Team Bilding Ppt Mb

8/4/2019 Team Bilding Ppt Mb

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TEAM BUIDLING

&LEADERSHIP


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Approximately 80% of Fortune 500companies now have half or more oftheir employees on teams. And 68%of small US manufacturers are using

teams in their production areas.

Source: Teams at work by C Johnson, H R Magazine May 1999,page 30 and Industry Work , September 18, 2000 page 47.


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Why are teams popular ?

Teams outperform individualsfor tasks requiring -multiple skills, judgment, and

experience

Better use of employee talent

More flexible and responsive to change

Can quickly assemble, deploy, refocus ,

and disband

Increase employee participation andmotivation


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What is a TEAM?

A small number of people with

complementary skills who are committed to acommon purpose, performance goals, and

approach for which they hold themselves

mutually accountable.[Katzenbach and Smith, 1994]


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Forming

Storming

Norming

Performing

Adjourning

Copyright Tuckman, Bruce. (1965). Developmental sequence in small groups.Psychological bulletin, 63, 384-399.

Team Building Stages


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Prestage I Stage IForming

Stage IIStorming

Stage IIINorming

Stage IVPerforming

Stage VAdjourning

Stages of Group Development by Tuckman

THE FIVE STAGE MODEL


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UNDEVELOPED

EXPERIMENTING

MATURESTAGE 4

STAGE 3

STAGE 2

STAGE 1

Feelings not dealt with

Confused & uncertain

No rocking the boat Poor listening

Weaknesses covered up

Unclear objectives

Low involvement

FORMING Experimentation

High degree of conflict

Wider options considered

Personal feelings raised

More listening Leadership accepted

STORMING

Methodical working

Agreed procedures

Established procedures

Cohesive

NORMING

High flexibility Appropriate leadership Maximum use of resources Personal obligations

recognized Development a priority

PERFORMING

STAGES OF TEAM DEVELOPMENT


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WHY TEAMS ARE IMPORTANT ?

To break individualism feeling

To perform complex tasks easily

To foster synergy for effectiveness and efficiency

To satisfy individual needs and organizational needs of its

members

Team building should be a way of life in satisfying the

customers


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STRENGTHS OF A TEAM

Capacity to innovate

Accomplish task

Respond rapidly to changing environment

Different perspectives to the problem or opportunity

Can see the whole problem

Foster collaboration

Build lasting networks

Ideas and information flow more rapidly

Actions become easy

Hold team members to high standards because of

peer pressure


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WHAT A TEAM IS NOT?

A collection of individuals who happen to have the

same work place

A collection of individuals who happen to have the

same director or line manager

A collection of individuals who do the same job in

the same department


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ESSENTIAL SKILLS FOR THE TEAM

Technical and functional expertise

Problem solving and decision making skills

Interpersonal skills


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HOW TEAMS WORK BEST

Common purpose

Specific Performance Goals

Optimum Size

Complementary Skills

Common Approach

Mutual Accountability


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WHAT MAKES AN EFECTIVE TEAM

Clear Objectives and agreed goals

Openness

Support and Trust Cooperation

Sound procedure for decision making

Appropriate Leadership Sound inter-group relations


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TEAMS MAGIC WORDS

Trust

Morale

Communication

Conflict

Respect


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TEAMS MAGIC WORDS

Trust

Morale

Communication

Conflict

Respect


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WHAT TEAMMATES DO?

Teammates inconvenience themselves to

help each other

Teammates demonstrate patience andconcern for each other

Teammates consider love and caring an act

of willthey choose to do it Teammates enjoy each others successes and

avoid envy and jealousy.


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CONTINUED

Teammates show compassion for each

other. They can identify with the pain of

others, and theyre compelled to helprelieve it.

Teammates forgive each other. They believe

others will respond to forgiveness with adeep sense of appreciation and a desire to

act responsibly.


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REMEMBER

Together Everyone

Accomplishes

More With

Organization

Responsibility, and

Knowledge


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Credibility of the project leader

Unclear project objectives

Changing goals and priorities

Lack of team definition and structure

Confusion about roles and responsibilities

Performance appraisals that fail to recognize teamwork

Excessive team size (Optimum size 7 25)

Barriers to Team Building


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Why do we need teams?


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SUSTAINED INTEREST IN WORK

WORK DOES NOT SUFFER

QUICK IMPLEMENTATION OF DECISIONS

LESS CONFLICT

EFFECTIVE UTILISATION OF RESOURCES

EFFECTIVE COMMUNICATION

GOOD INTERPERSONAL RELATIONSHIP

MEMBERS SATISFACTION

GOOD DISCIPLINE

RIGHT DIRECTION FOR THE FUTURE

ENHANCED SATISFACTION OF STAKE HOLDERS

OUTCOMES OF TEAMS STRUCTURE


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This is thestandard

representationof the Johari

Windowmodel,

showing each

quadrant to beof the same

size.

Open/Freearea

Blind area

Hidden area

Unknown

area

1 2

3 4

Handling Team Dynamics Johari Window Model


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WHAT MAKES AN EFECTIVE TEAM

Clear Objectives and agreed goals

Openness

Support and Trust Cooperation

Sound procedure for decision making

Appropriate Leadership Sound inter-group relations


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EFFECTIVE TEAM INEFFECTIVE TEAM

Resolution, but conflictencouraged when it can lead tobeneficial result

Anxieties and insecurities

Communicate effectively Unproductive gamesmanship,manipulation of others, hiddenfeelings, conflict avoided at allcosts

High trust levels Confusion, conflict, inefficiency

High achievement needs Subtle sabotage, disinterest orfoot dragging

Result oriented Frequent surprises

Interested in membership selfdevelopment Quality problems

High energy levels andenthusiasm

Cliques, collusion, isolatingmembers

High morale Image problems (credibility)

Change oriented Lethargic / unresponsive


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M i h T


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Selection

- Analyzing Team roles- Forming the Team

- Establishing Team goals

- Matching Team to Task Bonding

- Establishing Team Trust Development

- Balancing Skills within the Team- Ways to formulate Goals

- Maximizing Team Performance

- Improving Team Efficiency

Managing the Team

Documents

Team Bilding Ppt Mb