TEAM BUILDING

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TEAM BUILDING
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INTERDEPENDENCE

• Task Interdependence
• Goal Interdependence
• Feedback and Reward

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FUTURE TRENDS IN WORK

• Organisation power pushed to lower levels
• Decentralised organisation structure and decision
  making
• Increased emphasis on service sector
• More emphasis on coach and teacher at junior
  leadership level
• Profit benefit sharing
• In business/ production employee ownership and
  membership on board of directors
• Increased power and questioning by consumers /
  Constituents

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FUTURE TRENDS IN WORK(Continued)

• Autonomous work teams and maverick work groups
• Increased emphasis on individual competence
• Fluid organisation structure
• Informal approach to work
• Flexible working hours
• More attractive, humanised work areas
• More time spent on leisure work
• Wider degree of diversity among personnel
• Increased number of personnel working outside the
  organisation
• Organisation concern for health and fitness of
  personnel
• Recognition of individual need for self
  fulfillment and growth
• Greater reward for innovation and creativity

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TEAM DEFINED

• A GROUP OF PEOPLE WHO MAKE DIFFERENT
  CONTRIBUTIONS TOWARDS THE ACHIEVEMENT OF COMMON
  GOAL

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TEAM WORK

• The purpose of an organisation is to achieve
  overall effectiveness, not just the effective
  performance of individual groups. We must all
  strive to do well individually, yet always with a
  focus on the overall needs of the organisation.

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TEAM WORK

• Everybody, according to Tolstoy, wants to change
  humanity- but nobody wants to change himself or
  herself. We must find ways to compliment and
  support others, not blame one another for our
  difficulties

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TEAM WORK

• Anyone can dedicate himself or herself to long
  hours, hard work and individual effectiveness-
  and feel good about his or her contribution. The
  true issue, however is the extent to which we
  contribute to the goals and results of the
  organisation as a whole.

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TEAM WORK

• Management must recognise peoples tendency to
  identify with groups and the extent to which they
  quickly develop small group loyalties. One of the
  managements key challenges, therefore , is to
  help broaden the scope of vision beyond the
  interest of the individual unit, department or
  division.

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TEAM WORK

• We will never be better as a company than we are
  to each other. As we look beyond our conveniently
  narrow horizons, we should ask continually how we
  can be of help, and we should never implement a
  change without previously reviewing it with
  others who might be affected by the change

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TEAM WORK

• Opportunities to help one another , person to
  person, department to department, are all around
  us. They are amazingly easy to find out, if we
  keep watching for them and make a habit of asking
  people in other departments how they are doing-
  and how we can be of help.

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TEAMWORK

• Real teamwork can be so gratifying that it may
  be considered a reward enough. Nevertheless, the
  individual who habitually communicates,
  cooperates and collaborates with others will be
  recognised by his or her associates as an
  invaluable asset.

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TEAM WORK

• Knowledge of where the organisation is headed,
  what each individuals general role is in the
  overall endeavour and what specific objectives
  particular groups are expected to to achieve is
  extremely important. For optimal success of the
  organisation, however, a spirit of teamwork is
  absolutely essential.

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IMPROVING TEAM WORKING AT MEETINGS

• Prior Involvement
• Preparation
• Vision
• Clarity of Role
• Ground Rules
• Consistent Control

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IMPORTANCE OF MANAGING PEOPLE

• To free up energy for business leaders
• To maintain cost effective flexible organisations
• To best utilise ever dwindling supply of
  qualified people
• To cope with internationalisation/ globalisation
  challenges

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HANDLING STAFF

• People-
• Tend to act in accordance with their image of
  themselves
• React bitterly to attacks on their self esteem
• Tend to react positively to positive direction
• Can surprise you, if given the opportunity

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ESSENTIAL FEATURES OF TEAMS

• Particular purpose
• Job demands co-operation
• Recognised as Teams
• Vested with power and authority

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BUILDING BLOCKS OF TEAM EFFECTIVENESS

• Clear objectives and agreed goals
• Reconciliation of goals
• Barriers to clear objective setting
• Openness and Confrontation
• Assertion
• Active listening
• Giving feedback

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IMPORTANT ELEMENTS OF TEAM WORK

• Purpose
• What is the goal?
• What is the strategy?
• People
• Who does what?
• What drives them?
• Progress
• Review progress regularly
• Be alert to seize opportunities for progress.

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BUILDING BLOCKS OF TEAM EFFECTIVENESS (Continued)

• Support and Trust
• Co-operation and Conflict
• Sharing skills and information
• Use conflict as a tool to progress
• Sound Procedures
• Systematic decision making
• Appropriate Leadership
• Style of leadership
• Delegation
• Effective Team Leader

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BUILDING BLOCKS OF TEAM EFFECTIVENESS(Continued)

• Regular Review
• Individual Development
• Key Problems
• Sound Inter-group Relations
• Role Negotiation

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TEAM WORK TO THE POWER OF EIGHT

• Who are we?
• Where are we now?
• Where are we going?
• How will we get there?
• What is expected of us?
• What support do we need?
• How effective are we?
• What recognition do we get?

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CRITERIA FOR EFFECTIVE GOALS

• Positive
• Challenging, yet realistic
• within own capability
• specific and measurable
• should be agreed upon
• should be acceptable

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ROLE OF EFFECFTIVE TEAM LEADER

• Ensure-
• Quality decision making
• Proper balance between planning and action
• Technical competence to complete the task
• A flow of good ideas
• That the team does not close on itself
• Each individual has a clear role
• Team members are involved and participate
• There is a clear sense of direction and purpose

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REQUIREMENTS FOR EFFECTIVE TEAM BUILDING

• Belief
• Knowledge
• Skill
• Experience

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ROLE OF EFECTIVE TEAM LEADER

• Avoid-
• Excessive focus on detail
• Hidden agendas and conflict
• Allow-
• Mistakes
• Challenge within the supportive environment
• Flexibility of approach

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TRENDS

• Self Directed Teams
• Functional Teams
• Light Weight Teams
• Heavy Weight Teams
• Autonomous Teams
• Boss-less Teams and Distributed Leadership
• Inter-organisational Teams

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MILITARY ORGANISATIONS

• Military organisations successful in withstanding
  stress are truly corporative in that they require
  high levels of individual identification with
  institutional goals as the primary mechanism for
  compelling individual behaviour. It is this very
  sense of belonging, of sharing common values and
  of being unique that defines a truly cohesive
  military unit. It is these factors, which, in the
  end, motivate the individual soldier to stand and
  fight and to risk death in the service of his
  comrades.

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TEAM BUILDING

• Leadership role in team building
• Team characteristics and effectiveness
• Creativity infusion in teams
• Stages of team building and development
• Collaborative and competitive processes
• Team role in managing change

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TEAM BUILDING(Continued)

• Fundamentals of group behaviour
• Group decision making
• Motivation
• Delegation of authority and empowerment
• Managing internal integration
• Problem solving techniques
• Interpersonal relationship and communication

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ESSENTIAL CHARACTERISTICS OF A TEAM

• Members of a team share common purpose which
  binds them together and guides their actions
• Each member of the team has a clear understanding
  of his or her functions and recognises common
  interests
• The team works by pooling knowledge, skills and
  resources and all members share responsibility
  for the outcome
• The effectiveness of a team is related to its
  capability to carry out its work and manage
  itself as an independent group of people

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CHARACTERISTICS OF EFFECTIVE TEAM LEADER

• Understands and is committed to group goals
• Is friendly, concerned and interested in others
• Acknowledges and confronts conflict openly
• Listens to others with understanding
• Includes others in the decision making process
• Recognises and respects individual differences
• Contributes ideas and solutions
• Values the ideas and contributions of others
• Recognises and rewards team effort
• Encourages and appreciates comment about team
  performance

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QUALITIES OF A TEAM LEADER

• Ability to inspire trust
• Good Listener
• Ability to select good staff
• infectious enthusiasm
• ability to run effective meetings
• Good speaker and presenter of information
• Acceptance of responsibility
• Calmness under stress
• Ability to tolerate uncertainty
• Ability to deal with conflict positively
• Helping people to see the funny side of things
• Ready smile

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TEAM LEADERS MUST

• Encourage participation in agreeing on objectives
  and targets
• Group related tasks together so that group
  members know that they can make their jobs easier
  by cooperating with others
• Rotate jobs within groups so that group members
  identify with the team as a whole rather than
  with their own jobs
• Ensure that communications flow freely within and
  between groups
• Encourage informal meetings between groups to
  resolve problems

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CHARACTERISTICS OF GOOD TEAM BUILDING

• High level of interdependence among team members
• Team leader has good people skills and is
  committed to team approach
• Each team member is willing to contribute
• Team develops a relaxed climate for communication
  

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CHARACTERISTICS OF GOOD TEAM BUILDING

• Team members develop a mutual trust
• Team and individuals are prepared to take risks
• Team is clear about goals and establishes targets
  
• Team member roles are defined
• Team members know how to examine team and
  individual errors without personal attacks

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CHARACTERISTICS OF GOOD TEAM BUILDING

• Team has capacity to create new ideas
• Each team member knows he can influence the team
  agenda

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TEAM BUILDING METHODS

• To build an effective team, exercise your
  leadership skills. It is particularly important
  for you to demonstrate that-
• You know where you want to go
• You know how they are going to get there
• You know what you expect each member of the team
  to achieve
• You know what you are doing

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IMPORTANT ELEMENTS IN TEAM WORK

• Purpose
• What is the goal ?
• What is the strategy ?
• People
• Who does what ?
• What drives them ?
• Progress
• Review progress regularly
• Be alert to seize opportunities for progress

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TEAM EFFECTIVENESS

• When evaluating how well team members are working
  together, the following statements can be used as
  a guide
• Team goals are developed through a group process
  of team interaction and agreement in which each
  team member is willing to work toward achieving
  these goals.

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TEAM EFFECTIVENESS

• Conflict is not suppressed. Team members are
  allowed to express negative feelings and
  confrontation within the team which is managed
  and dealt with by team members. Dealing with and
  managing conflict is seen as a way to improve
  team performance.
• Team member resources, talents, skills,
  knowledge, and experiences are fully identified,
  recognized, and used whenever appropriate.

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TEAM EFFECTIVENESS

• Team decision making involves a process that
  encourages active participation by all members.
• Leadership is distributed and shared among team
  members and individuals willingly contribute
  their resources as needed.
• Problem solving, discussing team issues, and
  critiquing team effectiveness are encouraged by
  all team members.

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TEAM EFFECTIVENESS

• Participation is actively shown by all team
  members and roles are shared to facilitate the
  accomplishment of tasks and feelings of group
  togetherness.
• Feedback is asked for by members and freely given
  as a way of evaluating the team's performance and
  clarifying both feelings and interests of the
  team members. When feedback is given it is done
  with a desire to help the other person.

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TEAM EFFECTIVENESS

• Risk taking and creativity are encouraged. When
  mistakes are made, they are treated as a source
  of learning rather than reasons for punishment.
• After evaluating team performance against the
  above guidelines, determine those areas in which
  the team members need to improve and develop a
  strategy for doing so.

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MECHANICS OF TEAM BUILDING

• Finding people who need to work together
• Identifying and promoting shared goals
• Helping the team members learn to understand each
  other
• Helping the team members to learn how to interact
  with each other

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CULTURAL BARRIERS TO TEAM WORK

• Attitude of executives
• Focussing on getting the job done
• Poor strategic thinking
• Wrong structure
• Individualistic reward structure

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STAGES OF TEAM BUILDING

• Confusion
• Conflict
• Control
• Cooperation
• Consensus
• Commitment

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REASONS FOR BUILDING TEAMS

• As a management style
• Sharing stress
• managing co-ordination
• Generating more ideas for innovation
• To resolve inter-disciplinary issues
• To resolve interpersonal problems
• For nurturing and motivating staff

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TOP MANAGEMENT TEAMS UNDER-PERFORMANCE

• Inadequate individual performance
• Common team wide shortcomings
• Harmful rivalries
• Group think
• Fragmentation

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GUIDELINES FOR TEAM LEADERS

• Challenge binds teams
• Concentrate on objectives not on people
• Organise the job the team will establish its own
  way of working
• Expose the problems do not conceal them
• Invite suggestions from the team members to
  generate involvement

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ESSENTIALS OF TEAM BUILDING

• Need for belief in teams
• Understanding your team members
• Focussing on strengths
• Need for sensitivity
• Developing empathy
• Changing role of leader

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EFFECTIVE TEAM LEADER

• Develops-
• Review and feedback mechanisms
• Good listening skills
• A focus on achieving the task
• Shares-
• Information
• Generates-
• Commitment
• Encourages-
• Humour

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STRONG TEAM BUILDERS

• Have high leadership skills
• Are consistent
• Support team philosophy
• Select appropriate members
• Are committed to others on the team
• Build positive climate
• Are motivated by achievements
• Clearly define organisational roles
• Use effective work methods
• Define individual roles
• Review without personal criticism
• Support individual development
• Encourage creativity
• Develop sound inter-group relations
• Use conflict constructively

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WEAK TEAM BUILDERS

• Lack leadership skills
• Are inconsistent
• Have anti team philosophy
• Select inappropriate members
• Lack commitment
• Lack concern to achieve
• Unclear about organisational goals
• Lack effective work methods
• Fail to define roles
• Combine criticism and review
• Ignore individual development
• Subdue creativity
• Tolerate poor inter-group relations
• Allow damaging criticism

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BLOCKAGES TO EFFECTIVE TEAM WORK

• Inappropriate leadership
• Unqualified membership
• Unconstructive climate
• Unclear objectives
• Low standards
• Ineffective work methods
• Insufficient openness
• Undeveloped individuals
• Low innovative capacity
• Unconstructive inter-team relationship

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TEAM BUILDERS CHARTER

• Establish shared aims
• Approach step by step
• Avoid excessive complexity
• Ensure agreement before commitment
• Build realistic time tables
• Be participative
• Relate team building to organisational work
• Face up to interpersonal difficulties
• Encourage openness and frankness
• Do not raise false expectations
• Reorgaaise work if necessary
• Be open to other opportunities
• Accept external help if necessary
• Learn from mistakes
• Build linkages
• Practice what you preach