Team Building (2)


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this will guide you to form a formatted and an organized team required for your work.

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  • Team Building (2)

    1. 2. What is a team? <ul><li>A team is a group of people who perform interdependent tasks to work toward a common mission. </li></ul><ul><li>The process of team building includes, </li></ul><ul><ul><li>clarifying the goal, and building ownership across the team and </li></ul></ul><ul><ul><li>identifying the inhibitors to teamwork and removing or overcoming them, or if they cannot be removed, mitigating their negative effect on the team. </li></ul></ul><ul><li>To assess itself, a team seeks feedback to find out both: </li></ul><ul><ul><li>its current strengths as a team. </li></ul></ul><ul><ul><li>its current weakness. </li></ul></ul><ul><li>To improve its current performance, a team uses the feedback from the team assessment in order to: </li></ul><ul><ul><li>identify any gap between the desired state and the actual state. </li></ul></ul><ul><ul><li>design a gap-closure strategy. </li></ul></ul>
    2. 3. <ul><li>Team designs have evolved into a broader concept that includes many types of teams formed for different purposes. </li></ul><ul><li>Process improvement teams are project teams that focus on improving or developing specific business processes. </li></ul><ul><li>Work groups , sometimes called “natural teams,” have responsibility for a particular process (for example, a department, a product line or a stage of a business process) and work together in a participative environment. </li></ul><ul><li>Self-managed teams directly manage the day-to-day operation of their particular process or department. </li></ul>Types Of Teams
    3. 4. Advantages Of A Team Team processes offer the following benefits to the organization: Individuals can gain the following benefits from teams: <ul><li>Synergistic process design or problem solving. </li></ul><ul><li>Objective analysis of problems or opportunities. </li></ul><ul><li>Promotion of cross-functional understanding. </li></ul><ul><li>Improved quality and productivity. </li></ul><ul><li>Greater innovation. </li></ul><ul><li>Reduced operating costs. </li></ul><ul><li>Increased commitment to organizational mission. </li></ul><ul><li>More flexible response to change. </li></ul><ul><li>Increased ownership and stewardship. </li></ul><ul><li>Reduced turnover and absenteeism. </li></ul><ul><li>Enhanced problem-solving skills. </li></ul><ul><li>Increased knowledge of interpersonal dynamics. </li></ul><ul><li>Broader knowledge of business processes. </li></ul><ul><li>New skills for future leadership roles. </li></ul><ul><li>Increased quality of work life. </li></ul><ul><li>Feelings of satisfaction and commitment. </li></ul><ul><li>A sense of being part of something greater than what one could accomplish alone. </li></ul>
    4. 5. Basics Of Teamwork. <ul><li>“ Talent wins games, but  teamwork wins championships.” </li></ul><ul><li>-Michael Jordan </li></ul>
    5. 6. Basis of Team Building <ul><li>The important phrase is &quot;sharing one aim&quot;. It is having a shared goal that distinguishes a group from a team, and without understanding and commitment to that goal, all other attempts at building better performance will have limited value. It is therefore of the highest priority to have a firm foundation of: </li></ul><ul><li>there being a common goal for which everyone has shared responsibility </li></ul><ul><li>everyone understanding that goal and feeling committed to it </li></ul>
    6. 8. VISION. <ul><li>Vision means being able to excite the team with large, desired outcomes. </li></ul><ul><li>First step is to project a goal that attracts missionaries. Such a goal can become a powerful vision. </li></ul><ul><li>Next, team members position the goal by picturing success. </li></ul><ul><li>When a large, missionary-friendly goal has been pictured and clearly communicated, the VISION is complete. </li></ul>complete
    7. 9. COMMITMENT. <ul><li>Some may assume, that commitment means long hours, while to others it may mean productivity. </li></ul><ul><li>If people cannot initially commit, it doesn't mean they don't care. More often its just that they are caught up in a process of doubt. </li></ul><ul><li>The solution to this is two fold: establish an atmosphere of trust, and within that atmosphere encourage inclusion. </li></ul>
    8. 10. TRUST. <ul><li>Trust is the antidote to the fears and risks attendant to meaningful commitment. </li></ul><ul><li>“ TRUST means confidence in team leadership and vision” </li></ul><ul><li>Trust is more efficiently established when leadership commits to vision. </li></ul><ul><li>All the members have to ‘assess pre-commitment doubts ,questions ,unknowns and fears. </li></ul>
    9. 11. ASSESSING WORST CASE SCENARIO. <ul><li>Considering the worst scenario the leader should commit itself, and prepare to include other team members </li></ul><ul><li>With leadership's commitment to a clear vision, and a genuine plan to share risks and rewards, the atmosphere for trust is in place. </li></ul><ul><li>We are now ready to include others in our team effort. </li></ul>
    10. 12. INCLUSION. <ul><li>Inclusion means getting others to commit to the team effort ,helping them through their doubts to genuine commitment. </li></ul><ul><li>Leaders need to only communicate with the potential team members to complete inclusion. </li></ul><ul><li>It involves only three steps of communication: </li></ul><ul><ul><li>Non-assumptive questions </li></ul></ul><ul><ul><li>Good listening </li></ul></ul><ul><ul><li>Directed response </li></ul></ul>
    11. 13. <ul><li>Non-Assumptive questions : </li></ul><ul><ul><li>It invites real answers because these type of questions are inclusive, not intrusive. </li></ul></ul><ul><li>Listening : </li></ul><ul><ul><li>Listening means separating the process of taking in information from the process of judging it. </li></ul></ul><ul><li>Directed response : </li></ul><ul><ul><li>Effective team leaders demonstrate direct responsiveness . </li></ul></ul><ul><ul><li>Since leaders have already processed their own pre-commitment doubts many questions should be answered on the spot. </li></ul></ul>
    12. 14. Need for Team Building and its importance. <ul><li>“ Mission is at the heart of what you do as a team. Goals are merely steps along the way to achievement.” </li></ul><ul><li>-Patrick Dixon </li></ul>
    13. 15. QUALITIES OF A GOOD TEAM <ul><li>A productive team has an atmosphere of trust and is completely accountable for its results. </li></ul><ul><li>Each of its team members invests in the team through his or her actions and attitudes. </li></ul><ul><li>The team members are respectful, caring, and cooperative. </li></ul><ul><li>These teams are the mechanism by which organizations can unlock world class results. </li></ul>
    14. 16. NEED FOR TEAM BUILDING <ul><li>The need to quickly respond to changes. </li></ul><ul><li>Demands for continuous improvement. </li></ul><ul><li>More effective use of resources. </li></ul><ul><li>Decision-making and problem-solving is better handled by teams. </li></ul>
    15. 17. IMPORTANCE OF TEAM BUILDING <ul><li>To discover new solutions to enhance team effectiveness and cohesiveness. </li></ul><ul><li>Helps bring out the best in individuals in the form of team work. </li></ul><ul><li>Improves understanding and helps people respect other peoples views even if they don’t agree with them. </li></ul><ul><li>Helps in exchange of views and ideas which leads to exciting results. </li></ul>
    16. 18. Role of a Leader. <ul><li>“ The one who stands is the one who initiates and is the one who leads”. </li></ul><ul><li> -E.M. Kelly </li></ul>
    17. 19. WHAT MAKES AN EFFECTIVE LEADER <ul><li>Effective leaders are not born with the gift of leading, but they acquire the skill as they grow up. </li></ul><ul><li>Effective leaders are also capable of assuming the leadership qualities needed for specific situations. </li></ul><ul><li>Different qualities when blend in a single person creates an effective leader. </li></ul><ul><li>Leader should always know his objectives and should know what he is doing, and should never forget his objectives. </li></ul><ul><li>It is the duty of a leader to ensure that all his members are doing the work effectively and efficiently. </li></ul>
    18. 20. LEADERSHIP TRAITS <ul><li>A Leader should have the ‘Gift of tongues’ , that is he should be a good orator. </li></ul><ul><li>Have a clear, fresh, new, and creative vision. </li></ul><ul><li>Be completely devoted to their vision. </li></ul><ul><li>Make great sacrifices to achieve their vision, taking personal risks - financial, .professional, social. </li></ul><ul><li>Create a sense of urgency among the followers. </li></ul><ul><li>Use persuasion rather than forceful commands or democratic appeals to influence their followers. </li></ul>
    19. 21. TEAM LEADER AND HIS TRAITS. <ul><li>Attends management meetings </li></ul><ul><li>weekly. </li></ul><ul><li>Provides Supervision/ support to </li></ul><ul><li>team staff . </li></ul><ul><li>Oversees team operations . </li></ul><ul><li>Oversees Team budget. </li></ul><ul><li>Make sure everyone are following principles, keeping vision and mission in operation. </li></ul><ul><li>Discuss issues at meetings . </li></ul>
    20. 22. CHOOSING A GOOD LEADER. <ul><li>It is very important for the selection committee to elect a good team leader. </li></ul><ul><li>A person who is been given with the responsibility to lead should always know his goals and objectives and should have the sufficient knowledge of his subjects. </li></ul><ul><li>He should always be able to remind his followers of their objectives and should always be able to guide them . </li></ul><ul><li>Should have a good knowledge of his subject and should be able to relate to it. </li></ul>
    21. 23. <ul><li>A few fundamental leadership tips for managing your team to peak performance : </li></ul><ul><li>Focus on results and productivity and not the time clock. </li></ul><ul><li>Align people with the stuff they are good at. </li></ul><ul><li>Align people with the projects they are passionate about. </li></ul><ul><li>Put your best performers on your biggest opportunities. </li></ul><ul><li>Find the balance between aggressive and realistic goals. </li></ul><ul><li>Trust your people -- and let them know it. </li></ul><ul><li>Avoid blame (a.k.a. throwing people under the bus). </li></ul><ul><li>Foster innovation by killing projects the right way. </li></ul><ul><li>Don't provide all the answers -- make your employees think. </li></ul><ul><li>Build consensus by letting people know “why”. </li></ul>
    22. 24. Informal Work Groups. <ul><li>“ None of us, including me, ever do great things. But we can all do small things, with great love, and together we can do something wonderful.” - Mother Teresa </li></ul>
    23. 25. WHAT ARE INFORMAL GROUPS <ul><li>Within every organization there are often informal groups which influence and regulate the overall behavior of the whole group. </li></ul><ul><li>These groups can either decelerate the growth of the group or could also help in accelerating the growth of the group. </li></ul><ul><li>One should always keep in mind that these groups are easily formed and in any case should be avoided. </li></ul>
    24. 26. DYNAMICS INFORMAL GROUPS. <ul><li>Informal group almost always arise if opportunities exist. </li></ul><ul><li>These groups serve as a counter organization function . </li></ul><ul><li>They have a proper influence on the effectiveness of an organization. </li></ul><ul><li>Impact of informal group on the larger former group depends on the norms that the informal group set. </li></ul><ul><li>In some ways the informal group can help the growth of the formal group also. </li></ul>
    25. 27. <ul><li>Harnessing the power of informal groups is no easy task. The </li></ul><ul><li>requirements include: </li></ul><ul><li>An understanding of group dynamics and, </li></ul><ul><li>An ability to bring about changes in informal group norms that </li></ul><ul><li>positively reinforce the formal organization's goals. </li></ul><ul><li>As a starting point, managers and supervisors should at least be aware </li></ul><ul><li>of the reasons behind informal group formation and the properties and </li></ul><ul><li>characteristics of these groups. </li></ul>HARNESSING POWER OF AN INFORMAL GROUP
    26. 28. <ul><li>The informal leader emerges as the individual possessing qualities that </li></ul><ul><li>the other members perceive as critical to the satisfaction of their </li></ul><ul><li>specific needs at the moment. </li></ul><ul><li>Unlike the formally appointed leader who has a defined position from </li></ul><ul><li>which to influence others, the informal leader does not possess formal </li></ul><ul><li>power. If the informal leader fails to meet the group's expectations, </li></ul><ul><li>he or she is deposed and replaced by another. </li></ul>LEADERSHIP IN AN INFORMAL GROUP
    27. 29. <ul><li>The informal group has communications processes that are smoother and </li></ul><ul><li>less cumbersome than those of the formal organization. </li></ul><ul><li>Its procedures are easily changed to meet the communication needs </li></ul><ul><li>of the group. In the informal group, a person who possesses information </li></ul><ul><li>vital to the group's functioning or well-being is frequently afforded </li></ul><ul><li>leadership status by its members. </li></ul><ul><li>By winning the cooperation of informal group leaders the supervisor </li></ul><ul><li>will most likely experience fewer grievances and better relationships. </li></ul>COMMUNICATION IN AN INFORMAL GROUP
    28. 30. PREVENTION OF FORMATION OF INFORMAL GROUPS. <ul><li>If the power of an informal group is not harnessed, then it may damage the organization. </li></ul><ul><li>To prevent the formation of such groups, the supervisor must make sure that all the needs of the members are met by the formal organizations already present. </li></ul>
    29. 31. Examples Of Teamwork. <ul><li>“ We must all hang together, or assuredly, we shall all hang separately.” - Benjamin Franklin </li></ul>
    31. 34. THE AD DESIGN TEAM
    33. 36. Effective Teams <ul><li>&quot;Coming together is a beginning, staying together is progress, and working together is success,&quot; - Henry Ford </li></ul>
    34. 37. <ul><li> Team Effectiveness . </li></ul><ul><li>Team effectiveness refers to the system of getting people in a company or institution to work together effectively. </li></ul><ul><li>The right mix of skills. </li></ul><ul><li>The right motivation. </li></ul><ul><li>The ability to solve conflicts without compromising the quality of the project. </li></ul>
    35. 38. Teamwork Skills: <ul><li>Aside from any required technical proficiency, a wide variety of social skills are desirable for successful teamwork, including: </li></ul><ul><li>Listening </li></ul><ul><li>Discussing </li></ul><ul><li>Questioning </li></ul><ul><li>Persuading </li></ul><ul><li>Respecting </li></ul><ul><li>Helping </li></ul><ul><li>Sharing </li></ul><ul><li>Participating </li></ul><ul><li>Communication </li></ul>
    36. 39. The Team Building Model. In order to know what to expect with team building it is prudent to explore a few team building models. The arguably most famous and easy model to remember is that of Bruce Tuckman (1965), which designates four stages of team development: Stage 1. Forming . Stage 2. Storming . Stage 3. Norming . Stage 4. Performing.
    37. 40. Quality in a Team. <ul><li>Quality and its importance. </li></ul><ul><li>Benefits of a good quality team in companies. </li></ul>
    38. 43. Being A Valuable Team Member. <ul><li>Importance. </li></ul><ul><li>Contribution. </li></ul><ul><li>Responsibility. </li></ul>
    39. 44. Something to learn from. <ul><li>“ Look at them fly, fly like them. Look at them work, work like them. Don’t only look at them , learn something from them.” </li></ul><ul><li> -E. M. Kelly </li></ul>
    40. 45. LESSONS FROM THE GEESE <ul><li>1. As each goose flaps its wings it creates an &quot;uplift&quot; for the birds that follow. By flying in a &quot;V&quot; formation, the whole flock adds 71% greater flying range than if each bird flew alone. </li></ul><ul><li>LESSON: </li></ul><ul><li>People who share a common direction and sense of community can get where they are going quicker and easier because they are travelling on the thrust of one another. </li></ul><ul><li>2. When a goose falls out of formation, it suddenly feels the drag and resistance of flying alone. It quickly moves back into formation to take advantage of the lifting power of the bird immediately in front of it. </li></ul><ul><li>LESSON: </li></ul><ul><li>If we have as much sense as a goose we stay in formation with those headed where we want to go. We are willing to accept their help and give our help to others. </li></ul>
    41. 46. <ul><li>3. When the lead goose tires, it rotates back into formation and another goose flies to the point position. </li></ul><ul><li>LESSON: </li></ul><ul><li>It pays to take turns doing the hard tasks and sharing leadership. As with geese, people are interdependent on each other's skills, capabilities and unique arrangements of gifts, talents or resources. </li></ul><ul><li>4. The geese flying in formation honk to encourage those up front to keep up their speed. </li></ul><ul><li>LESSON: </li></ul><ul><li>We need to make sure our honking is encouraging. In groups where there is encouragement, the production is much greater. The power of encouragement (to stand by one's heart or core values and encourage the heart and core of others) is the quality of honking we seek. </li></ul>
    42. 47. Summary. <ul><li>It is amazing how much people get done if they do not worry about who gets the credit. - Swahili proverb </li></ul>
    43. 48. <ul><li>One should keep the following in mind: </li></ul><ul><li>Teamwork improves the working environment. </li></ul><ul><li>Teamwork keeps communication consistent. </li></ul><ul><li>Teamwork relieves stress. </li></ul><ul><li>Teamwork reduces errors. </li></ul><ul><li>Teamwork keeps communication lines open. </li></ul>
    44. 49. <ul><li>A. Open Communication </li></ul><ul><li>Creates and maintains a climate of trust and open, honest communication. </li></ul><ul><li>Allow team members to talk openly with one another. </li></ul><ul><li>Promotes the exchange of feedback. </li></ul><ul><li>Provide team members to work through misunderstandings and conflicts . </li></ul><ul><li>B. Commitment to a common purpose and Performance Goals </li></ul><ul><li>Keeps the purpose in the forefront of decision making and evaluation of team practices. </li></ul><ul><li>Helps one another maintain the focus. </li></ul>
    45. 50. <ul><li>C. Shared Responsibility </li></ul><ul><li>Allows team members to feel equally responsible for the performance of the team and its outcome. </li></ul><ul><li>Permits individuals to have primary roles for completing team tasks and remain flexible to do what is necessary to accomplish the team goals and tasks. </li></ul><ul><li>D. Use of resource and talents </li></ul><ul><li>Utilizes the resources and talents of all the group members. </li></ul><ul><li>Makes good use of the ream’s creative talent by openly sharing skills and knowledge, and encourages learning from one another </li></ul>
    46. 51. <ul><li>E. Capacity for Self-Evaluation </li></ul><ul><li>Allows teams to stop and look at how well they are doing and what if anything may be hindering their performance and communication. </li></ul><ul><li>F. Participative Leadership </li></ul><ul><li>Provides opportunities for team members to participate in decision making. </li></ul><ul><li>Allows team members to help set goals and develop strategies for achieving these goals. </li></ul><ul><li>Allows team members to help identify tasks and decide how to approach and evaluate them. </li></ul>