This document discusses building high performance teams. It covers topics like work groups versus teams, building trust and believability within teams, dealing with inter-team conflicts, and characteristics of effective teams. An effective team is defined as having five functions: trusting one another, engaging in constructive conflict, committing to decisions, holding each other accountable, and focusing on collective results. High performance leadership is also discussed, along with strategies like applying influence-based versus control-based leadership and integrating organizational change strategies with improvement tools. The final section covers styles of behaving toward team members in a way that lessens stress and gets the best out of the team.

1. Building High Performance Team
Module (02)
TEAMWORK STYLE
IN WORKPLACE

2. Module (02) Teamwork Style in Workplace
2.1
Work Groups and Team
2.2
Re-Active and Pro-Active
2.3
Building Trust and Believability
2.4
Inter-Team Conflicts
2.5
Model of Effective Team
2.6
High Performing Leadership
2.7
Style of Behaving toward Team Members

3. Management
2.1 Work Groups and Team
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.

4. Dynamics of Group Formation:

Propinquity Theory:
People associate with one another due to geographical
proximity.

Balance Theory:
People who have similar attitudes toward certain objects
and goals tend to form a group.

Exchange Theory:
The reward-cost outcomes of interactions serve as the basis
for group formation.

5. Stages of Group Development

6. Building Team from Group

7. Size of a Group:
Groups of 5-7 members exercise the
best elements of both small and large
groups.

8. Work Teams:
A small number of people with complementary skills who are
committed to a common Purpose, common Performance
Goals, and an approach for which they hold themselves
mutually accountable”.

9. Benefits of Work Teams:
• Enhanced Performance.
• Employee Benefits.
• Reduced Costs.
• Organizational Enhancements.
• Increase Reliability (Human/Machine).
• Increase Productivity.
• Employment Loyalty

10. Team Versus Group
Work Group:
A group that interacts primarily to
share information and to make
decisions
to
help
each
group
member perform within his or her
area of responsibility.
Work Team
A group whose individual efforts result
in a performance that is greater than
the sum of the individual inputs.

12. Types of Teams
Problem-Solving Team:
If there are 5 to 12 employees from the
same Department who meet for a few
hours each week to discuss ways of
improving quality, efficiency, and the work
environment.
Self-Managed Work Teams:
If there are 10 to 15 people who take on
the Responsibilities of their former
Supervisors to do certain Job.

13. Cross-Functional Teams:
Employees from about the same
• Task forces
hierarchical level, but from different
• Committees
work areas, who come together to
accomplish a task.

14. Virtual Teams:
Teams
that
technology
use
to
tie
computer
together
physically dispersed members in
order to achieve a common goal.

15. Shaping Individuals Into Team Players

Selection:
Good interpersonal skills

Training:
Can be trained by specialists

Rewards:
Financial or non Financial Rewards

16. 2.2 Re-Active and Pro-Active
Re-Active People:
They focus on the weakness of other People, and they do
action once the problem happen. They can’t think about future
but they are focusing one what in their hand only.
Reactive people, on the other hand, are often affected by their
physical environment. They find external sources to blame for
their behavior. If the weather is good, they feel good. If it isn't,
it affects their attitude and performance, and they blame the
weather."

17. Pro-Active People:
They thing about what they can do with their resources, They
have Vision and they try to achieve it, Also they focus on the
things for future.
The proactive people focus their energies and attention on the
things which they can change for the better as per their vision.

18. Pro-active means: Taking initiative first whatever the situation
may be and having initiative and responsibility to make things
happen and The ability to choose your response to a particular
situation
Responsibility =>
Response + Ability

19. Three Types of People
• People who make things happen
• People who watch things happen.
• People who wonder…what happened

20. 2.3 Building Trust and Believability
Importance of Trust and Believability:
“Under conditions of High Trust with right believes, problem
solving tends to be Creative and Productive. Under conditions
of Low Trust, problem solving tends to be degenerative and
ineffective.”
In contrast, in High Trust Groups there is less socially
generated uncertainty and problems are solved more
effectively.” in Low Trust Groups, interpersonal relationships
interfere with and distort perceptions of the problem.

21. Where Do We Trust?
Management
 Social Trust: It happen between people in the life activities.
 Trust in Organizations : It happen between organization and
those they serve (Employees)
 Intra - Organizational Trust: it happen within Organization’s
Departments.
 Inter- Organizational Trust : It happen between different
Organization.

22. Importance of Trust within Organizations
“Although an organization obviously cannot succeed without
high levels of trust between members, most aggressive
companies do little to actively build trust.
The typical corporation spends huge sums of money training
its managers in interpersonal skills, but pays lip service to the
critical issue of trust.”

23. Management

24. 2.4 Inter-Team Conflicts
Conflict can be pretty much inevitable when you work with
others. People have different viewpoints and under the right
set of circumstances, those differences escalate to conflict.
You can choose to:

Ignore it.

Complain about it.

Blame someone for it.

Try to deal with it through hints & suggestions.

Try to direct clarify what is going on.

Attempt to reach a resolution through common
Techniques.

25. Management
Three-stage process below is a form of mediation process,
which helps Team Members to do:
Step 01: Prepare for Resolution:
 Acknowledge the Conflict
 Discuss the Impact
 Agree to a cooperate process
 Agree to communicate (Active Listening)

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Step 02: Understand the Situation:
 Clarify People’s Positions
 List of facts, assumptions and beliefs underlying position
 Analyze in Smaller Groups
 Convene back as a Team

27. Step 03: Reach Agreement:
Management
Now that all parties understand the others’ positions, the team
must decide what decision or course of action to take. With
the facts and assumptions considered. It’s easier to see the best
of action and reach agreement.

28. 2.5 Model of Effective Team
There are FIVE Functions of an Effective Team:
1. Trust ONE another.
2. Engage in In-filtered Conflict around Ideas.
3. Commit to Decisions & Plans of Action.
4. Hold ONE another Accountable/Catch Mistakes.
5. Focus on Achievement of Collective Results for all.

29. The
Strategic
Team
Development profile uses
the High Energy teams
MODLE to address Eight
Fundamentals areas that all
Teams need to resolve, in
order
effectively.
to
perform

30. Management
The Strategic Team Development Profile is a Team Needs
Analysis tool that will pinpoint the strategic issues that need
resolving in the group. Just some of the applications include:
 SWOT Analysis
 Conflict Resolution
 Role Clarification
 Identifying Skill Gaps / Needs
 Team Performance Reviews
 Establishing Rewards Programs
 Aligning Work Values
 Improving Team Processes, Quality and Productivity

31. High Effective Team Module:
Management
 Warm, Friendly Attitude
 Says Thank you and Smiles
 Customer Focused Oriented
 Prompt, and Reliable
 Self-Motivated and Learning
 Shares Knowledge & Values
 Good Listeners & Reporter
 Accountable and Accept Mistakes
 Has high Standards and Professionally
 Supportive and Cooperative

32. 2.6 High Performance Leadership
Today’s Business Environment requires a New Breed of High
Performance Leaders who can identify the Right People for the
Right Job:
 Motivate and coach employees.
 Introduce and facilitate proactive organizational
change Strategies
 Use new communication skills
 Become
a
visible
champion
improvement programs and strategies.
for
process

33. Management
Strategies for Leadership and Organization Change:
 Apply influence based Leadership VERSUS Control.
 Integrate
Organizational
Change
Strategies
with
IMPROVEMENT TOOLS.
 Develop Strategic Plans to support COMPANY BUSINESS
GOALS.
 Provide Leadership Skills TRAINING, COACHING and
SUPPORT.

34. 2.7 Style of Behaving toward Team Members
Teams are made up of different
characters,
feeling,
believes
and
personalities hence it makes the whole
situation of working in a team dynamic.
Things are always in a flux and throw in
the occasional ego trips; it can make
working in a team very stressful. But
there are behaviors you can adhere to
lessen the stress and get the best out of
the team

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Style of Behaving toward Team Members:

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