INTRODUCTION

The four stages of a group's progression

Forming

Storming

Norming

Performing

A group becomes a team when each member is sure enough of himself and his contribution to praise the skill of the others.

Essential conditions of team-building

• Teamwork needs collaboration among its members. It is said that one plus one is two in mathematics but eleven in team-building.

• The synergetic effect is evident in teamwork; each team is a linking pin to another team and to the total organization

• Every member must have a clearly assigned role; • The team must take collective

responsibility for the action of each of its members; • The team must speak with one voice;• Each member should be able to

handle responsibilities of other members of his team, if the need arises

CONT’D• Team-building is essential to improve organizational

effectiveness.• By diagnosing barriers to team performance and

improving inter-team relationships and task accomplishment.

• Team-building analyses the activities and relationships of the team members.

• Set goals.

The purposes of team-building

Analyze the way work isperformed

Examine the way a group is working

Examine the relationships among team members

Improve relationships of members

Improve service

Team working scenario

TEAM ROLES clarifies group objectives, sets the agenda, establishes priorities, and selects problems

gives shape to the team effort, regarding the feasibility of the project. Can steamroller the team, but gets results

the source of original ideas, suggestions and proposals that are usually original and radical.

contributes a measured and dispassionate analysis and, through objectivity.

turns decisions and strategies into defined and manageable tasks, sorting out objectives and pursuing them logically.

CO ORDINATOR

THE SHAPER

THE PLANT

THE MONITOR-EVALUATOR

THE IMPLEMENTER

TEAM ROLES Goes outside the team to bring in

ideas, information and developments to it.

• They are the team's sales-person, diplomat, liaison officer and explorer.

operates against division and

disruption in the team, like cement, particularly in times of stress and pressure

maintains a permanent sense of urgency with relentless follow-through

RESOURCE INVESTIGTOR

TEAM WORKER

THE FINISHER

TEAM

In small teams, people can, and do, assume more than one role.

• Under-achievement demands a good coordinator or finisher

• Conflict requires a team worker or strong coordinator • Mediocre performance needs a resource investigator,

innovator or shaper

• Error prone teams need an evaluator

• Different roles are important in different circumstances, for example:

• New teams need a strong shaper to get started • Competitive situations demand an innovator with

good ideas

• In areas of high risk, a good evaluator may be needed

• Teams should, therefore, be analysed both in terms of what team roles members can play, and also in relation to what team skills are most needed.

CONCLUSION

THANK YOU

Team vs. Group

• Not all groups in organizations are teams, but all teams are groups. The difference between a team and a group is that a team is interdependent for overall performance. A group qualifies as a team only if its members focus on helping one another to accomplish organizational objectives.

1+6 Pillars of a winning Team

Shared values

Your People Skills 360Create Customized Value for People Around You

• Inspire• Energize• Empower

• Listen• Ask Question• Speak

• Connect• Build Trust• Establish Rapport

• Support• Persuade• Coach

Leading Communicating

Building Relationships

Influencing

9 Roles of a Team LeaderProvide purpose

Build a star team, not a team of stars

Establish shared ownership for the results

Develop team members to fullest potential

Make the work interesting and engaging

Develop a self-managing team

Motivate and inspire team members

Lead and facilitate constructive communication

Monitor, but don’t micromanage

EVALUATION

• Who• When• What• How• Analyze results• Communicate results