5. -
-
A team is a small number of people with
complementary skills who are committed to a
common purpose, and hold themselves
mutually accountable for its achievement.
6. TEAMS AND TEAMWORK
T Trust
E Effective Communication
A A positive “can do “ attitude
M Motivation to perform and improve
W We mentality
O Ownership of work
R Respect everybody
K Keeping focused in costumer goals
–
7. 2- What the different between
Teams and Group
TRADITIONAL WORK GROUP TEAMS
Leader dominates and control Leader facilitator and coach
Goals set by organization Goals set by team members
Leader assign works Team plan work assignments
Communication flows down from the Communication flows upwards and
leader downwards
Information is often hoarded Information is shared
Decisions made by the leader Decisions made by the entire team
Emphasis on individual performance Emphasis on team performance
–
8. TEAMS AND TEAMWORK
Importance Of Teams
Team
a collection of people who regularly interact to pursue common
goals.
Teamwork
the process of people actively working together to accomplish
common goals.
Formal Group
a group that is officially recognized and supported by the
organization.
Informal Group
a group that is unofficial and emerges from relationships and
shared interests among members.
Committee
people brought together outside of their daily job assignments to
work in a small team for a specific task
19. Stages of Team Development
Theor y on t eam devel opm ent pr edi ct s t hat t eam l i ke
s,
i ndi vi dual s, pass t hr ough pr edi ct abl e, sequent i al
st ages over t i m The m
e. ost w l know of t hese m
el n odel s
i s t hat of Tuckm (1965), w l abel ed t he st ages of
an ho
t eam devel opm ent as f or m ng, st or m ng, nor m ng,
i i i
per f or m ng, and adj our ni ng.
i
20. Exchange of i nf or m i on; i ncr eased i nt er dependency; •
at
t ask expl or at i on; i dent i f i cat i on of com onal t i es
m
1. Forming Tent at i ve i nt er act i ons; pol i t e di scour se; concer n over am gui t y ; •
bi
(orientation)
sel f -di scour se
D sagr eem over pr ocedur es; expr essi on of di ssat i sf act i on; •
i ent
em i onal r esponses; r esi st ance
ot
2. Storming C i t i ci smof i deas; poor at t endance; host i l i t y; pol ar i zat i on and •
r
(conflict) coal i t i on f or m ng
i
G ow h of cohesi veness and uni t y; est abl i shm of r ol es, •
r t ent
st andar ds, and r el at i onshi ps
3. Norming A eem on pr ocedur es; r educt i on i n r ol e am gui t y; i ncr eased •
gr ent bi
(cohesion) "w eel i ng
e-f
21. Goal achi evem ; •
ent
4. Performing hi gh t ask or i ent at i on; emphasi s on per f or mance and pr oduct i on
(conflict) D si on m ng; pr obl emsol vi ng; m ual cooper at i on
eci aki ut •
(performance)
Ter m nat i on of r ol es; com et i on of t asks; r educt i on of
i pl •
dependency
5. Adjourning Di si nt egr at i on and w t hdr aw ; i ncr eased i ndependence and •
i al
(dissolution) em i onal i t y; r egr et
ot
22. TEAMS AND TEAMWORK
Importance Of Teams
Types of Teams
1- Project Team
is convened for a specific purpose and disbands
after completing its task.
2- Cross-functional Team
operates with members who come from different
functional units of an organization.
3 - Employee Involvement Team
meets on a regular basis to help achieve
continuous improvement.
23. TEAMS AND TEAMWORK
Importance Of Teams
Types of Teams
4- Quality Circle Team
employees who meet periodically to discuss ways
of improving work quality.
5- Self-managing Teams
work team having the authority to make decisions
about how they share and complete their work.
6-Virtual Teams
Work together and solve problems through
computer based interactions
27. TEAMS AND TEAMWORK
Meeting
Seven sins of deadly meetings:
1. People arrive late, leave early, and don’t take things seriously.
2. The meeting is too long, sometimes twice as long as necessary.
3. People don’t stay on topic; they digress and are easily distracted.
4. The discussion lacks candor; people are unwilling to tell the truth.
5. The right information isn’t available, so decisions are postponed.
6. Nothing happens when the meeting is over; no one puts decisions into action.
7. Things never get better; the same mistakes are made meeting after meeting.
.
28. TEAMS AND TEAMWORK
Importance Of Teams
MANAGEMENT TIPS
Characteristics of High Performance Teams
Clear, elevating goals
Results-driven structure
Competent team members
Unified commitments
Collaborative climate
Standards of excellence
External support and recognition
Principled leadership
29. Unified team
10 Pillars for unified teamwork
1- LEADER
2- VISION & MISSION
3- SMART TARGETS
( specific, measurable , ambitious , reachable ,
time bound)
4- ORGANIZATION STRUCTURE
5- RESPONSIBILITY
6- COMMUNICATION MANAGEMENT
7- TIME MANAGEMENT
8- LOVE
9- RESPECT
10 INSPIRE
–
30. FOUNDATIONS OF TEAMWORK
Effective Teams
Communication Networks
Decentralized Communication Network
Allows all members to communicate directly with
one another. Works well for tasks that require
lots of creativity, information processing, and
problem solving.
Centralized Communication Network
Requires members to communicate with each
other via a central hub or port
32. FOUNDATIONS OF TEAMWORK
Effective Teams
Decision Making
The process of making choices through
choosing from alternative courses of action
Groupthink
a tendency of members of highly cohesive
teams to lose their critical evaluative
capabilities and make poor decisions.
