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T EAM 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

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  2. INTERDEPENDENCE • Task Interdependence • Goal Interdependence • Feedback and Reward

  3. 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

  4. 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


  6. 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.

  7. 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

  8. 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.

  9. 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.

  10. 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

  11. 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.

  12. 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.

  13. 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.

  14. IMPROVING TEAM WORKING AT MEETINGS • Prior Involvement • Preparation • Vision • Clarity of Role • Ground Rules • Consistent Control

  15. 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

  16. 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

  17. ESSENTIAL FEATURES OF TEAMS • Particular purpose • Job demands co-operation • Recognised as Teams • Vested with power and authority

  18. 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

  19. 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.

  20. 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

  21. BUILDING BLOCKS OF TEAM EFFECTIVENESS(Continued) • Regular Review • Individual Development • Key Problems • Sound Inter-group Relations • Role Negotiation

  22. 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?

  23. CRITERIA FOR EFFECTIVE GOALS • Positive • Challenging, yet realistic • within own capability • specific and measurable • should be agreed upon • should be acceptable

  24. 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

  25. REQUIREMENTS FOR EFFECTIVE TEAM BUILDING • Belief • Knowledge • Skill • Experience

  26. ROLE OF EFECTIVE TEAM LEADER • Avoid:- • Excessive focus on detail • Hidden agendas and conflict • Allow:- • Mistakes • Challenge within the supportive environment • Flexibility of approach

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

  28. 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.

  29. 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

  30. TEAM BUILDING(Continued) • Fundamentals of group behaviour • Group decision making • Motivation • Delegation of authority and empowerment • Managing internal integration • Problem solving techniques • Interpersonal relationship and communication

  31. 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

  32. 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

  33. 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

  34. 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

  35. 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

  36. 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

  37. CHARACTERISTICS OF GOOD TEAM BUILDING • Team has capacity to create new ideas • Each team member knows he can influence the team agenda

  38. 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

  39. 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

  40. 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.

  41. 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.

  42. 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.

  43. 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.

  44. 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.

  45. 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

  46. CULTURAL BARRIERS TO TEAM WORK • Attitude of executives • Focussing on getting the job done • Poor strategic thinking • Wrong structure • Individualistic reward structure

  47. STAGES OF TEAM BUILDING • Confusion • Conflict • Control • Cooperation • Consensus • Commitment

  48. 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

  49. TOP MANAGEMENT TEAMS UNDER-PERFORMANCE • Inadequate individual performance • Common team wide shortcomings • Harmful rivalries • Group think • Fragmentation

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

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