TEAMWORK FOR SYNERGY AND SUSTAINABLE CORPORATE ADVANTAGE

8/7/2019 TEAMWORK FOR SYNERGY AND SUSTAINABLE CORPORATE ADVANTAGE

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LEVERAGING TEAMWORK FORSYNERGY AND PERFORMANCE

IMPROVEMENT


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What Did U See?!


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Whose Job Is It?

A job must be done, and was given to 4

people; Somebody, Anybody, Everybodyand

Nobody.

Somebodydid not do it because he thought

Anybodycould do it. Anybodydid nothing about

the job since Everybodywas supposed to

accomplish it. Everybodyleft it to Nobodyto do it.

However, the job was left undone when

Nobodywas willing to do it!

Heeheeee..Even clowns can do

better!


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What is Happening?!


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The Perspective Teamwork is slowly becoming a huge asset and way of doing business.

Why?

Rugged individualism doesn't always work in a a competitive business

setting that requires superior performance.

As workers become more segmented, executives found team-building to

be an effective way of bridging the gaps in the modern workplace. With companies growing, the ability to bring people together from

various segments of the company and build a cohesive unit is

paramount to ensure continued growth.

With a younger, more innovative workforce working with an older, more

stable generation the need to develop cohesion is critical if thesegenerations are ever to work effectively together.

However, many organizations still fail to develop successful teams

because they aren't sure what a team really is.


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This is Interesting!

Together

Everybody

Achieves

More

or is it?


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What is a Team? A team is not a random collection of individuals, with separate

agenda, but a group of people who work together on a

continuing mission with common goals and objectives. The

mission is accomplished through specific and defined tasks

that may be simultaneous or sequential and that may change

from time to time (Altalib, 1991 p.134).

A team is a group ofinterdependent individuals, with

complimentary skills, organized and committed to a common

purpose, goals and working approach, for which they hold

themselves mutually accountable.


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Distinguishing Characteristics of a Team

A common purpose, described in its mission statement.

Interdependent members, no one person can do everything.

Team members receive training in the tools and techniques

that they will use.

A coach or facilitator helps them work together as a team

and use the tools and techniques they need to achieve

their mission.

Team members make many of their decisions as a team. Team members are collectively responsible for the outcome

of their efforts.


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Spot the Difference

Group Interdependence

Interactive

Skills variety

Common goal Mutual influence

Team Interdependence

Interactive

Mission/Task specific

skills Task specifity

Mutual accountability

FamilyFamilyFamilyFamily Girls GuideGirls GuideGirls GuideGirls Guide


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Teamwork is the process of getting a task

accomplished and goals achieved

through the efforts of people workingtogether as harmonious co-operative unit.

What is Teamwork?


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Note that

Teamwork isn't simple. In fact, it can be a

frustrating, elusive commodity...Teamwork

doesn't appearmagically just because

someone mouths the words.

Pat Riley (1945 - ) U.S. basketball coach

The Winner Within, 1994.

http://encarta.msn.com
http://encarta.msn.com/http://encarta.msn.com/


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Benefits of Teamwork

Some of the benefits of using teamsinclude:

Creative new ways to address opportunities, solve problems,

and improve business processes

Cooperation, coordination and communication, particularly

among people from different departments or functions

Commitment to a course of action

Greater productivity

Better use of peoples skills and abilities

Personal development of team members

Higher morale among team members


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Stages of Team Development


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Factors that Distinguish Teams

Teams are distinguished by five attributes:

Scope; cross-functional

Size; 2-5, 6 effective, 12 optimal

Mission; work teams, improvement teams, specialpurpose teams

Authority; directed teams/self-directed teams

Duration; temporary/ongoing


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Types Of Teams

Teams differ in terms of location and

nature of the task to accomplish.

Types of teams include the following: Departmental Teams

Cross-functional Teams

Cross-company teams


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Why Build Teams?

Team building is necessary because; Organisations are composed of individuals

responsible to different supervisors,

Staff have different interests, from different

educational and experience backgrounds.

Staff may or may not interact harmoniously and co-

operatively.

Experiences and expertise need to be harnessed toproduce synergy for effective and efficient

processes.


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You must take head Before a company begins a push into establishing teams in their

offices, time and attention should be paid to building the teams

that will eventually work together.

When that does not occur, team members are absent of the

foundation that is critical to success.

And in this hyperactive world we live and work in, teams are easy

ways to bring divergent ideas and personalities together for the

express purpose of leveraging those exact qualities to paint a

dynamic picture.

A team that is excelling is doing so because of the work that went intobringing them together.

Do not be found guilty of marrying personalities without developing a

culture of teamwork.


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Critical Factors in Team Building

The work at hand and the time to

accomplish it.

The mission and objective of accomplishing

the work.

The background, skills and knowledge of

the members pertaining to the mission.

The commitment of members to the

mission.

The spirit of collective responsibility.


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Agree on individual

and team

objectives

Obtaincommitment

of team and

individuals

Set

organisational

objectives

Plan activities

and set targets

Provide

feedback

Evaluate performance

in current environment

Monitor

activities

against

targets

Training and

development activities

Team Building Process


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Individual Roles in Team Building It is also important to note and take care of individual roles including;

Aggressor; Destroys or deflates the status of other group members; may try to take credit forsomeone elses contribution.

Blocker; Is generally negative, stubborn and disagreeable without apparent reason.

Recognition Seeker;Seeks the spotlight by boasting and reporting on his or her personal

achievements.

Self-Confessor; Uses the group as an audience to report personal feelings and

observations.

Loner; Lacks involvement in the groups process; lack of interest may result in cynicism,

nonchalance or other behaviour that indicates a lack of enthusiasm for the groups

activities.

Dominator; Makes an effort to assert authority by manipulating group members or attemptingto take over the entire group, may use flattery or assertive behaviour to dominate the

discussion.

Help Seeker; Tries to evoke a sympathetic response from others, often expresses insecurity

or feeling of low self-worth.

Special Interest Pleader; Speaks for a special group or organisation that best fits his or herown biases to serve an individual need.


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Team Building and Maintenance Roles

In building and maintaining teams, it is important to note and

take advantage of some critical roles exhibited by membersof the team, including;

Encourager; Offers praise, understanding and acceptance of others.

Harmoniser; Mediates disagreements among group members.

Compromiser; Attempts to resolve conflicts by trying to find anacceptable solution to disagreements among group members.

Standard Setter; Helps to set group standards and goals.

Group Observer; Keeps records of the groups process and uses the

information later.

Gatekeeper and Expediter; Encourages less talkative group members toparticipate.

Follower; Basically goes along with the suggestions and ideas of other

group members; serve as an audience in group discussions and

decision making.


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Team Building Techniques Delegate; assigning authority and accountability to others while

retaining responsibility for results). Set specific goals in cooperation with team of members;

Set up feedback and communication procedures (control

procedures);

Train members in group dynamics, meeting skills and problem-solving process.

Minimize the tendency to continually look over the team's

shoulder to make sure team members are doing things the

manager's way; and Empower employees, i.e., give them the freedom to decide the

hows and wheres of completing specific tasks as long as the

goals are accomplished on time.


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Types of Tasks

Conjunctive Tasks.

Task is not completed, unless the

members of the group, as a whole,

have completed it.

Team performance decreases withincreasing team size.

Disjunctive Tasks.

Requiring an either or decision, or a

choice among two or more

alternatives.

If one team member can complete the

task then the team can complete it.


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Team Task Check-List

Do Team members; understand the task?

they have the skills to accomplish the task?

they have appropriate/adequate tools andmethods?

they have sufficient facilities and supplies?

Are they committed?


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Team Task Roles

Initiator-Contributor

Information Seeker

Opinion Seeker

Information Giver

Opinion Giver

Elaborator

Co-ordinator

Orienter

Evaluator Critic Energizer

Procedural Technician

Recorder


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Task Tools and Techniques

Task tools and techniques for team

performance include:

Planning Tools Gantt Chart

PERT (Performance Evaluation Research

Techniques)

Problem-solving Techniques

Decision-making Techniques


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Mission-Specific Task Skills

Market research

Customer satisfaction surveys

Statistical analysis

Business process improvement Business process management

Process engineering

Benchmarking

ISO-9000 Information technology


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What Makes Teams Function Effectively

Communication of members roles and consensus

formation.

Understanding source of power.

Acknowledgement of organisational change

Conflict management and collaboration.

Final decision on area of responsibility.

Mutual trust and support.

Leadership and authority sharing.

Intensive communications links among members.


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Solving Team Performance Problems

Describe the problem in a friendly manner.

Be specific and sincere and focus on the problem not the person.

As for team mates help in solving the problem.

Let team members take an active part in the solution.

Discuss causes for the problem.

Ask for team members ideas, using open-ended questions.

Summarize the cause.

Identify and write down possible solutions.

Make sure you write the team members solution first.

Offer your solution as an alternative if the employees solution is not workable.

Decide on actions each of you should take.

Developing a plan that incorporates the team members ideas reinforces the team

members commitment to change.

Agree on a specific date and time for following up on the action plan.


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Need to Balance Team Dimensions

R

elationship

Task

MissionObjectives


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Measures of a Teams Performance Two chief measures of a teams performance are its;

1. Technical Efficiency, and

2. Allocative Efficiency.

Technical efficiencyis the ability to produce an output

without waste.

Allocative efficiencyis the degree to which a team producesthe level of output that is expected of it.

It is estimated that losses due to teams allocative inefficiencyare very

small in most industries.

Losses due to teams technical inefficiencymay be much higher.

Both types of team inefficiency may be greater in government-owned or

government-regulated industries than in other industries.

Some of this team inefficiency in the public sector results from

accomplishing task at higher cost than it is done in the private

sector.


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Communication in Teamwork

Centralised Network

Effective Leadership.

More Control and Coordination.

More Efficient Performance.

Slow Response.

De-centralised Network

More Message and Satisfaction.

High Degree of Independence.

Provide for a lot of Initiative.

Requires Less Time to Solve Problem.


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When Not to Use Team

When there is no time for discussion. When there is a fire, people dont form teams to

determine the cause, they get out of the burning building.

When the problem is not important. No one gets enthusiastic about solving a problem

that is not important, not even as a practice exercise in team training.

When the solution is already known. Teams have been formed to get buy-in to

predetermined solutions. This is a waste of time and does not work. When the subject is someones job assignment. Giving a problem to a team after it

has already been assigned to someone to solve is no different than assigning the

same task to two different people. It is a poor management practice.

When one individual has greater expertise. When one person is an expert and has the

ability to solve a problem and when other team member do not bring anything to the

table, the team is redundant.


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This is a Challenge

I think women as a group are

better team members than

men. We communicate

better and are morecompatible. We're also more

perfectionist and take

instruction better. Sue Dorrington British rugbyplayerThe Times (London), May

3, 1994.

http://encarta.msn.com


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Conclusion

Teams are not appropriate for everyone or in every situation, but

virtually every organization can benefit from expanding its use ofteams.

Organisations can apply teams in almost every combination of scope,

size, mission, authority, and duration.

Teams build on the synergy of the team members, improvecommunication and buy-in, increase productivity, raise employee

morale, and provide a forum for personal development.

To achieve these benefits from teams, organizations must be prepared

to address both the critical success factors and the issues unique to

teams.

When they do, they have taken another major step toward an open

organisation culture.


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Better, Team Playing, But Better

Talent wins games, but teamwork wins championships.

Attributed to Michael Jordan (1963 - ) U.S. basketball player

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TEAMWORK FOR SYNERGY AND SUSTAINABLE CORPORATE ADVANTAGE