.6 Team Expectation Leaders then can’t rely exclusively on pressure, rules, and punishments to inspire a coordinated work team. Rather they must become principled leaders who set performance expectations that allow the team to take responsibility for achieving success. Below are five expectation guidelines to channel the relationship between the team leader and team members:
  • 1. Expect Team Members to be Contributors: This means that the leader will have to nurture a team environment that builds the confidence and trust levels of team members. Team members must believe that they can express diverse opinions without reprisal; that they can make mistakes without feeling diminished; and that they will be valued for their achievements.
  • 2. Expect team members to communicate with One Another: Team members must first learn that open communication is valued and then they must be given a forum for constructive communication. They need to understand that they must take the responsibility to communicate to get things done, improve procedures, work out issues, and deal with changing conditions.
  • 3. Expect team members to Cooperate: Leaders must help employees appreciate what a team is and what it can achieve when it works. Team members need to realize that coordinated work is more productive than a string of individual actions. Leaders should help team members generate working agreements amongst themselves.
  • 4. Expect team members to Problem Solving: Team members must learn that they are active players who focus on getting things done correctly and efficiently. This means that leaders must help the team articulate issues; stay focused on the problem, not personalities; and find a common language to deal with change.
  • 5. Expect team members to be Learners: Leaders need to create a work culture where Team Members share expertise, train new hires, cross train, and, ultimately, understand that continuous learning is an organizational value.
  • Keep in mind that the development of an Effective Team Required a Positive Attitude and Commitment toward TEAMWORK, coupled with an understanding of what teamwork involves. Secondly, it requires practicing teamwork skills to achieve their goals and add values to their Organization.