Team building & management

TEAM BUILDING &
MANAGEMENT.
MADE BY: ABDALLAH ELFADALY.
DATE: 8/9/2017.
FOR: MEES.
TOT
ENG: ABDALLAH ELFADALY VICE HEAD HC MEES

AGENDA:
1. TEAM & GROUPS.
2. The Difference.
3. Types.
4. The Building Process.
5. The Team Stages.
6. Mind Manipulation.

• GATHERING A GROUP OR A TEAM?

“TEAM OR GROUP”
A GROUP: is two or more
individuals who share common
interests or characteristics and
whose members identify with each
other due to similar traits.
A TEAM: a group works
together toward a common goal
and share responsibility for the
team's success.

 Groups differ from Teams in five ways:
1.Task orientation.
2.Degree of interdependence.
3.Purpose.
4.Degree of formal structure.
5.Familiarity among members.

1. Task Orientation.
Teams:
require coordination of tasks and activities to
achieve a shared aim.
Groups:
do not need to focus on specific outcomes or a
common purpose

2. Degree of interdependence.
Teams:
Team members are interdependent since they
bring to bear a set of resources to produce a
common outcome.
Groups:
Individuals in a group can be entirely
disconnected from one another and not rely on
fellow members at all.

3. Purpose.
Teams:
Are formed for a particular reason and can be
short- or long-lived.
Groups:
Can exist as a matter of fact; for example, a
group can be comprised of people of the same
race or ethnic background.

4.Degree of formal structure.
Teams:
Team members' individual roles and duties are
specified and their ways of working together
are defined.
Groups:
Groups are generally much more informal; roles
do not need to be assigned and norms of
behavior do not need to develop.

5.Familiarity among members.
Teams:
Team members are aware of the set of people
they collaborate with, since they interact to
complete tasks and activities.
Groups:
Members of a group may have personal
relationships or they may have little knowledge
of each other and no interactions whatsoever

Team is a mature group.

TEAMS & FORMAL GROUPS.
Team
1. Total commitment to common goals.
2. Accountable to team members.
3. Skill levels are often complementary.
4. Performance evaluated by members as
well as leaders.
5. Culture based on collaboration.
6. Performance can be greater than the sum
of members.
7. Success defined by the MEMBERS.
Formal Work Group
1. Works on common goals.
2. Accountable to manager.
3. Skill levels are often random.
4. Performance evaluated by manager.
5. Culture of change and conflict.
6. Performance can be positive, neutral, or
negative.
7. Success defined by the MANAGER.

TEAM FORMEL GROUP

TYPES OF GROUPS:
FORMAL
1. COMMAND GROUPS.
2. TASK GROUPS.
3. FUNCTIONAL GROUPS.
INFORMEL
1. INTEREST GROUPS.
2. FRIENDSHIP GROUPS.
3. REFERENCE GROUPS.

FORMAL-1.3- COMMAND GROUP.
Command groups:
are specified by the organizational
chart and often consist of a
supervisor and the subordinates
that report to that supervisor. An
example of a command group is
Project manager and Heads of
Committees (the board).

FORMAL-2.3- TASK GROUPS.
Task groups:
consist of people who work
together to achieve a common
task. Members are brought
together to accomplish a narrow
range of goals within a specified
time period. Task groups are also
commonly referred to as task
forces.

FORMAL-3.3- FUNCTIONAL GROUP.
A functional group:
is created by the organization to
accomplish specific goals within
an unspecified time frame.
Functional groups remain in
existence after achievement of
current goals and objectives.

INFORMAL-1.3- INTEREST GROUPS.
Interest groups:
usually continue over time and
may last longer than general
informal groups. Members of
interest groups may not be part of
the same organizational
department but they are bound
together by some other common
interest.

INFORMAL-2.3-FRIENDSHIP GROUP.
Friendship groups:
are formed by members who
enjoy similar social activities,
political beliefs, religious
values, or other common
bonds.

INFORMAL-3.3- REFRENCE GROUP.
A reference group:
is a type of group that people use to
evaluate themselves. the main
purposes of reference groups are
social validation and social
comparison. Social validation allows
individuals to justify their attitudes
and values while social comparison
helps individuals evaluate their own
actions by comparing themselves to
other.

TYPES OF TEAMS
1. Permanent teams.
2. Temporary teams.
3. Virtual teams.
4. Realistic / Actual.

TEAM BUILDING

THE BASIS

THE SELECTION
1.Attitude.
2.Commitment.
3.Team player.
4.Skills.
5.Homogeneity

HOMOGENEITY
•Members of a homogeneous group share a
number of characteristics
•Members of a heterogeneous group have few
or no similar characteristics
•All else being equal, homogeneous groups are
the most likely to be cohesive
•However, heterogeneous groups can
outperform homogeneous ones because they
have a richer variety of knowledge and
experience

The ROLES
The expected:
role is the set of behaviors that a person
in a position is expected to enact.
The perceived role:
is the set of behaviors that a person in a
position believes he or she should enact.
The enacted role:
is the behavior that a person is actually
carries out.

THE STAGES OF TEAM BUILDING.
1. FORMING.
2. NORMING.
3. STORMING.
4. PERFORMING.
5. ADJOURING.

THE INTRODUCTION:
Members first get together during
this stage. Individually, they are
considering questions like
, “What am I here for?”, “Who else is
here?” and “Who am I comfortable
with?” It is important for members
to get involved with each other,
including introducing themselves to
each other.

CONFLICT
In this stage, the group is likely to
see the highest level of
disagreement and conflict.
Members often challenge group
goals and struggle for power.
Individuals often vie for the
leadership position during this
stage of development. This can be
a positive experience for all
groups if members can achieve
cohesiveness through resolution.

SHARING
This stage is characterized by the
recognition of individual differences
and shared expectations. Hopefully,
at this stage the group members will
begin to develop a feeling of group
cohesion and identity. Cooperative
effort should begin to yield results.
Responsibilities are divided among
members and the group decides how
it will evaluate progress.

1-SET.
a- SMART goal.
b- SMART objectives.
(specific-Measurable-Achievable-Relevant -Time-bound).
2- IDENTIFY.
3- DEFINE.

WORK
occurs when the group has matured
and attains a feeling of cohesiveness.
During this stage of development,
individuals accept one another and
conflict is resolved through group
discussion. Members of the group
make decisions through a rational
process that is focused on relevant
goals rather than emotional issues.

5- ADJOURING.
DONE
Not all groups experience this stage
of development because it is
characterized by the disbandment
of the group. Some groups are
relatively permanent . Reasons that
groups disband vary, with common
reasons being the accomplishment
of the task or individuals deciding
to go their own ways. Members of
the group often experience feelings
of closure and sadness as they
prepare to leave.

Mind Manipulation.

MILTON ERICKSON
Milton Erickson
1901-1980 It is the largest,
most creative and greatest
hypnotist of all time

Linguistic Patterns of Milton Ericson
1. Cause And Effect.
2. Mind Reading.
3. Lost Performative.
4. Complex Equivalent.
5. Universal Quantifier.
6. Tag Question.
7. Double Bind.

THE REFERENCES:
•https://www.boundless.com/management/textbooks/boundle
ss-management-textbook/groups-teams-and-teamwork-
6/defining-teams-and-teamwork-51/differences-between-
groups-and-teams-261-4011/.
•http://www.referenceforbusiness.com/management/Gr-
Int/Group-Dynamics.html.
•https://knowhownonprofit.org/people/teams/about-teams-
and-types-of-team/types.
•http://managementhelp.org/groups/dynamics-
theories.htm#anchor387149.
•http://managementhelp.org/groups/team-building.htm.

CONTACTS
https://www.facebook.com/abdallah.elfadally.
abdallahahmed702@gmail.com

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