This document discusses teams and teamwork. It defines a team as a group of people with a common goal. It lists reasons why teamwork is advocated, such as bringing different perspectives together and promoting communication. It also discusses conditions for an effective team, such as agreeing on a mission and distributing roles fairly. The document provides guidance for team leaders on developing trust, shared purpose, and accountability among members. It outlines steps for building effective teams and assessing their needs. Finally, it discusses strategies for dealing with conflict and leading diverse teams.

2. “A group of people with a
common, collective goal”
WHAT IS A TEAM?

3. RATIONALE FOR TEAMS
PRIMARY
REASONS
FOR
ADVOCATING
TEAMWORKS
Two heads are better than one.
People in teams get to know each
other better,build trust & as a result
help each other.
Teamworkpromotes better
communication.

4. CONDITIONS TO BECOME TEAMS
Agreement exists as to the team’s mission.
Members adhere to team ground rules.
Fair distribution of responsibility and authority exists.
People adapt to change

5. BUILT-IN HUMAN FACTORS IN TEAMWORK
Personal Identity of
Team Members
Relationships Among
Team Members
Identify Within The
Organization

6. WHAT TEAM LEADER MUST DEVELOP FOR
TEAM’S EXCELLENCE?
Mutual Support Challenge
Singleness of
Purpose Trust
Participation People Skills Accountability Reinforcement

7. BUILDING TEAM & MAKE THEM WORK
Makeup and Size of Teams
ChoosingTeam Members
Responsibilityof Team Leaders
Other Team Members
Creating theTeams’ Charter

8. FOUR-STEP APPROACH TO TEAM BUILDING
EvaluatingTeam-Building Activities
ExecutingTeam-Building Activities
PlanningTeam-Building Activities
Assessing Team Needs

9. FOUR-STEP APPROACH TO TEAM BUILDING
(EXAMPLE OF ASSESSING TEAM NEEDS)

10. Honesty/
Integrity
Selflessness
Dependability
Enthusiasm
Responsibility
Cooperativeness

11. Initiatives
Patience
Resourcefulness
Punctuality
Tolerance/
Sensitivity
Perseverance

12. COACHES: WHAT TO DO?
Clearly
Defined
Charter
Team
Development
and Team
Building
Mentoring
Mutual
Respect
•Trust made
tangible
•Appreciation of
people as
assets
•Communication
that is clear and
candid
•Ethics that are
unequivocal
•Team members
are assets
Human
Diversity
•Conduct a
cultural audit
•Identify the
specific
needs of
different
groups
•Confront
cultural
clashes
•Eliminate
institutionaliz
ed bias

13. CONFLICT IN TEAMS:
NEGATIVE RESPONSES

14. CONFLICT IN TEAMS:
POSITIVE RESPONSES
Settling the
Differences
Mediation Arbitration

15. STRUCTURAL INHIBITORS OF TEAMWORK
Unit Structure
Accountability
Unit Goals
Responsibility
Compensation& Recognition
Planning & Control

16. REWARDING TEAM AND
INDIVIDUAL PERFORMANCE
TOTAL
COMPENSATIONS
BASE INDIVIDUAL
COMPENSATIONS
INDIVIDUAL
INCENTIVE
COMPENSATIONS
TEAM-BASED
INCENTIVE
COMPENSATIONS

17. MODEL FOR DEVELOPING A TEAM AND
INDIVIDUAL COMPENSATION SYSTEM
Decide what
performance
to measure
Determine
how to
measure the
performance
Identify the
rewards to be
offered
Integrate
related
processes

18. RECOGNIZING TEAMWORK AND TEAM PLAYERS
Sending letter to employee’s family members about employee’s
excellence
Having lunch together with senior-level manager
CEO calling the employee to appreciate personally
Awarding employee with items related with his/her hobby
Giving special parking space for “Employee of the month”
Creating “Wall of fame”

19. STRATEGIES FOR LEADING MULTICULTURAL
TEAMS
ADAPTATION
STRUCTURAL
INTERVENTION
MANAGERIAL
GUIDANCE
EXIT