T&dfinal proj

1

TEAM BUILDING

I.A.S (TEAM BUILDING) 2

SABA NAWAB (06)

ATEEBA MALIK (49)

AYINA ALI (54)

TEHREEM NAQVI (31)

USMAN KHALIL (16)

AHMAD AMMAR (34)

BILAL ZAFAR(48)

Team Members


It's Easy To Get Good Players. Getting Them

To Play Together, That’s The Hard Part.


CHALLENGES OF TEAM WORK ,CONFLICT MANAGEMENT & DECISION MAKING

COMPONENTS OF TEAM DYNAMICS & REASONS OF FAILURE

CHARACTERISTICS OF HIGH PERFORMANCE TEAMS

FOUR STAGES OF TEAM DEVELOPMENT & COHESIVENESS

BUILD AN EFFECTIVE TEAM,ROLES LEADER & MEMBERS

“A Lessons from the Geese” AN EXAMPLE

CONCEPET/IMPORTANCE OF TEAM

Lear

ning

out

com

es


?

E

A

M

T


T • Together

E • Everyone

A • Achieve

M • More

Team?A collection of individual with complementary skills who

cooperate with each other to achieve mutually recognized goals.

I.A.S (TEAM BUILDING) 7REF: Fortune Magazine

RESEARCH/ ACHIEVEMENTS

Federal Express cut service error by 13%

Volvo’s Kalmar facility reduced defects by 90%

General Electric’s North Carolina plant increased productivity by 250%

Honey well saved over $11 million after reducing production times and shipping over 99% of orders in time.

3M turned around one division by tripling the number of new products.

Shown that teams consistently outperform individuals or random groups. In fact Fortune magazine has hailed well designed teams as potentially ’the

productivity breakthrough of the 90s’. Through team work:



A Lessons from the GeeseAs Goose flaps its wings, it creates an "uplift“ .

By flying in a "V" formation, the whole flock adds 71% greater flying range (IMPACT / EFFECTIVENESS)

If goose falls out of formation, suddenly feels the drag and resistance of flying alone. (INEFFECTIVENESS)

It quickly moves back into formation , take advantage of the lifting power of the bird immediately in front of it. (EMPOWERMENT / BELONGINGNESS)

When the lead bird tires, it rotates back into the formation to take advantage of the lifting power of the bird immediately in front of it. (DELEGATION)

The geese flying in formation encourage those up front to keep up their speed. (MUTUAL GOAL)

When a goose gets sick, wounded, or shot down, two geese drop out of formation and follow it down to help and protect it. They stay with it until it dies or is able to fly again. Then, they launch out with another formation or catch up with the flock. (RELATIONSHIP)


SIGNIFICANCE OF TEAM

BENEFITS

Synergy

Offset personal biases

Generate more alternatives

Improved problem solving

Higher acceptance and

ownership of decisions

Higher morale

Higher motivation


LEADER MEMBER

Impartial / unbiased Shaper(Extrovert)

Motivation / Incur age Implementer

Mentor Completer / Finisher

Encourage members to help each other Coordinator

Initiator to bring members close Team Worker

Pilot of the team Resource investigator(external contacts)

Specialist(Expertise)

Plants(introvert, innovator)

Ref: ChangingMinds.org:Belbin’s Team Roles Maximizing Performance Through Teamwork: Belbin’s 9 Team Roles

ROLE OF TEAM LEADER &TEAM MEMBERS


EFFECTIVE TEAM

Common Goal

SMART Goal

Hard Work & Contribution Of every member

Performance measurement system

Requisite Training

Adaptability

Team external relations

Team Cohesiveness /High performance team norms

Selection of members

Examine Team Strategies Periodically

Mutual Accountabilities

Provide Team Reward


12 C, s is actually the 12 Questions that the organizations ask their employees before making teams.

12 Tips for Team Building

Clear Expectations• Should be clarified at all levels (team & organization)

Context

• Team members should know why a team approach was selected.• How the work fits into the total context of the organization.

Commitment• Commitment of all the team members is important for success.• Getting team members to understand significance of team’s mission.• Expected outcomes..

Competence• Members must be equipped with knowledge, skills, and resources to accomplish their

mission.



Charter

• A written and widely distributed document.• Defines what the team is going to do and how it will go.• Define the scope of the work to be performed and the timeline.

Control

• Team empowerment and freedom must be balanced with the organization’s expectations.

• Boundaries like timeframes and budgets must be understood. expectations.

Collaboration

• Collaboration is essential for a team to function effectively.

Communication• Important for team and organization.



Creative Innovation

• Project managers are change agents.• People will react positively or negatively as it affects them.• Be assure about organization’s readiness or willingness to accept changes .

Consequence

• Team members must be recognized.• They have Accountability for accomplishing the team’s goals.• To foster that accountability they need reasonable consequences for their actions.

Coordination

• Commitment of all the team members is important for success.• Getting team members to understand significance of team’s mission.• Expected outcomes..

Cultural Change

• To become a successful organization ,need to utilize a team approach, • This approach may represent a change in the organization’s culture


FIVE STAGES TO FOR TEAM DEVELOPMENT

Adjourning



FORMING

• Team leader takes charge & form groups.• Provide direction.• Clarify mission, goals and responsibilities to team members.

STORMING

• Soon after the group is formed, it experiences a dip in morale.• Task are more complex and difficult than anticipated.• Members become frustrated and feelings of incompetence.• Team leader needs to be an effective mediator and manage conflict. • Coalitions to bond the overall team.

I.A.S (TEAM BUILDING) 18Ref: Mind tools ltd.Essential skill for excellent career


NORMING

• Resolve the differences of members and develop a group & trust.• Structure that with acceptable norms and cohesiveness.

STORMING

• Team operates smoothly like a well oiled machine.• All parts are functioning in perfect harmony to produce the

desired result.• Leader can stand aside, supportive, and let the team work with

minimal interference.

ADJOURNING

• Complete task & breaking up team.• Should be planned• Some become comfortable some not ,other get ready for next

challenge.• Leader should celebrate team achievement ,people should leave

team on positive note.


The degree of cohesiveness in a team depends upon:

COHESIVENESS

•Attractive the team.

•Motivated the members are to remain in the team.

•Degree to which team member influence each other.

cohesiveness

•The stronger the commitment to achieve the objectives the greater the cohesiveness.

Objectives

•Generally the smaller the group the greater the cohesiveness.

Size •Generally the more similar the group members, the greater the cohesiveness.

Homogeneity


COHESIVENESS

Participation

• More equal the level of participation, the greater the cohesiveness. • Group dominated by one of two members tend to be less cohesive.

Competition

• Intra-group competition results in low cohesiveness. • If the group focus is inter-group, the member tends to pull together as team to

beat rivals.• It is amazing how much a team accomplishes when no one cares who get the

credit.

Success

• The more successful goal achievement more cohesiveness.• Success tends to breed cohesiveness which breeds more success.


COHESIVENESS

The ratio of We’s to I’s the best indicator of the development of a TEAM


HIGH PERFORMANCE TEAMS

Clear Purpose

Sense of Empowerment

Strong Relationship and communication

Work Place Flexibility

Optimal Performance

Recognition and Appreciation

High MoraleHIGH

PER

FORM

ANCE

TEA

MS


CHARACTERISTICS OF HIGH PERFORMANCE

TEAMS

Purpose

• Goals are clear• Strategies for

achieving goals are clear

• Individual roles are clear

Empowerment

• Member have access to necessary skill and resources

• Policies and practices support team objectives

• Mutual respect and willingness to help each o

Relationship and communication

• Members express themselves openly and honestly

• Members listen actively to each other

• Difference of opinion and perspective and valued


CHARACTERISTICS OF HIGH PERFORMANCE

TEAMS

Flexibility

• Members perform different roles and functions as needed

• Adaptability as changing demands

• Various ideas and approaches are explored

Optimal Performance

• High Outputs with excellent Quality

• Decision making is effective

Recognition and Appreciation

• Individual & Team contributions are recognized and appreciated by groups & organization

• Individuals are confident and motivated

• Strong sense of cohesion , team spirit, belongingness


COMPONENTS OF TEAM DYNAMICS

Size

• Some say 3-9, other say 5 , some say 6-8. Number varies depending upon team’s purpose.

• If the group is too small it tends to be too cautions, if too large may be too slow

• Larger groups break in to smaller groups• Larger groups generate more alternatives & higher quality ideas• Larger team size, more formal or autocratic leadership needs to

be directed.• Managers are more informal & participative in smaller functional

groups.• Larger groups tend to inhibit equal participation• Larger groups encourage social binds. Members feel they can

get with doing less.

Norms

• All groups form their own unwritten rules about how things are done.

• The group’s beliefs, attributes, and knowledge influence the type of norms develop


RolesRoles are the shared expectations of how group

members will fulfill the requirements of their position.

COMPONENTS OF TEAM DYNAMICS

Task Roles

• Objectives clarifiers (ensure anyone understand the objectives), • Planners (determine how objectives will be met),• Organizers (assign and coordinate the resources),• Controllers (take corrective actions to ensure the objectives are achieved.

Maintenance Roles:

• Formers (get the members involved and committed to the group),• Consensus seekers (get members input and agreement on group decisions),• Harmonized (help group members resolve their conflicts),• Gate keepers (see that appropriate norms are developed and enforced)


REASO

NS OF F

AILURE

Unclear goals &objectives

Un-defined boundaries & responsibilities

Inappropriate members – required skills missing

Individually oriented rewards and/or recognition

Inappropriate leadership style / meetings

Unbearable of creativity & Lack of Training

team working and problem solving for members


CHALLENGES OF TEAM WORK

Time management •Groups take a longer time to make decisions.•It can cause the wastage of time and money.

•One individual or subgroups may dominate & develop and destructive conflict.•They may try to win an argument rather than find the best solution.

•Group members may feel pressured & out fear of not being accepted.•Nullifies the advantage of diversity.

•Group decision spread responsibility over many people.•Tends to show less serious attitude not being personally responsible.•So managers are mainly responsible for decisions.


DECISION MAKING IN TEAMS

TIME

COMPETENCIES

WHOM DOES IT IMPACT? ACCEPTANCE

DEVELOPMENTAL POTENTIAL?


DECISION MAKING IN TEAMS

Time

• In an emergency situation, no time to consult so take decisions alone.• Such decision are exception not rule.

Competency

• You can take decision single-handedly (information, depth and experience & sound judgment on problem) and vice versa.

Whom does it impact? • If the problem influence only you ,you can take self-initiative.• If it involves just one other person, involve him/her.• If will impact the whole team, then involving everyone is the best strategy.

Acceptance

• The group will accept the appropriate style (consultative / participative).

Developmental potential?• If the situation has no development potential, it may be dealt alone.• If has management development implications for only one person, involve him/her.• If has potential for all members, involve the entire team.


MANAGING CONFLICTS

Avoidance

Ignoring the problem by doing nothing.

Addressing by merely de-emphasizing the disagreement.

This of course fails to resolve the problem or clear the air.


The Silent Member

The Talker

The WandererThe Bored Member

The Arguer

HANDLING PROBLEM MEMBERS


HANDLING PROBLEM MEMBERS

The Silent Member

• To be successful, all group members’ input is required. • Appreciate group decision making / discussion• Ask all members to write out their ideas or by asking each member in turn.

The Talker

• Are always assertive• Preface questions with statements like ‘lets’ give those who have not yet answered’ • Employ a rotational contribution method.

The Wanderer

• Distracts the team from the agenda.• Be kind, thank his contribution, then throw a question out to group to be on track.• If the wanderer has legitimate and solvable problem, then allow group to discuss .

The Bored Member

• Keep members motivated. • Assign the bored member a task(recording ideas, minutes , negative feelings)

The Arguer• Arguers enjoy arguing for the sake of arguing, than helping the group.• Bring others into the discussion. • Keep the discussion on target.• Try to minimize the opportunity for confrontation.

34I.A.S (TEAM BUILDING)

“Coming together is a beginning. Keeping together is progress. Working together is success-

SUCCESS


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Design

T&dfinal proj