Teams
Learning Objectives
At the end of the course, participants should be
able to do the following:
Identify characteristic fe...
“People who work together will win,
whether it be against complex football
defenses, or the problems of modern
society.”
-...
“A team is a group of people organized to
work together with an overall common
purpose and a shared accountability for
the...
“A team is a group of people working together
to achieve common objectives and willing to
commit all their energies necess...
Benefits of Working Through Teams
 Enhances creativity
 Increases organisational agility
 Lessens cost
 Improves produ...
Drivers of Team Member Commitment
• Participation
• Accountability
• Development
• Focus
• Recognition
• Appearance
Basis of a Team
• Atmosphere
• Synergy
• Leadership
• Common Purpose
• Organisation
• Commitment
• Involvement
• Mutual Tr...
Factors that Impinge on Synergy
• Behaviour of team members
• Components of team’s tasks
• The team leader’s approach to l...
Team Identity
This is a characteristic name that stands out
as representation of the team’s vision,
purpose, and/or strate...
Exercise 1
Establish team identity for each of the following:
1.A group of workers given assignment to
improve visibility ...
“No organisation can function without teams.
Even a sole practitioner, with the exception of
a hermit on a desert island, ...
Team in a Small Enterprise
TEAM
A
E
B C
D
Source: Elijah Ezendu, Teams
Teams in a Large Organisation
TEAM 2
A
E
B C
D
TEAM 4
N
M
L
J
K
TEAM 1
TEAM 5
P
Q
R
O
I
F
G
H
S T
Source: Elijah Ezendu, T...
Team Values
These are acceptations of a team and its members
pertaining to the right way to act in relation to
people, sit...
Characteristics of an Effective Team 1
1. Clear Purpose: The vision, mission, goal or task of the team has been
defined an...
8. Clear Roles and Work Assignments: There are clear expectations about the
roles played by each team member. When action ...
Types of Teams
• Problem-Solving Teams
• Self-Managed Work Teams
• Virtual Teams
• Cross-Functional Teams
17 Essential Qualities of a Team Player
1. Adaptable
2. Collaborative
3. Committed
4. Communicative
5. Competent
6. Depend...
Group Dynamics
“The term group dynamics implies that individual
behaviours differ depending on individual’s
current or pro...
In the course of interaction of people in a firm,
their power, personalities and behaviours
influence the path, process an...
Types of Groups
Formal Groups Informal Groups
Task Interdependence Groups
• Pooled Task Interdependence Group: The performance of this
group is the aggregate of indepen...
Stages in Group Development
1. Forming: Members familiarize themselves with task and
other members.
2. Storming: Members c...
Determinants of Group’s
Effectiveness and Productivity
• Task Functions: Initiating, Information-Seeking,
Information Givi...
Transactional Analysis
This is characterized by the types, dimensions
and levels of participation between individuals
in a...
Ego States in Transactions
• Parent: Controlling, Nurturing, Critical and
Protective.
• Adult: Unemotional, Rational, Calc...
Thirty-Two Tips for a Successful Team-Building Programme 1
1. What is the size of your group, average age and gender ratio...
17. Did you walk away from initial discussions with a solid grasp of what each team-building activity
accomplishes? If not...
Types of Intraorganisational Groups
• Working Group: Members interact with one another but are not
ready to build a team.
...
Group Exercise
Appoint your group members and work
together for development of a team with fully
articulated features and ...
Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise
in Interim Management, ...
Thank You
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Teams

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Moving a group of people to a point of accord in vision, mission, imperatives and activities.

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Teams

  1. 1. Teams
  2. 2. Learning Objectives At the end of the course, participants should be able to do the following: Identify characteristic features of teams Identify types of teams Explain principles of group dynamics in teams Differentiate high performance teams from normal ones
  3. 3. “People who work together will win, whether it be against complex football defenses, or the problems of modern society.” - Vince Lombardi
  4. 4. “A team is a group of people organized to work together with an overall common purpose and a shared accountability for the outcomes.” - Nick Krym, Basic of Team Building
  5. 5. “A team is a group of people working together to achieve common objectives and willing to commit all their energies necessary to ensuring that the objectives are achieved.” - John Humphries, Managing Successful Teams
  6. 6. Benefits of Working Through Teams  Enhances creativity  Increases organisational agility  Lessens cost  Improves productivity  Improves communication  Boosts flexibility  Stimulates individual commitment  Catalyses organisational learning  Improves customer satisfaction  Increases efficiency and effectiveness  Promotes job satisfaction
  7. 7. Drivers of Team Member Commitment • Participation • Accountability • Development • Focus • Recognition • Appearance
  8. 8. Basis of a Team • Atmosphere • Synergy • Leadership • Common Purpose • Organisation • Commitment • Involvement • Mutual Trust • Communication • Role Identity • Assurance • Delight • Shared Accountability
  9. 9. Factors that Impinge on Synergy • Behaviour of team members • Components of team’s tasks • The team leader’s approach to leadership • Provision of requisite resources • Team values • Standard procedures
  10. 10. Team Identity This is a characteristic name that stands out as representation of the team’s vision, purpose, and/or strategic imperatives. Examples 1.Service Delivery Development Team 2.Best Industry Service Team
  11. 11. Exercise 1 Establish team identity for each of the following: 1.A group of workers given assignment to improve visibility of a firm. 2.A group of managers with responsibility for aligning a firm to customers.
  12. 12. “No organisation can function without teams. Even a sole practitioner, with the exception of a hermit on a desert island, is dependent on a network of collaborative relationships.” - Peter Honey, Teams and Teamwork
  13. 13. Team in a Small Enterprise TEAM A E B C D Source: Elijah Ezendu, Teams
  14. 14. Teams in a Large Organisation TEAM 2 A E B C D TEAM 4 N M L J K TEAM 1 TEAM 5 P Q R O I F G H S T Source: Elijah Ezendu, Teams TEAM 3
  15. 15. Team Values These are acceptations of a team and its members pertaining to the right way to act in relation to people, situations and other things. They represent acceptable behaviour in a team, and determine culture, business philosophy and leadership principles therein. They provide driving force for evolution of team character and serve as compass for code of ethics.
  16. 16. Characteristics of an Effective Team 1 1. Clear Purpose: The vision, mission, goal or task of the team has been defined and is now accepted by everyone. There is an action plan. 2. Informality: The climate tends to be informal, comfortable, and relaxed. There is no obvious tensions or signs of boredom. 3. Participation: There is much discussion and everyone is encouraged to participate. 4. Listening: The members use effective listening techniques such as questioning, paraphrasing, and summarizing to get out ideas. 5. Civilized Disagreement: There is disagreement, but the team is comfortable with this and shows no signs of avoiding, smoothing over, or suppressing conflict. 6. Consensus Decisions: For important decisions, the goal is substantial but not necessarily unanimous agreement through open discussion of everyone’s ideas, avoidance of formal voting, or easy compromises. 7. Open Communication: Team members feel free to express their feelings on the tasks as well as on the group’s operation. There are few hidden agendas. Communication takes place outside of meetings.
  17. 17. 8. Clear Roles and Work Assignments: There are clear expectations about the roles played by each team member. When action is taken, clear assignments are made, accepted, and carried out. Work is fairly distributed among team members. 9. Shared Leadership: While the team has a formal leader, leadership functions shift from time to time depending upon the circumstances, the needs of the group, and the skills of the members. The formal leader models the appropriate behavior and helps establish positive norms. 10. External Relations: The team spends time developing key outside relationships, mobilizing resources, and building credibility with important players in other parts of the organization. 11. Style Diversity: The team has a broad spectrum of team-player types including members who emphasize attention to task, goal setting, focus on process, and questions about how the team is functioning.` 12. Self-Assessment: Periodically, the team stops to examine how well it is functioning and what may be interfering with its effectiveness. Characteristics of an Effective Team 2 Source: Brian Cooke
  18. 18. Types of Teams • Problem-Solving Teams • Self-Managed Work Teams • Virtual Teams • Cross-Functional Teams
  19. 19. 17 Essential Qualities of a Team Player 1. Adaptable 2. Collaborative 3. Committed 4. Communicative 5. Competent 6. Dependable 7. Disciplined 8. Enlarging 9. Enthusiastic 10.Intentional 11.Mission Conscious 12.Prepared 13.Relational 14.Self-Improving 15.Selfless 16.Solution-Orientated 17.Tenacious Adapted from John Maxwell
  20. 20. Group Dynamics “The term group dynamics implies that individual behaviours differ depending on individual’s current or prospective connections to a group. Group dynamics is the field of study within the social sciences that focuses on the nature and functions of groups.” - Mark Hardwick, Group Dynamics and the Art of Facilitation
  21. 21. In the course of interaction of people in a firm, their power, personalities and behaviours influence the path, process and effect of groups. Interaction and Group
  22. 22. Types of Groups Formal Groups Informal Groups
  23. 23. Task Interdependence Groups • Pooled Task Interdependence Group: The performance of this group is the aggregate of independent contributions of each member. Individual contributions can be ascertained. • Sequential Task Interdependence Group: The performance of each member cannot be easily determined because contributions are injected sequentially and a member’s performance depends on his predecessor’s input. • Reciprocal Task Interdependence Group: In this case, its hard to ascertain performance of each member because every member’s performance affects all other members. • Intense Task Interdependence Group: This is the greatest form of interdependence. All members act together in order to perform a task.
  24. 24. Stages in Group Development 1. Forming: Members familiarize themselves with task and other members. 2. Storming: Members confront and criticize one another and approach to execute their tasks. 3. Norming: Members begin to resolve conflicting issues, build cohesion and establish norms. 4. Performing: Establishment of structure, goals, and individual roles provide opportunity for the group to identify its independence and work so as to carry out tasks. 5. Adjourning: Introduction of system for commemoration of achievement.
  25. 25. Determinants of Group’s Effectiveness and Productivity • Task Functions: Initiating, Information-Seeking, Information Giving, Clarifying Ideas, Bringing Closure, Consensus Testing • Maintenance Behaviour: Encouraging, Improving Group Atmosphere, Harmonizing, Compromising, Gate-Keeping, Standard Setting • Self-Interest Behaviour: Dominating and Controlling, Blocking, Manipulating, Denigration, Undermining others
  26. 26. Transactional Analysis This is characterized by the types, dimensions and levels of participation between individuals in a group.
  27. 27. Ego States in Transactions • Parent: Controlling, Nurturing, Critical and Protective. • Adult: Unemotional, Rational, Calculating and Factual. • Child: Emotional demonstration in the form of dependence, rebellion or impulsiveness.
  28. 28. Thirty-Two Tips for a Successful Team-Building Programme 1 1. What is the size of your group, average age and gender ratio? 2. Has the group participated in a team-building activity before? 3. Why are you contemplating a team-building activity? (For example, are you primarily looking for your group to bond or to walk away with a new attitude?) 4. What is the culture of your group? Are they academics (teachers, researchers), professionals (bankers, lawyers, doctors, executives) or creative types (editors, illustrators, designers)? 5. Is the group comfortable together in a non-work setting, or do they rarely interact outside the office? 6. What is the overall personality of the group? Do they have a sense of humor, or are they serious? 7. Is the group competitive or more laid-back? 8. Does the group prefer adventurous, outdoor pursuits, or are they inclined to indoor activities? 9. Will everyone in the group be able to participate, or will some individuals be excluded for health or physical reasons? 10. Will your group participate willingly or are they resistant to the idea? 11. Provide the team-building company with as much information on your group as you can. Be sure to highlight the group's strengths, weaknesses, why you are considering a team-building activity and what you hope to achieve. 12. Was considerable time spent discussing your group's goals, philosophies and objectives? 13. Is the company interested in integrating personal goals into the overall team-building concept? 14. Is the supplier willing to customize a program to fit your group’s particular needs? 15. What is the largest group the team-building company has handled? 16. Does the company provide post-program workshops to help attendees transfer team-building skills from the course to their jobs?
  29. 29. 17. Did you walk away from initial discussions with a solid grasp of what each team-building activity accomplishes? If not, chances are neither will your attendees. 18. Is the company willing to accept physically challenged attendees? Do they work to successfully incorporate them into the activities? 19. Meet personally with the facilitator assigned to your group. Is he or she engaging and energetic? 20. Ask about safety precautions. 21. What contingency plans are in place in the event of bad weather? 22. How long has the company been in business? 23. Ask for references -- and check them. 24. Ask for a breakdown of what is included in the service price. 25. Inquire about liability insurance. 26. Are the programs interesting, challenging and fun? 27. Would they appeal to your group as a whole? (While the prospect of scaling a 60-foot wall might motivate some participants, it could also demoralize more than a few.) 28. How much time is required for each program? Consider your agenda and how much time should be allotted to team-building activities. 29. Inquire if any special skills are required. 30. Are the goals of each activity clearly outlined? 31. Are they realistic? 32. If possible, have the team-building company arrange for you to observe a program. At the very least, arrange to see the course. Thirty-Two Tips for a Successful Team-Building Programme 2 Source: Cheryl-Anne Sturken, Meetings and Conventions
  30. 30. Types of Intraorganisational Groups • Working Group: Members interact with one another but are not ready to build a team. • Pseudo-Team: It’s a group attempting to be a team but devoid of shared values and common goals. This exhibits the lowest performance. • Potential Team: This could have common goals but experiencing hitches due to weakness in shared values and joint work approach. • Real Team: This comprises people who are focused on common goals, purpose, values, and work approach; thereby leveraging on synergy and the performance is greater than the sum of individual performance of its members. • High Performance Team: This is the highest team level whereupon members go beyond the threshold of a real team, and engage in transcendent learning, development, growth and success by influencing and inducing one another for continuous improvement.
  31. 31. Group Exercise Appoint your group members and work together for development of a team with fully articulated features and components.
  32. 32. Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in Interim Management, Strategy, Competitive Intelligence, Transformation, Restructuring, Turnaround Management, Business Development, Marketing, Project & Cost Management, Leadership, HR, CSR, e- Business & Software Architecture. He had functioned as Founder, Initiative for Sustainable Business Equity; Chairman of Board, Charisma Broadcast Film Academy; Group Chief Operating Officer, Idova Group; CEO, Rubiini (UAE); Special Advisor, RTEAN; Director, MMNA Investments; Chair, Int’l Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training), Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Lead Consultant/ Partner, JK Michaels; Turnaround Project Director, Consolidated Business Holdings Limited; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles), Fortuna, Gambia & Malta; Chief Advisor/ Partner, D & E; Vice Chairman of Board, Refined Shipping; Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Country Manager (Nigeria) & Adjunct Faculty (MBA Programme), Regent Business School, South Africa; Adjunct Faculty (MBA Programme), Ladoke Akintola University of Technology; Editor-in-Chief, Cost Management Journal; Council Member, Institute of Internal Auditors of Nigeria; Member, Board of Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business Administration and Fellow of Professional Institutes in North America, UK & Nigeria. He is Innovator of Corporate Investment Structure Based on Financials and Intangibles, for valuation highlighting intangible contributions of host communities and ecological environment: A model celebrated globally as remedy for unmitigated depreciation of ecological capital and developmental deprivation of host communities. He had served as Examiner to Professional Institutes and Universities. He had been a member of Guild of Soundtrack Producers of Nigeria. He's an author and extensively featured speaker.
  33. 33. Thank You

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