Team Bilding Ppt Mb
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Transcript of Team Bilding Ppt Mb
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TEAM BUIDLING
&LEADERSHIP
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Approximately 80% of Fortune 500companies now have half or more oftheir employees on teams. And 68%of small US manufacturers are using
teams in their production areas.
Source: Teams at work by C Johnson, H R Magazine May 1999,page 30 and Industry Work , September 18, 2000 page 47.
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Why are teams popular ?
Teams outperform individualsfor tasks requiring -multiple skills, judgment, and
experience
Better use of employee talent
More flexible and responsive to change
Can quickly assemble, deploy, refocus ,
and disband
Increase employee participation andmotivation
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What is a TEAM?
A small number of people with
complementary skills who are committed to acommon purpose, performance goals, and
approach for which they hold themselves
mutually accountable.[Katzenbach and Smith, 1994]
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Forming
Storming
Norming
Performing
Adjourning
Copyright Tuckman, Bruce. (1965). Developmental sequence in small groups.Psychological bulletin, 63, 384-399.
Team Building Stages
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Prestage I Stage IForming
Stage IIStorming
Stage IIINorming
Stage IVPerforming
Stage VAdjourning
Stages of Group Development by Tuckman
THE FIVE STAGE MODEL
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UNDEVELOPED
EXPERIMENTING
MATURESTAGE 4
STAGE 3
STAGE 2
STAGE 1
Feelings not dealt with
Confused & uncertain
No rocking the boat Poor listening
Weaknesses covered up
Unclear objectives
Low involvement
FORMING Experimentation
High degree of conflict
Wider options considered
Personal feelings raised
More listening Leadership accepted
STORMING
Methodical working
Agreed procedures
Established procedures
Cohesive
NORMING
High flexibility Appropriate leadership Maximum use of resources Personal obligations
recognized Development a priority
PERFORMING
STAGES OF TEAM DEVELOPMENT
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WHY TEAMS ARE IMPORTANT ?
To break individualism feeling
To perform complex tasks easily
To foster synergy for effectiveness and efficiency
To satisfy individual needs and organizational needs of its
members
Team building should be a way of life in satisfying the
customers
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STRENGTHS OF A TEAM
Capacity to innovate
Accomplish task
Respond rapidly to changing environment
Different perspectives to the problem or opportunity
Can see the whole problem
Foster collaboration
Build lasting networks
Ideas and information flow more rapidly
Actions become easy
Hold team members to high standards because of
peer pressure
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WHAT A TEAM IS NOT?
A collection of individuals who happen to have the
same work place
A collection of individuals who happen to have the
same director or line manager
A collection of individuals who do the same job in
the same department
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ESSENTIAL SKILLS FOR THE TEAM
Technical and functional expertise
Problem solving and decision making skills
Interpersonal skills
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HOW TEAMS WORK BEST
Common purpose
Specific Performance Goals
Optimum Size
Complementary Skills
Common Approach
Mutual Accountability
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WHAT MAKES AN EFECTIVE TEAM
Clear Objectives and agreed goals
Openness
Support and Trust Cooperation
Sound procedure for decision making
Appropriate Leadership Sound inter-group relations
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TEAMS MAGIC WORDS
Trust
Morale
Communication
Conflict
Respect
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TEAMS MAGIC WORDS
Trust
Morale
Communication
Conflict
Respect
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WHAT TEAMMATES DO?
Teammates inconvenience themselves to
help each other
Teammates demonstrate patience andconcern for each other
Teammates consider love and caring an act
of willthey choose to do it Teammates enjoy each others successes and
avoid envy and jealousy.
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CONTINUED
Teammates show compassion for each
other. They can identify with the pain of
others, and theyre compelled to helprelieve it.
Teammates forgive each other. They believe
others will respond to forgiveness with adeep sense of appreciation and a desire to
act responsibly.
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REMEMBER
Together Everyone
Accomplishes
More With
Organization
Responsibility, and
Knowledge
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Credibility of the project leader
Unclear project objectives
Changing goals and priorities
Lack of team definition and structure
Confusion about roles and responsibilities
Performance appraisals that fail to recognize teamwork
Excessive team size (Optimum size 7 25)
Barriers to Team Building
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Why do we need teams?
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SUSTAINED INTEREST IN WORK
WORK DOES NOT SUFFER
QUICK IMPLEMENTATION OF DECISIONS
LESS CONFLICT
EFFECTIVE UTILISATION OF RESOURCES
EFFECTIVE COMMUNICATION
GOOD INTERPERSONAL RELATIONSHIP
MEMBERS SATISFACTION
GOOD DISCIPLINE
RIGHT DIRECTION FOR THE FUTURE
ENHANCED SATISFACTION OF STAKE HOLDERS
OUTCOMES OF TEAMS STRUCTURE
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This is thestandard
representationof the Johari
Windowmodel,
showing each
quadrant to beof the same
size.
Open/Freearea
Blind area
Hidden area
Unknown
area
1 2
3 4
Handling Team Dynamics Johari Window Model
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WHAT MAKES AN EFECTIVE TEAM
Clear Objectives and agreed goals
Openness
Support and Trust Cooperation
Sound procedure for decision making
Appropriate Leadership Sound inter-group relations
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EFFECTIVE TEAM INEFFECTIVE TEAM
Resolution, but conflictencouraged when it can lead tobeneficial result
Anxieties and insecurities
Communicate effectively Unproductive gamesmanship,manipulation of others, hiddenfeelings, conflict avoided at allcosts
High trust levels Confusion, conflict, inefficiency
High achievement needs Subtle sabotage, disinterest orfoot dragging
Result oriented Frequent surprises
Interested in membership selfdevelopment Quality problems
High energy levels andenthusiasm
Cliques, collusion, isolatingmembers
High morale Image problems (credibility)
Change oriented Lethargic / unresponsive
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M i h T
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Selection
- Analyzing Team roles- Forming the Team
- Establishing Team goals
- Matching Team to Task Bonding
- Establishing Team Trust Development
- Balancing Skills within the Team- Ways to formulate Goals
- Maximizing Team Performance
- Improving Team Efficiency
Managing the Team