Team Building- Unit 3

7/31/2019 Team Building- Unit 3

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TEAM BUILDING

UNIT -4


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Introduction

Coming together is a BeginningKeeping together is Progress;and

Working together is Success

Henry Ford


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Why Build Teams

BUILDS RELATIONSHIP

REDUCES STRESS

Raise Moral Enhance Communication

Reward, Recognition & motivation

Stimulates creativity


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Team

A group of two or more people Organized to work together

To achieve a set of objectives

That cannot be achieved effectively by individuals.


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You Americans have caughton to our secret ofproductivity in Japan teams!

But we will still win. Youthink all you need to do is toput people together ingroups and something willhappen. We know thats only

the beginning.

-- President of Matsushita


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Proctor & Gamble lowered its manufacturingcost by 35%

GE improved productivity by 200 %

Toyota reduced its defect rate to the lowestin the industry.


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Team:

A team is a small numberof people withcomplementary skills who are committed to acommon goals, and approach for which they holdthemselves mutually accountable.

Small number 2 to ten people Complementary skills appropriate balance or mix of

skills and traits Commitment to a common purpose and performance

goals specific performance goals are an integral part ofthe purpose.

Commitment to a common approach team membersmust agree on who will do a particular job & develop acommon approach.

Mutual accountability at its core, team accountability isabout the sincere promises we make to others & ourselvescommitment & trust.


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Difference between Group and Team

A group is not necessarily a team.A groupcan have individuals with variedinterests, attitude as well as thoughtprocesses. It is not necessary that the groupmembers would have a common objective or

a common goal to achieve.


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Types of Team in anOrganization.

Groups of people from

the same work area or department who meet on a regular

basis to analyze customer needs, solve problems, provide

members with support, promote continuous improvement,

and share information.

Groups of people who are pulled

together from across departments or job functions to deal

with a specific product, issue, customer, problem, or to

improve a particular process.

Groups of people who gradually

assume responsibility for self-direction in all aspects of

work.


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Permanent teams- These teams perform on a permanent basis and arenot dissolved once the task is accomplished.

Temporary teams - Unlike permanent teams, temporary teams loosetheir importance, once the task is accomplished. Such teams are usuallyformed for a shorter duration either to assist the permanent team or

work when the members of the permanent team are busy in some otherproject.


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TEAM DEVELOPMENT & PERFORMANCE

Great people dont equal great teams. Tom Peters

Stages of team building:

1. Stage 1- Forming :Team acquaints & establishesground rules.

2. Stage 2 Storming : Members resist control by group

leaders and show hostility.3. Stage 3 Norming : Members work together

developing close relationships & feelings ofcamaraderie.

4. Stage 4 Performing : Team members work towardgetting their job done.

5. Stage 5 Adjourning : Team may disband onachieving their goals or because members leave.


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CHARACTERISTICS OF EFFECTIVE TEAMS

Team members should feel that theirparticipation is important and personallybeneficial to them.

Teams should only remain intact as single entities

so long they are working on a particular problem.

Whenever possible, the team should include someof the persons who will be responsible forimplementing the decision.

Members of a team must possess the appropriatebalance or mix of skills and traits.


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A team should be around of 5 to 15 members

maximum. Members of the teams should have knowledge

and information that is relevant to the problemand task.

It is necessary for the team to select a leader. The influence of members on decisions in teams

should be based on their capacity to contribute( relevant expertise) and not on the authority

they possess in the organization. Conflicts that develop within should be

confronted and resolved with a problem solvingapproach, instead of being avoided or smoothedover.


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CHARACTERISTICS OF INEFFECTIVE TEAMS

You cannot easily describe the teams mission.

The meetings are formal, stuffy, or tense. People donot do their best in an uncomfortable atmosphere.

There is a great deal of participation but littleaccomplishment.

There is talk but not much communication. Manyteams are composed of very talented people whoenjoy talking but not listen to the contributions ofothers.

Disagreements are aired in private conversations.

Decisions tend to be made by the formal leader withlittle meaningful involvement of other teammembers.


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Members are not open with each other becausetrust is low.

There is confusion or disagreement about roles or

work.

People in other parts of the organization who arecritical to the success of the team are notcooperating. There is rarely a period in a teams

history when external relations are not important. The team is over loaded with people who have the

same team player style. Style diversity leads tolooking at all aspects of team effectiveness.

The team has been in existence for at least threemonths and has never assessed its functioning.Periodically , teams need to assess progresstowards goals and to evaluate team process.


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CHARACTERISTICS OF EFFECTIVE TEAM MEMBERS

It will be observed that organizational failures oftenare not a result of poor leadership but of poorfollower ship. An effective team member is,therefore, on who:

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.

Recognizes and respects individual differences.

How to Bu H g y E ect ve


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How to Bu H g y E ect veTeams

Set clear goals for the results to be produced by theteam.

The goals should be designed to be SMART. This isan acronym for:

Specific

Measurable

Achievable Relevant and

Time-bound.

define a mechanism for clear and consistent

communications among team members.


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Define a procedure for members to make decisions and solveproblems.

Determine the membership of the group-Consider the extent of

expertise needed to achieve the goals, including areas of

knowledge and skills. Include at least one person who has skills

in facilitation and meeting management. Attempt to include

sufficient diversity of values and perspectives to ensure robust

ideas and discussion. A critical consideration is availability

members should have the time to attend every meeting and

perform required tasks between meetings.

Develop staffing procedures (recruiting, training, organizing,

replacing).


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Determine time frames for starting and terminatingthe team, if applicable.

Assign the role of leader

Assign role of communicator communication is thelifes blood of teams-Communication is the mostimportant trait of a successful team. It cannot be leftto chance. Someone should be designated to ensurethat all members receive regular communicationsabout purpose, membership, roles and status.Communications should also be with people outsidethe team, especially those who make decisions ordetermine if the team is successful or not.


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Identify needs for resources (training,materials, supplies, etc.).

Identify the costs to provide necessaryresources for the team-Develop a budgetthat itemizes the costs associated withobtaining and supporting each of the

resources. Get management approval of thebudget.


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Contact each team member-Before the first meeting,invite each potential team member to be a part of the

team. meet with each person individually.Communicate the goals of the project, why theperson was selected, the benefit of the goals to theorganization, the time frame for the team effort, and

who will lead the team (at least initially). Invite theteam member to the first meeting.


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Carefully plan the first team meeting -In the firstmeeting, review the goals of the team, why eachmember was selected, the benefit of the goals to theorganization, the time frame for the team effort, who

will lead the team (at least, initially), when the teammight meet and where, and any changes that haveoccurred since the individual meetings. Have thisinformation written down to hand out to each

member. At the end of the meeting, ask each personto make a public commitment to the team effort.


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Regularly monitor and report on status of teammembers toward achieving the goal.

Supervisor Support-it is critical that supervisors of team

members remain available to provide support and resourcesas needed. The supervisor should regularly monitor teammembers progress on achieving their goals. Provide ongoingencouragement and visibility to members. One of the mostimportant forms of support a supervisor can provide is

coordination with other supervisors to ensure that teammembers are freed up enough to attend meetings.


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Regularly celebrate team membersaccomplishments!

One of the best ways to avoid burnout is toregularly celebrate accomplishments.Otherwise, members can feel as if they are ontreadmill that has no end. Keep your eye on

small and recurring successes, not just thegold at the end of the rainbow.

Documents

Team Building- Unit 3