Team Building vs Workforce development
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Transcript of Team Building vs Workforce development
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• A team is composed of a highly
communicative group of people. Poor
communication means no team.
• A team must have members with different
backgrounds, skills and abilities, so that the
team can pool these things to be effective.
In other words a team with no diversity in it
will be unlikely to work in an innovative
fashion.
• A team must have a shared sense of
mission. Whether we are talking about a
temporary work improvement team, or a
branch, all members must share the sense
of mission.
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How Does A Team Differ From A Work Group? Which are you?
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Group within a workforce who normally work together,
Collection of individuals working together on a task,
…workers engaged in a series of collaborative tasks who usually work together
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How Does A Team Differ From A Work Group? Which are you?
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On Competition:
• Work groups tend to compete inwardly, with members competing against each other for favour, recognition, etc. High performing teams compete, but with those outside the organization.
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On Focus:
• Work groups tend to be task-oriented and characterized by members who follow their own personal agendas. High-performing teams are goal-oriented. Members work towards the achievement of the team goals and agenda, rather than pulling in different directions.
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Without co-ordination ?• He Did not work in
group !!!!!!!!!!!!!!!!
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On Style:
• Work groups tend to be autocratic and hierarchical in nature. Teams, on the other hand, tend to be participative and self-steering within the goals of the team.
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On Tolerance:
• Work groups tend to tolerate each other, while teams tend to enjoy each other. Differences in teams are welcome and encouraged, while in work groups, differences and disagreements are suppressed.
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On Risk:
• Work groups tend to avoid risk and maintain the status quo. High performing teams tend to accept risk.
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Mutual understanding & co-operation-to
accomplish a task
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Differences Between Teams and Groups• Have collective responsibility for
performance.• Determine individual success through
collective performance and behaviours.
• Recognise and understand each others’ roles and responsibilities.
• Have higher levels of trust and members openly express ideas, opinions, feelings and conflicts.
• Plan and share training and development.
• Deal with conflict openly and constructively and build on the trust the team experience.
• Use participative decision making – often based on win-win situations.
• Exercise leadership from any part of the team as appropriate. The designated leader sets agreed standards of performance.
• Responsible only for individual performance.
• Depend only on individual performance and behaviour for status and reward.
• Consider they are grouped together for administrative purposes.
• Tend to have lower levels of trust mainly because roles of other group members are not clear and motives can be suspect.
• Undertake training and development that is individually focussed, isolated, not shared.
• Find it difficult to manage conflict.• Either leave decision-making to the
leader or it is very process oriented. Win-lose situations are more common.
• Leadership tends to come only from the designated leader.
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leadership factors that team building processes
• Highly developed inter-personal skills and understanding of some basic psychology regarding what makes people commit to, and perform.
• Must recognize the importance of balancing between tasks (getting the job done) and people (ensuring that team members are satisfied with the process of getting the work done).
• Willingness to listen and ability to communicate. Leaders must have a preference to listening and understanding rather than controlling and talking.
• Show Constancy of Purpose. Leaders must commit themselves to the team, and not give up when the going gets rough, or success is slow to come.
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• Show Consistency In Behaviour. Leaders must behave in a consistent manner regarding team work. Leaders who sometimes encourage team process and sometimes bypass the team confuse the hell out of everyone. When this happens, nobody takes teams seriously.
• Model Desireable Team Behaviour. The team will take its cues from its leader, or the manager. You cannot break inter-personal rules, not listen, and use autocratic prerogatives, and expect members of your team to believe that you REALLY value working together.
• Be Able To Deal With Problem Team Members. Sometimes a team does not have the internal resources to deal with a member that is uncooperative or so unskilled in group behaviour that he or she becomes a barrier. A manager must be able to coach when necessary, problem-solve, establish consensus and mediate.
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• Name your chosen gadget/item • offer (no more than three) points as to their
(the gadget's/item's) main purpose, strengths, characteristics, etc.,
• Should be a representation of him/herself (at work or home or in life generally,).
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NORM
STORM
FORM
PERFORM
ADJOURN
Team Development
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Team Development
FORM
STORM
NORM
PERFORM
ADJOURN
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Team Work