TEAM BUILDING. INTERDEPENDENCE Task Interdependence Goal Interdependence Feedback and Reward

TEAM BUILDING

INTERDEPENDENCE

Task Interdependence

Goal Interdependence

Feedback and Reward

FUTURE TRENDS IN WORK Organisation power pushed to lower levels Decentralised organisation structure and decision making Increased emphasis on service sector More emphasis on coach and teacher at junior leadership

level Profit benefit sharing In business/ production employee ownership and

membership on board of directors Increased power and questioning by consumers /

Constituents

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

TEAM DEFINED

A GROUP OF PEOPLE WHO MAKE DIFFERENT CONTRIBUTIONS

TOWARDS THE ACHIEVEMENT OF COMMON GOAL

TEAM WORK

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

TEAM WORK

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

TEAM WORK

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

TEAM WORK

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

TEAM WORK

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

TEAM WORK

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

TEAMWORK

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

TEAM WORK

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

IMPROVING TEAM WORKING AT MEETINGS

Prior Involvement Preparation Vision Clarity of Role Ground Rules Consistent Control

IMPORTANCE OF MANAGING PEOPLE

To free up energy for business leaders To maintain cost effective flexible

organisations To best utilise ever dwindling supply of

qualified people To cope with internationalisation/

globalisation challenges

HANDLING STAFF

People:- Tend to act in accordance with their

image of themselves React bitterly to attacks on their self

esteem Tend to react positively to positive

direction Can surprise you, if given the opportunity

ESSENTIAL FEATURES OF TEAMS

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

BUILDING BLOCKS OF TEAM EFFECTIVENESS

Clear objectives and agreed goals Reconciliation of goals Barriers to clear objective setting

Openness and Confrontation Assertion Active listening Giving feedback

IMPORTANT ELEMENTS OF TEAM WORK

Purpose What is the goal? What is the strategy?

People Who does what? What drives them?

Progress Review progress regularly Be alert to seize opportunities for progress.

BUILDING BLOCKS OF TEAM EFFECTIVENESS

(Continued) Support and Trust Co-operation and Conflict

Sharing skills and information Use conflict as a tool to progress

Sound Procedures Systematic decision making

Appropriate Leadership Style of leadership Delegation Effective Team Leader

BUILDING BLOCKS OF TEAM EFFECTIVENESS

(Continued)

Regular Review Individual Development

Key Problems Sound Inter-group Relations

Role Negotiation

TEAM WORK TO THE POWER OF EIGHT

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

CRITERIA FOR EFFECTIVE GOALS

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

ROLE OF EFFECFTIVE TEAM LEADER

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

REQUIREMENTS FOR EFFECTIVE TEAM

BUILDING

Belief Knowledge Skill Experience

ROLE OF EFECTIVE TEAM LEADER Avoid:-

Excessive focus on detail Hidden agendas and conflict

Allow:- Mistakes Challenge within the supportive

environment Flexibility of approach

TRENDS

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

MILITARY ORGANISATIONS

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

TEAM BUILDING

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

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

TEAM BUILDING(Continued)

ESSENTIAL CHARACTERISTICS OF A

TEAM Members of a team share common purpose which binds

them together and guides their actions Each member of the team has a clear understanding of his

or her functions and recognises common interests The team works by pooling knowledge, skills and resources

and all members share responsibility for the outcome The effectiveness of a team is related to its capability to

carry out its work and manage itself as an independent group of people

CHARACTERISTICS OF EFFECTIVE TEAM LEADER Understands and is committed to group goals

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

QUALITIES OF A TEAM LEADER

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

TEAM LEADERS MUST

Encourage participation in agreeing on objectives and targets Group related tasks together so that group members know

that they can make their jobs easier by cooperating with others

Rotate jobs within groups so that group members identify with the team as a whole rather than with their own jobs

Ensure that communications flow freely within and between groups

Encourage informal meetings between groups to resolve problems

CHARACTERISTICS OF GOOD TEAM BUILDING

High level of interdependence among team members

Team leader has good people skills and is committed to team approach

Each team member is willing to contribute Team develops a relaxed climate for

communication

CHARACTERISTICS OF GOOD TEAM BUILDING

Team members develop a mutual trust Team and individuals are prepared to take

risks Team is clear about goals and establishes

targets Team member roles are defined Team members know how to examine team

and individual errors without personal attacks

CHARACTERISTICS OF GOOD TEAM BUILDING

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

the team agenda

TEAM BUILDING METHODS To build an effective team, exercise your

leadership skills. It is particularly important for you to demonstrate that:- You know where you want to go You know how they are going to get there You know what you expect each member

of the team to achieve You know what you are doing

IMPORTANT ELEMENTS IN TEAM WORK

Purpose What is the goal ? What is the strategy ?

People Who does what ? What drives them ?

Progress Review progress regularly Be alert to seize opportunities for progress

TEAM EFFECTIVENESS

When evaluating how well team members are working together, the following statements can be used as a guide:

Team goals are developed through a group process of team interaction and agreement in which each team member is willing to work toward achieving these goals.

TEAM EFFECTIVENESS

Conflict is not suppressed. Team members are allowed to express negative feelings and confrontation within the team which is managed and dealt with by team members. Dealing with and managing conflict is seen as a way to improve team performance.

Team member resources, talents, skills, knowledge, and experiences are fully identified, recognized, and used whenever appropriate.

TEAM EFFECTIVENESS

Team decision making involves a process that encourages active participation by all members.

Leadership is distributed and shared among team members and individuals willingly contribute their resources as needed.

Problem solving, discussing team issues, and critiquing team effectiveness are encouraged by all team members.

TEAM EFFECTIVENESS

Participation is actively shown by all team members and roles are shared to facilitate the accomplishment of tasks and feelings of group togetherness.

Feedback is asked for by members and freely given as a way of evaluating the team's performance and clarifying both feelings and interests of the team members. When feedback is given it is done with a desire to help the other person.

TEAM EFFECTIVENESS

Risk taking and creativity are encouraged. When mistakes are made, they are treated as a source of learning rather than reasons for punishment.

After evaluating team performance against the above guidelines, determine those areas in which the team members need to improve and develop a strategy for doing so.

MECHANICS OF TEAM BUILDING

Finding people who need to work together Identifying and promoting shared goals Helping the team members learn to understand

each other Helping the team members to learn how to

interact with each other

CULTURAL BARRIERS TO TEAM WORK

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

STAGES OF TEAM BUILDING

Confusion Conflict Control Cooperation Consensus Commitment

REASONS FOR BUILDING TEAMS

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

TOP MANAGEMENT TEAMS UNDER-PERFORMANCE

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

GUIDELINES FOR TEAM LEADERS

Challenge binds teams Concentrate on objectives; not on people Organise the job; the team will establish

its own way of working Expose the problems; do not conceal

them Invite suggestions from the team

members to generate involvement

ESSENTIALS OF TEAM BUILDING

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

EFFECTIVE TEAM LEADER

Develops:- Review and feedback mechanisms Good listening skills A focus on achieving the task

Shares:- Information

Generates:- Commitment

Encourages:- Humour

STRONG TEAM BUILDERS

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

WEAK TEAM BUILDERS

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

BLOCKAGES TO EFFECTIVE TEAM WORK

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

TEAM BUILDERS CHARTER

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