This document discusses team building and dynamics. It defines the differences between groups and teams, outlines the characteristics of effective team members, and examines theories of team development. Some key points covered include defining groups as coordinating individuals while teams share common goals and commitment, listing skills, communication, and trust as characteristics of effective teams, and describing Tuckman's model of team development which includes forming, storming, norming, and performing stages. Techniques for building teams, motivating members, and managing conflicts are also explained.

1. Tutor: Blessing
Understand team building and
dynamics

2. Learning outcomes
 explain the difference between a group and a
team
 Outline the characteristics of an effective team
members
 Explain the importance of communicating targets
and objectives to a team
 Examine theories of team development
 Explain the techniques of building a team
 Explain the techniques of motivating team
members
 Examine theories of team development
 Explain common causes of conflict within a team
 Explain the techniques to manage conflict within

3. 3.1 group vs team
 Group: is a collective of individuals who
coordinate their individual efforts.
 Team: is a group of people who share a common
team purpose and a number of challenging goals.
Mutually committed to goals and each other

4. 3.2 Characteristics of an effective
team
 Skilled people
 Trained people
 Clear vision for the future
 Goals
 Clear roles and responsibilities
 Effective communication
 Committed people
 Loyal people honest people
 Trust, high morale, motivated

5. 3.3 Techniques of building a team
 Team building is a concept of designing work
such that employees are seen as members of
interdependent teams not as individuals.
 Team building incorporates a range of activities
designed to improve team coherence and
performance
 Including:
 Bonding exercises
 Problem solving
 Away days or retreats
 Exercises and team games

6. 3.3 Building a team
 Team function best when they interact
supportively, communicate effectively and
understand and are committed to achieving the
team goals and objectives.
 The following are a series of generalisations that
contribute towards effective team building:
 Encourage development of a shared vision make
sure everyone knows why they are in a team
 Everyone knows what they bring to the team
 Encourage development of skills
 Support and encourage leadership

7. 3.3 activity
 Name 3 things you can do over the next 3 months
to improve team building at work

8. 3.4 techniques to motivate team
members
 Can you think of a person you regard as being
highly motivated?
 What drives that individuals?

9. 3.4
 What drives motivation?
 1. Intensity: how hard a person tries
 Direction: toward beneficial goal
 3. persistence: how long a person tries
 What affects motivation at work?

10. 3.4 factors affecting motivation
 Challenging work
 Cultural factors
 The location
 Fun
 Providing high qaulity service
 Job security
 Feeling value

11. Motivation techniques
 Achievement
 Recognition
 Work itself
 Responsibility
 Advancement
 Personal growth

12. Home work
 Maslow Theory
 Herzberck Theory of motivation

13. 3.5 importance of communicating
targets and objectives
 Team members need to have a good
understanding of the targets and objectives that
they are required to achieve.
 Both individual and team targets.
 They clearly can not be expected to achieve them
if they do not fully appreciate the requirements.
 Effective communication of targets and objectives
are closely related to the motivational issues we
have examined.
 It will keep employees motivated and engaged in
the targets an objectives

14. 3.6 theories of team development
 Tuckman‘s developmental Model was developed
in the 1960’s the model of development is based
on Forming, Storming, Norming and Performing
team development.
 The main idea of this theory is that a team or a
group has 4-stage process often happens without
team members actually noticing or being aware of
it happening
 Tuckman suggests, however , that an
understanding of the model can help significant in
enabling a team to reach a higher level of
performance, usually quickly and less painful

15. 3.6 Stage 1 Forming
 In the forming stage, team members will work
hard to fit into the team.
 People focus on the routine and try to avoid
conflict and disagreement.
 Most people want to gather information about the
team and work out where they fit in.
 This stage is often perceived as a comfortable
stage in team development, but it is one in which
not much actually gets done.

16. Stage 2- Storming
 In this stage, team members begin to disagree.
 There inevitably will be petty disagreements over
minor irritations, often related to individuals roles
and responsibilities.
 People will ask whose job it is to do this or state
is it my job.
 While minor confrontations will arise that are
quickly ad easily dealt with, it opens doors for the
important issues to be addressed.
 Dealing with small issues will set the tone for
dealing with major issues in the near future.

17. Stage 3 Norming
 Following the issues of Storming , the resolution
of disagreements and conflict enables team to
better understand what is required to achieve the
task.
 The norming stage is where the team agrees how
it will work together, establish process,
procedures and team agrees how it will work
together, establishing process, procedures and
team roles and responsibilities.
 Norming will create a cohesive, effective team,
and provided the team has stormed effectively.

18. Stage 4 performing
 This is considered to be the point at which the
team , and team members, are able to work both
independently and together effectively.
 People know who is responsible for specific
tasks: there is a strong sense of pride and
purpose, and high level of trust, honesty and
loyalty.
 This is reflected in high team morale.
 Some teams never reach this stage

19. 3.7 cause of conflict
 What is conflict?
 Conflict is friction and opposition resulting from
actual or perceived differences or
incompatibilities.
 Conflict may have negative as well as positive
characters

20. 3.7Causes of conflict within a
team
 Poor communication
 Leadership styles
 Not involving those affected by decision in the
decision making process
 Not enough resources
 Office favourites
 Unfair distribution of tasks
 Poor planning
 Not understanding people’s roles

21. 3.8 Techniques of managing conflict
Submissive
Assertive
Aggressive

22. 3.8 assertive
 Assertive is based on the belief that in any
situation you have needs to be met.
 The other parties involved have needs to be met
and that you have something to contribute.
 This involve:
 Not violating other peoples rights whilst standing
up for your rights
 Appropriately and honestly articulating your
feelings, needs and wants, along with expressing
your belief.

23. 3.8 submissiveness
 Submissiveness betrays a desire to avoid conflict
and to please others. It is based on the belief that
in a given situation other peoples needs and
wants are important than yours
 Also, that the other person has rights but you do
not and that you have nothing to contribute
 This involves:
 Not standing up for your rights
 Articulating your feelings
 Not honestly expressing your feelings

24. 3.8 Aggressiveness
 This reflects a belief that the aggressive person’s
rights, opinions and wants are more important
that those of others.
 The aggressor tries to win at the expense of
others, believing that he or she has rights and
something to contribute but other people do not
 Aggressive involves:
 Violating the rights of others
 Ignoring or dismissing other people’s feelings
 Inappropriately articulating your opinions, needs
and wants