PROGRAMME ON TEAM BUILDING FOR ORGANISATIONAL EXCELLENCE

TEAM BUILDING

22-23 MAY 2010

WORKING IN TEAM

COMMON GOALS OF ORGANISATION

PRODUCTION & MARKETING OF GOODS AND SERVICES

OF RIGHT QUALITY

IN RIGHT QUANTITY
AT RIGHT COST IN RIGHT TIME
3

TEAM

A team is a group of people united by a common purpose.

WHY WORK IN TEAMS?

Core of organisational excellence Job is beyond the capacity of
one person Psychological need of belongingness Sharing information and ideas Improves decision making Eliminates individual bias Synergy Group Morale

CHARACTERISTICS OF EFFECTIVE TEAMS

Common Purpose Tolerance for Disagreement Comfort Shared Leadership Diversity Consensus Seeking Highly motivated members
6

FACTORS AFFECTING TEAMWORK

Leadership
Membership Common Method / Strategies of
working together

Motivation of people
7

INSPIRED TEAM LEADERS PROMOTE

Communication among all team

members

A forum for participation

Joint problem solving Sharing of ideas Creativity & initiative Satisfaction among people
8

TEAM DEVELOPMENT

Forming

Storming
Norming Performance
9

Stages of Team Development

Forming
Initial awareness

Storming
Sorting-out process

4 Performing
Maturity A.K.Basu Mgt Consultant

3 Norming
Self-organisation
10

TEAM BUILDING SKILLS

Listening Expressing & responding to
feelings Gate keeping

Supporting Building on others ideas Identify needs and creating

environment
11

PROBLEMS IN TEAM WORK

Pressure towards conformity Pressure towards mediocre

performance

Shirking individual
responsibility

Breeding conflict Individual dominance Group think

12

FACTORS FACILITATING TEAM WORK

Concern for others Listening Identifying and using resources Discussing underlying logic/
assumptions

Testing consensus Process orientation

13

CONFRONTING DYSFUNCTIONAL BEHAVIOUR

Domination by few

Withdrawal by few Tendency to make quick decisions Testing strength Avoiding confrontation Trading or compromising
14

HOW TO BE AN EFFECTIVE TEAM MEMBER

Listen Thoughtfully and Critically to Others Come to the Meeting with Questions in Mind Speak Your Mind Freely Dont Monopolize the Discussion Dont Let The Discussion Get Away From You Dont Let The Discussion Get Away From You
15

Team & Leader

Success depends on team members

Members are guided by leaders

Motivated members facilitate team work Conducive environment Provide need fulfillment Leaders generally motivate team members

Motivation Make or Break team

16

The following are the most common types of negative behaviours and attitudes: 1. Nay-Sayers : These people are habitually negative and have a pessimistic view of the world. They are generally angry, depressed, and frustrated individuals. They continually criticise others and complain often.

Handling Difficult Team Members:

Tip: If you are forced to deal with these people,

keep your contact at a minimum, and let them know how their attitude affects you.
17

Contd
2. Immovables : These are people who resist change, either outwardly or in a passive aggressive way. They might agree to change, but sabotage the implementation of it.

Tip :

If you deal with these types of people, appeal to their nobler motives, involve them in the change, and seal an agreement of the change and the role they play in implementing the new ideas.
18

Contd
3. Nine-to- Fivers : These people work nine to five-nothing more, nothing less. They are quick to tell you that something is not their job. These people are referred to as C players. They do the minimum to get by and get their pay check.

Tip: Providing opportunities for growth and giving

them encouragement and recognition for small tasks can help turn these people around and increase their level of commitment.
19

Contd
4. Gossipers : These people find joy in getting into everyone elses business and creating diversions by spreading rumours. Their pettiness may be a sign that they are lonely and work is one of their only sources of interaction.

contributing to the gossip. Deal only with facts and evidence.

20

Tip : Dont encourage these people by

Contd
5. Violinists : These people have a general woe is me attitude. They may stay late or do extra work but then they complain about the workload. They are constantly telling others how busy they are, and how other things take priority over what you need them to focus on.

Tip

Acknowledging their hard work and providing recognition and appreciation regarding their contributions is helpful in dealing with these types of people.
21

Contd
6. Blamers : These individuals are quick to point the finger at anyone else but themselves when mistakes have been made. Also known as scapegoats, these people always have an answer why they are not accountable for the error.

Tip

to have a clearly defined set of expectations and responsibilities so that when errors do arise, there are facts to back up the breakdown in the process. It is also helpful to admit your own similar mistakes to help to reduce the embarrassment they might feel.
22

: The best way to deal with these people is

Given below an Illustration of how We is important in Team work and how the leader should develop Team spirit. I & We are the two words we use daily. They appear similar to each other but they are miles apart in meaning & usage. See how they stand
:

I is Singular I stands for Pride I Divided I creates Chaos I destructs I creates problems I for Scarcity I for Contradiction I is the least important word I is narrow mindedness I creates ill will I spoils atmosphere I is dictatorship I am not the Nation I is important in a few cases

We is plural We stand for Humility We Unites We creates Peace We constructs We solves the problems We for Prosperity We is Agreement We is selflessness We is Broad mindedness We creates Goodwill We create good atmosphere We is Democracy We are the Nation We is important in many cases
23

Many times people say: I have done this, I have done that. Often they repeat I I I . People dislike the person who says I but like the people who says We.

I is very important but not more important than WE. I for development and prosperity. But I is not Indispensable.
Any organisation or country can survive without I, but it cannot survive without We. So why not use We rather than I, when We is more important than I. Above is an example how the leader should develop team spirit. Get lasting results through behavioral

24

Develop a culture that creates trust.

Empower people and make them accountable.

Inspire, influence and get results Build Powerful Teams but go the extra mile.
25

The Evolution of Interdepartmental Work Processes

The old-style model operated like this, with different organisational units competing for resources and information:

Unit A

Unit B

Unit C

Today, managers are learning to see different departments as internal customers and suppliers, and to concentrate improvement efforts on the points of overlap:

Unit A

Unit B

Unit C

The lines between organisational units are blurring. Managers are being trained to see their departments as links in a grand, cross-functional process:

Unit A

Unit B

Unit C
26

Three Skill Layers for Managers

A
When used alone, these skills are suited only to a rigidly traditional workplace

With column A With column A and B skills, these are skills, these are needed to build and maintain a team needed in todays environment more progressive workplace Direct people Involve people Develop self-motivated people who set their own goals and evaluate their own efforts Get people to understand Get people to Get groups of diverse people to generate ideas generate ideas and implement their own best ideas Manage one-on-one Encourage teamwork Build teams that manage more of their own day-to-day work Maximize the departments Build relationship Champion cross-functional efforts to performance with other improve quality, service, and departments productivity Implement changes imposed Initiate changes Anticipate, initiate, and respond to from above within the department changes dictated by forces outside the organisation
27

Winners Vs. Losers

The Winner is always part The Loser is always part
of the answer; The Winner always has a program; The Winner says, Let me do it for you; The Winner sees an answer for every problem; The Winner says, It may be difficult but it is possible; When a Winner makes a mistake, he says, I was wrong; A Winner makes commitments; Winners have dreams; Winners say, I must do something;

of the problem. The Loser always has an excuse. The Loser says, That is not my job The Loser sees a problem for every answer. The Loser says, It may be possible but it is too difficult. When a Loser makes a mistake, he says, It wasnt my fault. A Loser makes promises. Losers have schemes. Losers say, Something must be done.
28

You Can Win- Shiv Khera (p.34)

Coming together is Beginning.

Staying together is Progress.

Working together is Success.

29

Working Together

THANK YOU
30