TEAM BUILDING

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TEAM BUILDING

• UNIT -4

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Introduction

• Coming together is a Beginning
  Keeping 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 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
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• Proctor Gamble lowered its manufacturing cost
  by 35
• GE improved productivity by 200
• Toyota reduced its defect rate to the lowest in
  the industry.

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Team

• 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.
  

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• 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.

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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
  process.
• Self-managing teams 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 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.

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TEAM DEVELOPMENT PERFORMANCE

• Great people dont equal great teams. Tom
  Peters
• 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
  camaraderie.
• 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.

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CHARACTERISTICS OF EFFECTIVE TEAMS

• 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
  problem.
• 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.

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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 problem and
  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 solving
  approach, instead of being avoided or smoothed
  over.

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CHARACTERISTICS OF INEFFECTIVE TEAMS

• You cannot easily describe the teams mission.
• The meetings are formal, stuffy, or tense. People
  do not do their best in an uncomfortable
  atmosphere.
• There is a great deal of participation but little
  accomplishment.
• 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.

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• Members are not open with each other because
  trust is low.
• There is confusion or disagreement about roles or
  work.
• 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
  important.
• 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.

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CHARACTERISTICS OF EFFECTIVE TEAM MEMBERS

• 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.

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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.

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• 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).

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• 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.

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• 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.

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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 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.

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• 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.

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• 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.

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• Regularly celebrate team members
  accomplishments!
• 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
  rainbow.