2. Definitions
• Philosophy of job design in which employees are viewed as members of
interdependent teams instead of as individual workers.
• Ability to identify and motivate individual employees to form a team
that stays together, works together, and achieves together.
• Team building refers to the various activities undertaken to motivate the
team members and increase the overall performance of the team.
3. Symptoms that Signal a Need
for Team Building
x Decreased productivity
x Conflicts or hostility among staff members
x Confusion about assignments, missed signals, and unclear
relationships
x Decisions misunderstood or not carried through properly
x Apathy and lack of involvement
x Lack of initiation, imagination, innovation; routine actions taken for
solving complex problems
x Complaints of discrimination or favoritism
x Ineffective staff meetings, low participation, minimally effective
decisions
x Negative reactions to the manager
x Complaints about quality of service
4. Need for Team Building
• help in the overall development of the team members
• improving the team’s performance
• strengthens the bond among the employees
• able to concentrate on their work
• start trusting each other
• start treating each other as their well wishers and
friends rather than mere colleagues and acquaintances
• feel motivated to work
• together they work hard to achieve their targets,
objectives and eventually their dreams.
5. Team-building includes:
aligning around goals
building effective working relationships
reducing team members' role ambiguity
finding solutions to team problems
6. Four approache s to te am
building
1. Goal setting
2. Role clarification
3. Problem solving
4. Interpersonal-relations
7. 1. Goal setting
• This emphasizes the importance of clear objectives
and individual and team goals.
• Team members become involved in action
planning to identify ways to define success and failure
and achieve goals.
• This is intended to strengthen motivation and
foster a sense of ownership.
• By identifying specific outcomes and tests of
incremental success, teams can measure their
progress.
• Many organizations negotiate a team charter with
the team
8. Actions / Activity
Objective
• The ACTION taken to fill up
the gap between vision and
the current reality.
• Measurable within a time
frame.
Goal /Aim
• Specific desired result /
outcome of the objectives
9. 2. Role clarification
• This emphasizes improving team members'
understanding of their own and others'
respective roles and duties.
• This is intended to reduce ambiguity and
foster understanding of the importance of
structure by activities aimed at defining and
adjusting roles.
• It emphasizes the members' interdependence
and the value of having each member focus on
their own role in the team's success.
10. 3. Problem solving
• This emphasizes identifying major
problems within the team and working
together to find solutions.
• This can have the added benefit of
enhancing critical-thinking.
11. 4. Interpersonal -relations
• This emphasizes increasing teamwork skills
such as giving and receiving
support, communication and sharing.
• Teams with fewer interpersonal conflicts
generally function more effectively than
others.
• A facilitator guides the conversations to
develop mutual trust and open
communication between team members.
12. Three challenges for team
builders
1. Lack of teamwork skills
2. Virtual workplaces and across organizational
boundaries
3. Globalization and virtualization
13. Synchronize
• If any organization was built for a purpose and
any organization is composed of more than
one person, then we must conclude that the
purpose of the organization requires the
synchronized effort of more than one person.
• Otherwise we would not create an
organization, the effort of individuals would
suffice.
15. Players on the team constantly
make instant decisions about
the way the competition is
shaping itself and
intuitively pass the ball to a teammate to counter
the defense,
never worrying about who gets the credit.
Basket Ball
16. Basketball is a game of
• speed,
• urgency, and
flexibility
• that demands a high
level of
synchronization.
17. The strength of the chain is –
the weakest link
weakest link
18. Steps to Building an Effective Team
• Be aware of employees'
unspoken feelings
• Act as a harmonizing influence
• Be clear when communicating
• Encourage trust and cooperation
among employees on your team
• being open with employees and
sensitive to their moods and
feelings.
• Look for chances to mediate and
resolve minor disputes; point
continually toward the team's
higher goals.
• Be careful to clarify directives
• pay close attention to the ways in
which team members work
together and take steps to
improve communication,
cooperation, trust, and respect in
those relationships.
Lead a team effectively
19. • Encourage team
members to share
information
• Facilitate
communication
• Set ground rules for the
team.
• Emphasize the
importance of each
team member's
contribution
• open to suggestions
and concerns, by asking
questions and offering
help
• simple directives,
general guidelines
