Team building


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This presentation will remain available for free public access for a week only and it includes basic concepts, tools, techniques and icebreaker games for work group and work team building

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Team building

  2. 2. Trust and empowerment go side-by-sideTrust and empowerment go side-by-side 2
  3. 3. We representWe represent different businessdifferent business institutions includinginstitutions including manufacturing,manufacturing, trading and and services.
  4. 4. We are a sociallyWe are a socially mandated body to actmandated body to act with enthusiasm,with enthusiasm, commitment andcommitment and provide direction toprovide direction to the businessthe business community in andcommunity in and aroundaround Surkhet district.Surkhet district.
  5. 5. If not I, so what?If not I, so what? 5
  6. 6. We are an electedWe are an elected body to shoulder thebody to shoulder the responsibility ofresponsibility of promoting business.promoting business.
  7. 7. We have only oneWe have only one vision – we seevision – we see Surkhet economicallySurkhet economically more prosperous sincemore prosperous since it will be promoted asit will be promoted as the hub of all sectoralthe hub of all sectoral development in thedevelopment in the region.region.
  8. 8. Our mission is toOur mission is to promote business inpromote business in and around Surkhetand around Surkhet by every meansby every means possible; we are in apossible; we are in a mission ofmission of transforming Surkhettransforming Surkhet into economicallyinto economically more viable place.more viable place.
  9. 9. Our aim is toOur aim is to create, promotecreate, promote and safeguardand safeguard business as abusiness as a sociallysocially responsibleresponsible institution.institution.
  10. 10. We have one identity –We have one identity – Team SCCITeam SCCI !!
  11. 11. Team? What is it all about?Team? What is it all about? 11
  12. 12. We, as team SCCI, can better act to support group OSS onWe, as team SCCI, can better act to support group OSS on its mission to promote the culture of entrepreneurship andits mission to promote the culture of entrepreneurship and business innovationbusiness innovation OSS @ SCCI Business counseling Business acculturation Business promotion Research and innovation Investment management Business development Business information Facilitation
  13. 13. Team building: your digest todayTeam building: your digest today 13
  14. 14. Harry tried his level best, but…Harry tried his level best, but… 14
  15. 15. Team is a means of fun in doing thingsTeam is a means of fun in doing things 15
  16. 16. Keying the success…Keying the success… 16
  17. 17. Work Groups 17
  18. 18. They performed beyond possibility…They performed beyond possibility… 18
  19. 19. Definition of a Group A collection of individuals, the members accept a common task, become interdependent in their performance, and interact with one another to promote its accomplishment. 19
  20. 20. What is a Group? A group is defined as two or more individuals interacting and interdependent, who have come together to achieve particular goal. Group work is often seen as a set of people working together to achieve a common goal. 20
  21. 21. Work Group “Each member is conscious about their own and others existence within the group … members have common aims or ideals that to some extent bind them together … members influence and respond to each other in the process of communicating” - Jaques, 2000. 21
  22. 22. Characteristics of a Group Collection of People Interaction and interdependence Similar interests Common goals Role differentiation 22
  23. 23. Why do people join groups? Security Status Self-esteem Affiliation Power Goal achievement 23
  24. 24.  Small groups  Large groups  Primary groups  Secondary groups  Coalitions  Membership groups  Reference groups  Command groups  Task groups  Friendship groups  Interest groups Types of GroupsTypes of Groups 24
  25. 25. Stages of Group development 25
  26. 26. The Five-Stage Model Adjourning/Mourning Completion, ending or evolution Performing Achieving the purpose Norming Agreeing purpose and conduct Storming Resolving differences Forming Initial meeting together Stages of Group DevelopmentStages of Group Development 26
  27. 27. Cont… Forming stage. Initial entry of members to a group. Members concern’s include: • Getting to know each other. • Discovering what is considered acceptable behavior. • Determining the real group task. • Defining group rules. 27
  28. 28. Forming… 28
  29. 29. Cont… Storming stage. A period of high emotionality and tension among group members. Members concern’s include: • Formation of coalitions and cliques. • Dealing with outside demands. • Clarifying membership expectations. • Dealing with obstacles to group goals. • Understanding members’ interpersonal styles. 29
  30. 30. Cont… Norming stage. The point at which the group really begins to come together as a coordinated unit. Members concern’s include: • Holding the group together. • Dealing with divergent views and criticisms. • Dealing with a premature sense of accomplishment. 30
  31. 31. Cont… Performing stage.Performing stage. Marks the emergence of a mature, organized, and well-functioning group. Members deal with complex tasks and handle internal disagreements in creative ways. Primary challenge is to continue to improve relationships and performance. 31
  32. 32. Cont… Adjourning stage. Particularly important for temporary groups. A well-integrated group is: • Able to disband when its work is finished. • Willing to work together in the future. 32
  33. 33.  It helps shape the behavior of its members, predict the behavior and guide the performance of the group as a whole. Group Structure 33
  34. 34. Groups of 5-7 members exercise the best elements of both small and large groups.  Social Loafing - The tendency for individuals to expend less effort when working collectively than when working individually. Group Structure 34
  35. 35. Group Structure 1.Size & Composition Size is the number of persons in group which affects group behavior and composition is degree of similarity or difference among group members. Large groups Small groups 35
  36. 36. Group Structure 2.Roles Roles deal with what people do Role is a set of position related expected behavior patterns in a social unit Task Oriented roles Relation oriented role 36
  37. 37. Group Structure 3. Norms Norms are the acceptable standards of behavior shared by group members Norms influence the behavior of group members that apply to all group members Performance Norms Appearance Norms Social Arrangement Norms Resource allocation norms 37
  38. 38. Group Structure 4.Status4.Status Status is a socially defined rank given to groups or group members by others Status symbol Status equity 38
  39. 39.  The processes that go on within a work group e.g. communication patterns, group decision processes, leader behaviour, power dynamics, conflict interactions etc.  Synergy, and  Social  Facilitation effect. Group Processes 39
  40. 40. Complexities of Work Groups Diversity Communication gap Interpersonal differences personal skill competence Conflicts 40
  41. 41. Work Teams 41
  42. 42. Work Team Temporary or ongoing task group whose members work together to identify problems, form consensuses about actions to be taken, and implement the most viable ones. 42
  43. 43. TYPES OF TEAMSTYPES OF TEAMS Work team: group of individuals who cooperate in completing a set of tasks. Integrated work team: group that accomplishes many tasks by making specific assignments to members and rotating jobs among them as the tasks require. Autonomous (or self-managing) work team: given almost complete autonomy in determining how a task will be done. Entrepreneurial team: group of individuals with diverse expertise and backgrounds. Quality circles: comprise small groups of employees who work on solving specific problems related to quality and productivity, often with stated targets for improvement. 43
  44. 44. PUTTING THE TEAM TOGETHER Forming a team involves a great deal more than just throwing several people together and assigning them a goal Effectiveness of a team begins to diminish over 12 members. Ideal size is typically centered around 6 and can drift as high as 9. When formal groups are established with large numbers, they inevitably partition into subgroups. When considering the size of a team, a firm must also be conscious of the necessity of assembling a diversity of skills and functional expertise 44
  45. 45. NORMS IN THE TEAM CONCEPT Teams cannot work effectively to accomplish their goals if they do not establish norms by which they will operate. Group norms are not designed to cover every conceivable situation in which a team might become involved they address only those situations which are significant to the team. Not all norms apply to every team member 45
  46. 46. CONFORMITY TO NORMS Individuals conform to team norms for a variety of reasons. People generally feel more comfortable in groups whose members share some common personal factors. Intelligence is also an important factor in group conformity. Situational factors are also integral part in the team concept. Such factors include the size of the group. 46
  47. 47. Building a team Successful team building, that creates effective, focused work teams. Requires attention to each of the following. Clear Expectations 1. Has executive leadership clearly communicated its expectations for the team’s performance? 1. Do team members understand? 2. Why the team was created? 3. Is the organization demonstrating constancy of purpose in supporting the team with resources of people, time and money? 4. Does the work of the team receive sufficient emphasis as a priority in terms of the time, discussion, attention and interest directed its way by executive leaders? 47
  48. 48. Contexts 1. Do team members understand why they are participating on the team? 2. Do they understand how the strategy of using teams will help the organization attain its communicated business goals? 3. Can team members define their team’s importance to the accomplishment of corporate goals? 4. Does the team understand where its work fits in the total context of the organization’s goals, principles, vision and values? 48
  49. 49. Commitment 1. Do team members want to participate on the team? 2. Do team members feel the team mission is important? 3. Are members committed to accomplishing the team mission and expected outcomes? 4. Do team members perceive their service as valuable to the organization and to their own careers? 5. Do team members anticipate recognition for their contributions? 6. Do team members expect their skills to grow and develop on the team? 7. Are team members excited and challenged by the team opportunity? 49
  50. 50. Competence 1. Does the team feel that it has the appropriate people participating? 2. Does the team feel that its members have the knowledge, skill and capability to address the issues for which the team was formed? 3. If not, does the team have access to the help it needs? Charter 1. Has the team taken its assigned area of responsibility and designed its own mission, vision and strategies to accomplish the mission. 2. Has the team defined and communicated its goals; its anticipated outcomes and contributions; its timelines; and how it will measure both the outcomes of its work and the process the team followed to accomplish their task? 50
  51. 51. Control 1.Does the team have enough freedom and empowerment to feel the ownership necessary to accomplish its charter? 2.At the same time, do team members clearly understand their boundaries? 3.How far may members go in pursuit of solutions? Collaboration 1.Does the team understand team and group process? 2.Do members understand the stages of group development? 3.Are team members working together effectively interpersonally? 4.Do all team members understand the roles and responsibilities of team members? 5.Can the team approach problem solving, process improvement, goal setting and measurement jointly? 6.Do team members cooperate to accomplish the team charter? 51
  52. 52. Communication 1.Are team members clear about the priority of their tasks? 2.Is there an established method for the teams to give feedback and receive honest performance feedback? 3.Does the organization provide important business information regularly? 4.Do the teams understand the complete context for their existence? Creative Innovation 1.Is the organization really interested in change? 2.Does it value creative thinking, unique solutions, and new ideas? 3.Does it reward people who take reasonable risks to make improvements? 4.Or does it reward the people who fit in and maintain the status quo? 5.Does it provide the training, education, access to books and films, and field trips necessary to stimulate new thinking? 52