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

1. TEAM BUILDING WORKSHOPTEAM BUILDING WORKSHOP
ORGANIZED BYORGANIZED BY
SURKHET CHAMBER OFSURKHET CHAMBER OF
COMMERCE & INDUSTRIESCOMMERCE & INDUSTRIES
(SCCI)(SCCI)
FACILITATED BYFACILITATED BY
C P RIJAL, PHD IN LEADERSHIPC P RIJAL, PHD IN LEADERSHIP
SUPPORTED BYSUPPORTED BY
GIZ/INCLUDEGIZ/INCLUDE
29-30 JUNE, 201329-30 JUNE, 2013

2. Trust and empowerment go side-by-sideTrust and empowerment go side-by-side
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3. We representWe represent
different businessdifferent business
institutions includinginstitutions including
manufacturing,manufacturing,
trading and services.trading and services.

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. If not I, so what?If not I, so what?
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6. We are an electedWe are an elected
body to shoulder thebody to shoulder the
responsibility ofresponsibility of
promoting business.promoting business.

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. 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. Our aim is toOur aim is to
create, promotecreate, promote
and safeguardand safeguard
business as abusiness as a
sociallysocially
responsibleresponsible
institution.institution.

10. We have one identity –We have one identity –
Team SCCITeam SCCI !!

11. Team? What is it all about?Team? What is it all about?
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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. Team building: your digest todayTeam building: your digest today
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14. Harry tried his level best, but…Harry tried his level best, but…
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15. Team is a means of fun in doing thingsTeam is a means of fun in doing things
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16. Keying the success…Keying the success…
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17. Work Groups
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18. They performed beyond possibility…They performed beyond possibility…
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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. rijalcpr@gmail.com 19

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.
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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.
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22. Characteristics of a Group
Collection of People
Interaction and
interdependence
Similar interests
Common goals
Role differentiation
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23. Why do people join groups?
Security
Status
Self-esteem
Affiliation
Power
Goal achievement
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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
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25. Stages of Group development
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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
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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.
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28. Forming…
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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.
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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. rijalcpr@gmail.com 30

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. rijalcpr@gmail.com 31

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.
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33.  It helps shape the behavior of its members,
predict the behavior and guide the performance of
the group as a whole.
Group Structure
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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
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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
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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
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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
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38. Group Structure
4.Status4.Status
Status is a socially defined
rank given to groups or
group members by others
Status symbol
Status equity
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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
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40. Complexities of Work Groups
Diversity
Communication gap
Interpersonal
differences
personal skill
competence
Conflicts
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41. Work Teams
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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.
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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.
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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
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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
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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.
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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?
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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?
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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?
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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? rijalcpr@gmail.com 50

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?
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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?rijalcpr@gmail.com 52