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TEAM BUILDING UNIT -4 Introduction Coming together is a Beginning Keeping together is Progress; and Working together is Success ... – PowerPoint PPT presentation

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  • UNIT -4

  • Coming together is a Beginning
    Keeping together is Progress
    and Working together is Success
  • Henry Ford

Why Build Teams
  • Raise Moral
  • Enhance Communication
  • Reward, Recognition motivation
  • Stimulates creativity

  • A group of two or more people
  • Organized to work together
  • To achieve a set of objectives
  • That cannot be achieved effectively by

You Americans have caught on to our secret of
productivity in Japan teams! But we will still
win. You think all you need to do is to put
people together in groups and something will
happen. We know thats only the beginning. --
President of Matsushita
  • Proctor Gamble lowered its manufacturing cost
    by 35
  • GE improved productivity by 200
  • Toyota reduced its defect rate to the lowest in
    the industry.

  • A team is a small number of people with
    complementary skills who are committed to a
    common goals, and approach for which they hold
    themselves 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 of the purpose.
  • Commitment to a common approach team members
    must agree on who will do a particular job
    develop a common approach.
  • Mutual accountability at its core, team
    accountability is about the sincere promises we
    make to others ourselves commitment trust.

  • Difference between Group and Team
  • A group is not necessarily a team. A group can
    have individuals with varied interests, attitude
    as well as thought processes. It is not necessary
    that the group members would have a common
    objective or a common goal to achieve.

Types of Team in an Organization.
  • Functional or departmental teams 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.
  • Cross-functional teams 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
  • Self-managing teams Groups of people who
    gradually assume responsibility for
    self-direction in all aspects of work.

  • Permanent teams- These teams perform on a
    permanent basis and are not dissolved once the
    task is accomplished.
  • Temporary teams - Unlike permanent teams,
    temporary teams loose their importance, once the
    task is accomplished. Such teams are usually
    formed for a shorter duration either to assist
    the permanent team or work when the members of
    the permanent team are busy in some other project.

  • Great people dont equal great teams. Tom
  • Stages of team building
  • Stage 1- Forming Team acquaints establishes
    ground rules.
  • Stage 2 Storming Members resist control by
    group leaders and show hostility.
  • Stage 3 Norming Members work together
    developing close relationships feelings of
  • Stage 4 Performing Team members work toward
    getting their job done.
  • Stage 5 Adjourning Team may disband on
    achieving their goals or because members leave.

  • Team members should feel that their participation
    is important and personally beneficial to them.
  • Teams should only remain intact as single
    entities so long they are working on a particular
  • Whenever possible, the team should include some
    of the persons who will be responsible for
    implementing the decision.
  • Members of a team must possess the appropriate
    balance or mix of skills and traits.

  • A team should be around of 5 to 15 members
  • Members of the teams should have knowledge and
    information that is relevant to the problem and
  • 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 solving
    approach, instead of being avoided or smoothed

  • You cannot easily describe the teams mission.
  • The meetings are formal, stuffy, or tense. People
    do not do their best in an uncomfortable
  • There is a great deal of participation but little
  • There is talk but not much communication. Many
    teams are composed of very talented people who
    enjoy talking but not listen to the contributions
    of others.
  • Disagreements are aired in private conversations.
  • Decisions tend to be made by the formal leader
    with little meaningful involvement of other team

  • Members are not open with each other because
    trust is low.
  • There is confusion or disagreement about roles or
  • People in other parts of the organization who are
    critical to the success of the team are not
    cooperating. There is rarely a period in a teams
    history when external relations are not
  • The team is over loaded with people who have the
    same team player style. Style diversity leads to
    looking at all aspects of team effectiveness.
  • The team has been in existence for at least three
    months and has never assessed its functioning.
    Periodically , teams need to assess progress
    towards goals and to evaluate team process.

  • It will be observed that organizational failures
    often are not a result of poor leadership but of
    poor follower 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 Build Highly Effective Teams
  • Set clear goals for the results to be produced by
    the team.
  • The goals should be designed to be SMART. This
    is an acronym for
  • Specific
  • Measurable
  • Achievable
  • Relevant and
  • Time-bound.
  • define a mechanism for clear and consistent
    communications among team members.

  • Define a procedure for members to make decisions
    and solve problems.
  • 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).

  • Determine time frames for starting and
    terminating the team, if applicable.
  • Assign the role of leader
  • Assign role of communicator communication is
    the lifes blood of teams-Communication is the
    most important trait of a successful team. It
    cannot be left to chance. Someone should be
    designated to ensure that all members receive
    regular communications about purpose, membership,
    roles and status. Communications should also be
    with people outside the team, especially those
    who make decisions or determine if the team is
    successful or not.

  • Identify needs for resources (training,
    materials, supplies, etc.).
  • Identify the costs to provide necessary
    resources for the team-Develop a budget that
    itemizes the costs associated with obtaining and
    supporting each of the resources. Get management
    approval of the budget.

  • 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 the person was selected, the benefit
    of the goals to the organization, the time frame
    for the team effort, and who will lead the team
    (at least initially). Invite the team member to
    the first meeting.

  • Carefully plan the first team meeting -In the
    first meeting, review the goals of the team, why
    each member was selected, the benefit of the
    goals to the organization, the time frame for the
    team effort, who will lead the team (at least,
    initially), when the team might meet and where,
    and any changes that have occurred since the
    individual meetings. Have this information
    written down to hand out to each member. At the
    end of the meeting, ask each person to make a
    public commitment to the team effort.

  • Regularly monitor and report on status of team
    members toward achieving the goal.
  • Supervisor Support-it is critical that
    supervisors of team members remain available to
    provide support and resources as needed. The
    supervisor should regularly monitor team members
    progress on achieving their goals. Provide
    ongoing encouragement and visibility to members.
    One of the most important forms of support a
    supervisor can provide is coordination with other
    supervisors to ensure that team members are freed
    up enough to attend meetings.

  • Regularly celebrate team members
  • One of the best ways to avoid burnout is to
    regularly celebrate accomplishments. Otherwise,
    members can feel as if they are on treadmill that
    has no end. Keep your eye on small and recurring
    successes, not just the gold at the end of the
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