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Employee Involvement
Tanetra Austin Tri-State Institute
2010
Involvement
An approach taken to improve quality and productivity
Employeacutees- Backbone of TQMImproves the quality and productivity
Aspects Of Employee Involvement
EMPLOYEE MOTIVATION EMPLOYEE EMPOWEREMENT TEAMS AND TEAM WORK RECOGNITION AND REWARD PERFORMANCE APPRAISAL
EMPLOYEE MOTIVATION
SCOTT DEFINES ldquo MOTIVATION IS A PROCESS OF STIMULATING PEOPLE TO ACCOMPLISH DESIRED
GOALS
IMPORTANCE OF MOTIVATION IMPROVES EMPLOYEE
INVOLVEMENT PROMOTES JOB SATISFACTION
PROMOTES INTERPERSONAL COOPERATION
EMPLOYEE MOTIVATION
Motivation
Helps individuals to understand the utilization of employee involvement to achieve process improvement
Motivational Quote ldquoObstacles are things a person sees when he takes his eyes off his goalrdquo
E Joseph Cossman
Maslows Hierarchy of NeedsAbraham Maslow
developed the first and most popular motivational theories
He stated that motivation is best explained in terms of hierarchy
What is HierarchyA series of ordered groupings
of people or things within a system
Levels of Hierarchy According to Maslow there are five
levels of hierarchy relating to motivation
5Self-actualization(control and freedom)
4Esteem(pride and self-worth)
3Social(need to belong)
2Security(a safe place to work and job security)
1Survival(food clothing and shelter)
EMPLOYEES WANTS TEND TO FOLLOW THE THEORIES OF MASLOW
Employee Wants
ACHIEVING A MOTIVATED WORK FORCE
1 Know thyself2 Know your employees3 Establish a positive attitude4 Share the goals5 Monitor progress6 Develop interesting work7 Communicate effectively8 Celebrate success
Farrukh is Here Irsquoll Try my best to explain my topic
Surveys Includecurren Personality Characteristicscurren Management Styles curren Job Attitudescurren The Work
Employee Surveys
Increasing the spiritual political social or economic strength of individuals and communities
What is Empowerment
Employee Empowerment
Requires individuals to be held responsible for accomplishing a whole taskIn order to create the empowered
three conditions are necessary1 Everyone must understand the
need for change2 The system needs to change to the
new paradigm3 The organization must enable its
employees
CHARACTERISTICS OF EMPOWERED EMPLOYEES
They feel responsible for their own task
They balance their own goals with the organization
They are challenged and encouragedThey monitor and improve their work continuously
They find new goals and change challenges
Irsquom Shahbaz Hussain Now I will continue the presentation
TEAMS AND TEAMWORK
TEAMS AND TEAMWORK
TEAM - Group of people working together to perform common achievement goalTEAMWORK - Cumulative actions of the team during the achievement of goalBENEFITS OF TEAMWORKbull Improved solutions to quality problemsbull improved communication
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Involvement
An approach taken to improve quality and productivity
Employeacutees- Backbone of TQMImproves the quality and productivity
Aspects Of Employee Involvement
EMPLOYEE MOTIVATION EMPLOYEE EMPOWEREMENT TEAMS AND TEAM WORK RECOGNITION AND REWARD PERFORMANCE APPRAISAL
EMPLOYEE MOTIVATION
SCOTT DEFINES ldquo MOTIVATION IS A PROCESS OF STIMULATING PEOPLE TO ACCOMPLISH DESIRED
GOALS
IMPORTANCE OF MOTIVATION IMPROVES EMPLOYEE
INVOLVEMENT PROMOTES JOB SATISFACTION
PROMOTES INTERPERSONAL COOPERATION
EMPLOYEE MOTIVATION
Motivation
Helps individuals to understand the utilization of employee involvement to achieve process improvement
Motivational Quote ldquoObstacles are things a person sees when he takes his eyes off his goalrdquo
E Joseph Cossman
Maslows Hierarchy of NeedsAbraham Maslow
developed the first and most popular motivational theories
He stated that motivation is best explained in terms of hierarchy
What is HierarchyA series of ordered groupings
of people or things within a system
Levels of Hierarchy According to Maslow there are five
levels of hierarchy relating to motivation
5Self-actualization(control and freedom)
4Esteem(pride and self-worth)
3Social(need to belong)
2Security(a safe place to work and job security)
1Survival(food clothing and shelter)
EMPLOYEES WANTS TEND TO FOLLOW THE THEORIES OF MASLOW
Employee Wants
ACHIEVING A MOTIVATED WORK FORCE
1 Know thyself2 Know your employees3 Establish a positive attitude4 Share the goals5 Monitor progress6 Develop interesting work7 Communicate effectively8 Celebrate success
Farrukh is Here Irsquoll Try my best to explain my topic
Surveys Includecurren Personality Characteristicscurren Management Styles curren Job Attitudescurren The Work
Employee Surveys
Increasing the spiritual political social or economic strength of individuals and communities
What is Empowerment
Employee Empowerment
Requires individuals to be held responsible for accomplishing a whole taskIn order to create the empowered
three conditions are necessary1 Everyone must understand the
need for change2 The system needs to change to the
new paradigm3 The organization must enable its
employees
CHARACTERISTICS OF EMPOWERED EMPLOYEES
They feel responsible for their own task
They balance their own goals with the organization
They are challenged and encouragedThey monitor and improve their work continuously
They find new goals and change challenges
Irsquom Shahbaz Hussain Now I will continue the presentation
TEAMS AND TEAMWORK
TEAMS AND TEAMWORK
TEAM - Group of people working together to perform common achievement goalTEAMWORK - Cumulative actions of the team during the achievement of goalBENEFITS OF TEAMWORKbull Improved solutions to quality problemsbull improved communication
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Employeacutees- Backbone of TQMImproves the quality and productivity
Aspects Of Employee Involvement
EMPLOYEE MOTIVATION EMPLOYEE EMPOWEREMENT TEAMS AND TEAM WORK RECOGNITION AND REWARD PERFORMANCE APPRAISAL
EMPLOYEE MOTIVATION
SCOTT DEFINES ldquo MOTIVATION IS A PROCESS OF STIMULATING PEOPLE TO ACCOMPLISH DESIRED
GOALS
IMPORTANCE OF MOTIVATION IMPROVES EMPLOYEE
INVOLVEMENT PROMOTES JOB SATISFACTION
PROMOTES INTERPERSONAL COOPERATION
EMPLOYEE MOTIVATION
Motivation
Helps individuals to understand the utilization of employee involvement to achieve process improvement
Motivational Quote ldquoObstacles are things a person sees when he takes his eyes off his goalrdquo
E Joseph Cossman
Maslows Hierarchy of NeedsAbraham Maslow
developed the first and most popular motivational theories
He stated that motivation is best explained in terms of hierarchy
What is HierarchyA series of ordered groupings
of people or things within a system
Levels of Hierarchy According to Maslow there are five
levels of hierarchy relating to motivation
5Self-actualization(control and freedom)
4Esteem(pride and self-worth)
3Social(need to belong)
2Security(a safe place to work and job security)
1Survival(food clothing and shelter)
EMPLOYEES WANTS TEND TO FOLLOW THE THEORIES OF MASLOW
Employee Wants
ACHIEVING A MOTIVATED WORK FORCE
1 Know thyself2 Know your employees3 Establish a positive attitude4 Share the goals5 Monitor progress6 Develop interesting work7 Communicate effectively8 Celebrate success
Farrukh is Here Irsquoll Try my best to explain my topic
Surveys Includecurren Personality Characteristicscurren Management Styles curren Job Attitudescurren The Work
Employee Surveys
Increasing the spiritual political social or economic strength of individuals and communities
What is Empowerment
Employee Empowerment
Requires individuals to be held responsible for accomplishing a whole taskIn order to create the empowered
three conditions are necessary1 Everyone must understand the
need for change2 The system needs to change to the
new paradigm3 The organization must enable its
employees
CHARACTERISTICS OF EMPOWERED EMPLOYEES
They feel responsible for their own task
They balance their own goals with the organization
They are challenged and encouragedThey monitor and improve their work continuously
They find new goals and change challenges
Irsquom Shahbaz Hussain Now I will continue the presentation
TEAMS AND TEAMWORK
TEAMS AND TEAMWORK
TEAM - Group of people working together to perform common achievement goalTEAMWORK - Cumulative actions of the team during the achievement of goalBENEFITS OF TEAMWORKbull Improved solutions to quality problemsbull improved communication
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
EMPLOYEE MOTIVATION
SCOTT DEFINES ldquo MOTIVATION IS A PROCESS OF STIMULATING PEOPLE TO ACCOMPLISH DESIRED
GOALS
IMPORTANCE OF MOTIVATION IMPROVES EMPLOYEE
INVOLVEMENT PROMOTES JOB SATISFACTION
PROMOTES INTERPERSONAL COOPERATION
EMPLOYEE MOTIVATION
Motivation
Helps individuals to understand the utilization of employee involvement to achieve process improvement
Motivational Quote ldquoObstacles are things a person sees when he takes his eyes off his goalrdquo
E Joseph Cossman
Maslows Hierarchy of NeedsAbraham Maslow
developed the first and most popular motivational theories
He stated that motivation is best explained in terms of hierarchy
What is HierarchyA series of ordered groupings
of people or things within a system
Levels of Hierarchy According to Maslow there are five
levels of hierarchy relating to motivation
5Self-actualization(control and freedom)
4Esteem(pride and self-worth)
3Social(need to belong)
2Security(a safe place to work and job security)
1Survival(food clothing and shelter)
EMPLOYEES WANTS TEND TO FOLLOW THE THEORIES OF MASLOW
Employee Wants
ACHIEVING A MOTIVATED WORK FORCE
1 Know thyself2 Know your employees3 Establish a positive attitude4 Share the goals5 Monitor progress6 Develop interesting work7 Communicate effectively8 Celebrate success
Farrukh is Here Irsquoll Try my best to explain my topic
Surveys Includecurren Personality Characteristicscurren Management Styles curren Job Attitudescurren The Work
Employee Surveys
Increasing the spiritual political social or economic strength of individuals and communities
What is Empowerment
Employee Empowerment
Requires individuals to be held responsible for accomplishing a whole taskIn order to create the empowered
three conditions are necessary1 Everyone must understand the
need for change2 The system needs to change to the
new paradigm3 The organization must enable its
employees
CHARACTERISTICS OF EMPOWERED EMPLOYEES
They feel responsible for their own task
They balance their own goals with the organization
They are challenged and encouragedThey monitor and improve their work continuously
They find new goals and change challenges
Irsquom Shahbaz Hussain Now I will continue the presentation
TEAMS AND TEAMWORK
TEAMS AND TEAMWORK
TEAM - Group of people working together to perform common achievement goalTEAMWORK - Cumulative actions of the team during the achievement of goalBENEFITS OF TEAMWORKbull Improved solutions to quality problemsbull improved communication
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
SCOTT DEFINES ldquo MOTIVATION IS A PROCESS OF STIMULATING PEOPLE TO ACCOMPLISH DESIRED
GOALS
IMPORTANCE OF MOTIVATION IMPROVES EMPLOYEE
INVOLVEMENT PROMOTES JOB SATISFACTION
PROMOTES INTERPERSONAL COOPERATION
EMPLOYEE MOTIVATION
Motivation
Helps individuals to understand the utilization of employee involvement to achieve process improvement
Motivational Quote ldquoObstacles are things a person sees when he takes his eyes off his goalrdquo
E Joseph Cossman
Maslows Hierarchy of NeedsAbraham Maslow
developed the first and most popular motivational theories
He stated that motivation is best explained in terms of hierarchy
What is HierarchyA series of ordered groupings
of people or things within a system
Levels of Hierarchy According to Maslow there are five
levels of hierarchy relating to motivation
5Self-actualization(control and freedom)
4Esteem(pride and self-worth)
3Social(need to belong)
2Security(a safe place to work and job security)
1Survival(food clothing and shelter)
EMPLOYEES WANTS TEND TO FOLLOW THE THEORIES OF MASLOW
Employee Wants
ACHIEVING A MOTIVATED WORK FORCE
1 Know thyself2 Know your employees3 Establish a positive attitude4 Share the goals5 Monitor progress6 Develop interesting work7 Communicate effectively8 Celebrate success
Farrukh is Here Irsquoll Try my best to explain my topic
Surveys Includecurren Personality Characteristicscurren Management Styles curren Job Attitudescurren The Work
Employee Surveys
Increasing the spiritual political social or economic strength of individuals and communities
What is Empowerment
Employee Empowerment
Requires individuals to be held responsible for accomplishing a whole taskIn order to create the empowered
three conditions are necessary1 Everyone must understand the
need for change2 The system needs to change to the
new paradigm3 The organization must enable its
employees
CHARACTERISTICS OF EMPOWERED EMPLOYEES
They feel responsible for their own task
They balance their own goals with the organization
They are challenged and encouragedThey monitor and improve their work continuously
They find new goals and change challenges
Irsquom Shahbaz Hussain Now I will continue the presentation
TEAMS AND TEAMWORK
TEAMS AND TEAMWORK
TEAM - Group of people working together to perform common achievement goalTEAMWORK - Cumulative actions of the team during the achievement of goalBENEFITS OF TEAMWORKbull Improved solutions to quality problemsbull improved communication
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Motivation
Helps individuals to understand the utilization of employee involvement to achieve process improvement
Motivational Quote ldquoObstacles are things a person sees when he takes his eyes off his goalrdquo
E Joseph Cossman
Maslows Hierarchy of NeedsAbraham Maslow
developed the first and most popular motivational theories
He stated that motivation is best explained in terms of hierarchy
What is HierarchyA series of ordered groupings
of people or things within a system
Levels of Hierarchy According to Maslow there are five
levels of hierarchy relating to motivation
5Self-actualization(control and freedom)
4Esteem(pride and self-worth)
3Social(need to belong)
2Security(a safe place to work and job security)
1Survival(food clothing and shelter)
EMPLOYEES WANTS TEND TO FOLLOW THE THEORIES OF MASLOW
Employee Wants
ACHIEVING A MOTIVATED WORK FORCE
1 Know thyself2 Know your employees3 Establish a positive attitude4 Share the goals5 Monitor progress6 Develop interesting work7 Communicate effectively8 Celebrate success
Farrukh is Here Irsquoll Try my best to explain my topic
Surveys Includecurren Personality Characteristicscurren Management Styles curren Job Attitudescurren The Work
Employee Surveys
Increasing the spiritual political social or economic strength of individuals and communities
What is Empowerment
Employee Empowerment
Requires individuals to be held responsible for accomplishing a whole taskIn order to create the empowered
three conditions are necessary1 Everyone must understand the
need for change2 The system needs to change to the
new paradigm3 The organization must enable its
employees
CHARACTERISTICS OF EMPOWERED EMPLOYEES
They feel responsible for their own task
They balance their own goals with the organization
They are challenged and encouragedThey monitor and improve their work continuously
They find new goals and change challenges
Irsquom Shahbaz Hussain Now I will continue the presentation
TEAMS AND TEAMWORK
TEAMS AND TEAMWORK
TEAM - Group of people working together to perform common achievement goalTEAMWORK - Cumulative actions of the team during the achievement of goalBENEFITS OF TEAMWORKbull Improved solutions to quality problemsbull improved communication
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Maslows Hierarchy of NeedsAbraham Maslow
developed the first and most popular motivational theories
He stated that motivation is best explained in terms of hierarchy
What is HierarchyA series of ordered groupings
of people or things within a system
Levels of Hierarchy According to Maslow there are five
levels of hierarchy relating to motivation
5Self-actualization(control and freedom)
4Esteem(pride and self-worth)
3Social(need to belong)
2Security(a safe place to work and job security)
1Survival(food clothing and shelter)
EMPLOYEES WANTS TEND TO FOLLOW THE THEORIES OF MASLOW
Employee Wants
ACHIEVING A MOTIVATED WORK FORCE
1 Know thyself2 Know your employees3 Establish a positive attitude4 Share the goals5 Monitor progress6 Develop interesting work7 Communicate effectively8 Celebrate success
Farrukh is Here Irsquoll Try my best to explain my topic
Surveys Includecurren Personality Characteristicscurren Management Styles curren Job Attitudescurren The Work
Employee Surveys
Increasing the spiritual political social or economic strength of individuals and communities
What is Empowerment
Employee Empowerment
Requires individuals to be held responsible for accomplishing a whole taskIn order to create the empowered
three conditions are necessary1 Everyone must understand the
need for change2 The system needs to change to the
new paradigm3 The organization must enable its
employees
CHARACTERISTICS OF EMPOWERED EMPLOYEES
They feel responsible for their own task
They balance their own goals with the organization
They are challenged and encouragedThey monitor and improve their work continuously
They find new goals and change challenges
Irsquom Shahbaz Hussain Now I will continue the presentation
TEAMS AND TEAMWORK
TEAMS AND TEAMWORK
TEAM - Group of people working together to perform common achievement goalTEAMWORK - Cumulative actions of the team during the achievement of goalBENEFITS OF TEAMWORKbull Improved solutions to quality problemsbull improved communication
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
What is HierarchyA series of ordered groupings
of people or things within a system
Levels of Hierarchy According to Maslow there are five
levels of hierarchy relating to motivation
5Self-actualization(control and freedom)
4Esteem(pride and self-worth)
3Social(need to belong)
2Security(a safe place to work and job security)
1Survival(food clothing and shelter)
EMPLOYEES WANTS TEND TO FOLLOW THE THEORIES OF MASLOW
Employee Wants
ACHIEVING A MOTIVATED WORK FORCE
1 Know thyself2 Know your employees3 Establish a positive attitude4 Share the goals5 Monitor progress6 Develop interesting work7 Communicate effectively8 Celebrate success
Farrukh is Here Irsquoll Try my best to explain my topic
Surveys Includecurren Personality Characteristicscurren Management Styles curren Job Attitudescurren The Work
Employee Surveys
Increasing the spiritual political social or economic strength of individuals and communities
What is Empowerment
Employee Empowerment
Requires individuals to be held responsible for accomplishing a whole taskIn order to create the empowered
three conditions are necessary1 Everyone must understand the
need for change2 The system needs to change to the
new paradigm3 The organization must enable its
employees
CHARACTERISTICS OF EMPOWERED EMPLOYEES
They feel responsible for their own task
They balance their own goals with the organization
They are challenged and encouragedThey monitor and improve their work continuously
They find new goals and change challenges
Irsquom Shahbaz Hussain Now I will continue the presentation
TEAMS AND TEAMWORK
TEAMS AND TEAMWORK
TEAM - Group of people working together to perform common achievement goalTEAMWORK - Cumulative actions of the team during the achievement of goalBENEFITS OF TEAMWORKbull Improved solutions to quality problemsbull improved communication
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Levels of Hierarchy According to Maslow there are five
levels of hierarchy relating to motivation
5Self-actualization(control and freedom)
4Esteem(pride and self-worth)
3Social(need to belong)
2Security(a safe place to work and job security)
1Survival(food clothing and shelter)
EMPLOYEES WANTS TEND TO FOLLOW THE THEORIES OF MASLOW
Employee Wants
ACHIEVING A MOTIVATED WORK FORCE
1 Know thyself2 Know your employees3 Establish a positive attitude4 Share the goals5 Monitor progress6 Develop interesting work7 Communicate effectively8 Celebrate success
Farrukh is Here Irsquoll Try my best to explain my topic
Surveys Includecurren Personality Characteristicscurren Management Styles curren Job Attitudescurren The Work
Employee Surveys
Increasing the spiritual political social or economic strength of individuals and communities
What is Empowerment
Employee Empowerment
Requires individuals to be held responsible for accomplishing a whole taskIn order to create the empowered
three conditions are necessary1 Everyone must understand the
need for change2 The system needs to change to the
new paradigm3 The organization must enable its
employees
CHARACTERISTICS OF EMPOWERED EMPLOYEES
They feel responsible for their own task
They balance their own goals with the organization
They are challenged and encouragedThey monitor and improve their work continuously
They find new goals and change challenges
Irsquom Shahbaz Hussain Now I will continue the presentation
TEAMS AND TEAMWORK
TEAMS AND TEAMWORK
TEAM - Group of people working together to perform common achievement goalTEAMWORK - Cumulative actions of the team during the achievement of goalBENEFITS OF TEAMWORKbull Improved solutions to quality problemsbull improved communication
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
EMPLOYEES WANTS TEND TO FOLLOW THE THEORIES OF MASLOW
Employee Wants
ACHIEVING A MOTIVATED WORK FORCE
1 Know thyself2 Know your employees3 Establish a positive attitude4 Share the goals5 Monitor progress6 Develop interesting work7 Communicate effectively8 Celebrate success
Farrukh is Here Irsquoll Try my best to explain my topic
Surveys Includecurren Personality Characteristicscurren Management Styles curren Job Attitudescurren The Work
Employee Surveys
Increasing the spiritual political social or economic strength of individuals and communities
What is Empowerment
Employee Empowerment
Requires individuals to be held responsible for accomplishing a whole taskIn order to create the empowered
three conditions are necessary1 Everyone must understand the
need for change2 The system needs to change to the
new paradigm3 The organization must enable its
employees
CHARACTERISTICS OF EMPOWERED EMPLOYEES
They feel responsible for their own task
They balance their own goals with the organization
They are challenged and encouragedThey monitor and improve their work continuously
They find new goals and change challenges
Irsquom Shahbaz Hussain Now I will continue the presentation
TEAMS AND TEAMWORK
TEAMS AND TEAMWORK
TEAM - Group of people working together to perform common achievement goalTEAMWORK - Cumulative actions of the team during the achievement of goalBENEFITS OF TEAMWORKbull Improved solutions to quality problemsbull improved communication
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
ACHIEVING A MOTIVATED WORK FORCE
1 Know thyself2 Know your employees3 Establish a positive attitude4 Share the goals5 Monitor progress6 Develop interesting work7 Communicate effectively8 Celebrate success
Farrukh is Here Irsquoll Try my best to explain my topic
Surveys Includecurren Personality Characteristicscurren Management Styles curren Job Attitudescurren The Work
Employee Surveys
Increasing the spiritual political social or economic strength of individuals and communities
What is Empowerment
Employee Empowerment
Requires individuals to be held responsible for accomplishing a whole taskIn order to create the empowered
three conditions are necessary1 Everyone must understand the
need for change2 The system needs to change to the
new paradigm3 The organization must enable its
employees
CHARACTERISTICS OF EMPOWERED EMPLOYEES
They feel responsible for their own task
They balance their own goals with the organization
They are challenged and encouragedThey monitor and improve their work continuously
They find new goals and change challenges
Irsquom Shahbaz Hussain Now I will continue the presentation
TEAMS AND TEAMWORK
TEAMS AND TEAMWORK
TEAM - Group of people working together to perform common achievement goalTEAMWORK - Cumulative actions of the team during the achievement of goalBENEFITS OF TEAMWORKbull Improved solutions to quality problemsbull improved communication
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Farrukh is Here Irsquoll Try my best to explain my topic
Surveys Includecurren Personality Characteristicscurren Management Styles curren Job Attitudescurren The Work
Employee Surveys
Increasing the spiritual political social or economic strength of individuals and communities
What is Empowerment
Employee Empowerment
Requires individuals to be held responsible for accomplishing a whole taskIn order to create the empowered
three conditions are necessary1 Everyone must understand the
need for change2 The system needs to change to the
new paradigm3 The organization must enable its
employees
CHARACTERISTICS OF EMPOWERED EMPLOYEES
They feel responsible for their own task
They balance their own goals with the organization
They are challenged and encouragedThey monitor and improve their work continuously
They find new goals and change challenges
Irsquom Shahbaz Hussain Now I will continue the presentation
TEAMS AND TEAMWORK
TEAMS AND TEAMWORK
TEAM - Group of people working together to perform common achievement goalTEAMWORK - Cumulative actions of the team during the achievement of goalBENEFITS OF TEAMWORKbull Improved solutions to quality problemsbull improved communication
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Surveys Includecurren Personality Characteristicscurren Management Styles curren Job Attitudescurren The Work
Employee Surveys
Increasing the spiritual political social or economic strength of individuals and communities
What is Empowerment
Employee Empowerment
Requires individuals to be held responsible for accomplishing a whole taskIn order to create the empowered
three conditions are necessary1 Everyone must understand the
need for change2 The system needs to change to the
new paradigm3 The organization must enable its
employees
CHARACTERISTICS OF EMPOWERED EMPLOYEES
They feel responsible for their own task
They balance their own goals with the organization
They are challenged and encouragedThey monitor and improve their work continuously
They find new goals and change challenges
Irsquom Shahbaz Hussain Now I will continue the presentation
TEAMS AND TEAMWORK
TEAMS AND TEAMWORK
TEAM - Group of people working together to perform common achievement goalTEAMWORK - Cumulative actions of the team during the achievement of goalBENEFITS OF TEAMWORKbull Improved solutions to quality problemsbull improved communication
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Increasing the spiritual political social or economic strength of individuals and communities
What is Empowerment
Employee Empowerment
Requires individuals to be held responsible for accomplishing a whole taskIn order to create the empowered
three conditions are necessary1 Everyone must understand the
need for change2 The system needs to change to the
new paradigm3 The organization must enable its
employees
CHARACTERISTICS OF EMPOWERED EMPLOYEES
They feel responsible for their own task
They balance their own goals with the organization
They are challenged and encouragedThey monitor and improve their work continuously
They find new goals and change challenges
Irsquom Shahbaz Hussain Now I will continue the presentation
TEAMS AND TEAMWORK
TEAMS AND TEAMWORK
TEAM - Group of people working together to perform common achievement goalTEAMWORK - Cumulative actions of the team during the achievement of goalBENEFITS OF TEAMWORKbull Improved solutions to quality problemsbull improved communication
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Employee Empowerment
Requires individuals to be held responsible for accomplishing a whole taskIn order to create the empowered
three conditions are necessary1 Everyone must understand the
need for change2 The system needs to change to the
new paradigm3 The organization must enable its
employees
CHARACTERISTICS OF EMPOWERED EMPLOYEES
They feel responsible for their own task
They balance their own goals with the organization
They are challenged and encouragedThey monitor and improve their work continuously
They find new goals and change challenges
Irsquom Shahbaz Hussain Now I will continue the presentation
TEAMS AND TEAMWORK
TEAMS AND TEAMWORK
TEAM - Group of people working together to perform common achievement goalTEAMWORK - Cumulative actions of the team during the achievement of goalBENEFITS OF TEAMWORKbull Improved solutions to quality problemsbull improved communication
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
CHARACTERISTICS OF EMPOWERED EMPLOYEES
They feel responsible for their own task
They balance their own goals with the organization
They are challenged and encouragedThey monitor and improve their work continuously
They find new goals and change challenges
Irsquom Shahbaz Hussain Now I will continue the presentation
TEAMS AND TEAMWORK
TEAMS AND TEAMWORK
TEAM - Group of people working together to perform common achievement goalTEAMWORK - Cumulative actions of the team during the achievement of goalBENEFITS OF TEAMWORKbull Improved solutions to quality problemsbull improved communication
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Irsquom Shahbaz Hussain Now I will continue the presentation
TEAMS AND TEAMWORK
TEAMS AND TEAMWORK
TEAM - Group of people working together to perform common achievement goalTEAMWORK - Cumulative actions of the team during the achievement of goalBENEFITS OF TEAMWORKbull Improved solutions to quality problemsbull improved communication
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
TEAMS AND TEAMWORK
TEAMS AND TEAMWORK
TEAM - Group of people working together to perform common achievement goalTEAMWORK - Cumulative actions of the team during the achievement of goalBENEFITS OF TEAMWORKbull Improved solutions to quality problemsbull improved communication
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
TEAMS AND TEAMWORK
TEAM - Group of people working together to perform common achievement goalTEAMWORK - Cumulative actions of the team during the achievement of goalBENEFITS OF TEAMWORKbull Improved solutions to quality problemsbull improved communication
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Why Teams Work
Teams work for the following 3 reasons
1 Many heads are more knowledgeable than one
2 Each member has the ability solve problems
3 Each member develop characteristics of subconscious communication with each other that allows them to do a better job
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
TYPES OF TEAMProcess improvement Team- Improvement of process
Cross functional Team- solving complex problems
Natural work Team- normal routine work
Self Directed self managed Team- plan execute amp direct
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Characteristics of successful Teams Sponsor- person from qty council Team charter- document person indicating
mission Team composition- shouldnrsquot exceed 10
members Training- members are well trained Ground rules- basic rules Clear Objectives- Stated clearly Accountability- periodic status report
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Well defined decision procedures Resources- tools Trust ndash management trust on team Effective problem solving- efficient methods Open communication- everyone should talk Appropriate leadership- leader who leads Balanced participation Cohesiveness- single unit not in subgroups
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
25
DECISION-MAKING METHOD
No DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Effective Team Meetings
Meeting should be regularly scheduledAn agenda should be developedAgenda usually listMeetings should be periodically
evaluated
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Now I will continue the presentation
Naeem
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Stages of Team Development
Forming Storming Norming Performing and Adjourning
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Forming
1048710The ldquopoliterdquostage in which the team starts to form1048710Everyone is trying to figure out what the team concept is1048710Initial ldquosilentrdquoleaders may take the rein1048710The team is usually positive ndashfor the most part ndashfor the initial meetings1048710No one has offended anyone at this point yet
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Storming1048710 The silent leaders may be clashing for control of the group1048710 People disagree and may blame the team concept saying it doesnrsquot work1048710 Management needs to do a lot of coaching to get people to work past their differences may take separate 1ndashonndash1rsquos with people
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Norming1048710The team is starting to work well together and has turned around from the lsquostormingrdquophase 1048710They may start to ldquobrag uprdquothe team
concept to others who arenrsquot in the team and will be very positive about their roleteam group 1048710Often the team will bounce back and forth
between ldquostormingrdquoand ldquonormingrdquowhen issues crop up
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Performing1048710This is the level where the team is a highndashperformance team1048710They can be given new projects and tasks and accomplish them successfully and very seldom fall back into the ldquostormingrdquophase
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Adjourning1048710The team briefs and shares the improved process during this phase 1048710When the team finally completes that last briefing there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodndashbye 1048710Many relationships formed within these teams continue long after the team disbands
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
1048710 Forming ndashteam members are introduced1048710 Storming ndashthe team transitions from ldquoas is to ldquoto berdquo1048710 Norming ndashthe team reaches consensus on the ldquoto be process1048710 Performing ndashthe team has settled its
relationships and expectations1048710 Adjourning ndashthe team shares the improved processes with others
A team has ldquoA small number of people
with complementary skills who are committed to a common purpose performance goals and a common approach for which they hold themselves mutually accountablerdquo
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Common People Problems and Their SolutionsFloundering (Trouble doing
something)Overbearing Participants
(controlling in an unpleasant way)
Dominating ParticipantsReluctant Participants (unwilling
and hesitant)Un-Questioned acceptance of
Opinions as facts
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Barriers To Team Process Insufficient training Lack of management support Lack of planning Trapped in Groupthink No clear measures of success Team is too large
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
TrainingEssential for an Effective TeamThe Training must be Experimental
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Four Steps of Training1 Make awareness every one2 Get acceptance3 Adapt the Program4 Adapt to what has been
agreed upon
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
IM WAQAS JUST ENDING THE PRESENTATION
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Suggestion System
Be ProgressiveRemove FearSimplify the ProcessRespond Quickly to SuggestionsReward the Idea
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Recognition and Rewards
Both go together to form a system for letting people know they are valuable members of the
organization
Recognition is a form of employee motivation in which the organization publicly acknowledges the positive contributions an individual or a team has made
Reward is considered as tangible goods such as increased salaries gain sharing etc
NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
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NEED FOR RECOGNITION Improve employees moral Create satisfied workplace Stimulate creative efforts
Types of rewardsIntrinsic rewards- Non monetary appraisalsExtrinsic rewards- pay compensation issues
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Performance Appraisal
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual
Need for performance appraisalTo identify employees for salary revision
promotion etcTo determine training and development
needsTo motivate employeesTo validate the selection proceduresTo make the supervisors more observant of
their subordinates
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
PROCESS OF PERFORMANCE APPRAISAL
1Establish performance standards
2Communicate performance3Measure actual performance4Compare with standards5Discuss the appraisal with employees
6 If necessary take correction actions
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
Benefits of Employee InvolvementInvolving employees and
empowering them provides the opportunity for continuous process improvement
It also improves quality and increase productivity because employees
bull Make better decisionsbull Implement and support decisionsbull Able to spot areas of improvement bull Take immediate corrective action
48
QUERIES
THANK YOU
48
QUERIES
THANK YOU
