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Teambuilding for Staff Development

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Teambuilding for Staff Development

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  3. 3. 3 The goal is to raise productivity while keeping production costs as low as possible. It takes a lot of time to send cooperative memos of every change in procedure. It takes even more time to implement those changes. With teamwork you eliminate a lot of the formalities.
  4. 4. 4 Benefits to Organization Increased productivity Increased quality Better morale Better problem solving Increased creativity Better decisions
  5. 5. 5 • Work is less stressful • Responsibility is shared • Rewards and recognition shared • Members can influence each other • All experience a sense of accomplishment
  6. 6. 6 Definition Teams – A small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable. Usually 7-25 members
  7. 7. 7 Norming Storming Forming Performing Adjourning
  8. 8. 8 • Feel moderately eager with high positive expectations about what the team will accomplish • Feel concerned about how they will fit in and what will be expected of them • Feel anxious about other team members • Are dependent on authority to provide direction
  9. 9. 9 Leader Action Strategies • Establish realistic goals • Set standard for tem interaction • Clarify team tasks and team member roles & relationship • Make decisions and provide directions • Monitor and give feedback on team performance • Demonstrate and teach skills Task Accomplishment • Low to moderate • Focus on defining goals, tasks and strategies Interpersonal Issues: • Inclusion & trust • Willingness to include others in decision making • Extent to which team members feel they can trust the leader
  10. 10. 10 • Experience some discrepancy between initial hopes and the reality • Become dissatisfied with dependence on authority • Experience frustrations about goals and tasks and may react negatively toward formal leader and other team members • May compete for power and attention
  11. 11. 11 Interpersonal Issues • Control, power and conflict • Extent to which team members want to follow the directions set by others • Who influences the team’s direction Task Accomplishment • Disrupted by negative feelings • Slowly increases as conflicts are addressed Leader Action Strategies • Redefine goals, expectation, roles and relationship • Encourage and support interdependence • Provide skill development • Recognize and accept different opinions • Manage conflicts • Praise constructive behavior
  12. 12. 12 • Become less dissatisfied as ways of working together become clear • Resolve discrepancies between expectation and reality • Begin to respect each other’s differences and develop feelings of respect, harmony, and trust • Feel pleasure and increase self esteem
  13. 13. 13 Interpersonal Issues affection willingness to express friendly feelings shift focus of control from leader to team avoidance of “group think” Task Accomplishment Increases positive feelings Facilitates team results Leader Action Strategies Involve team in decision making and problem solving Support team in setting goals and standards Encourage and acknowledge team progress
  14. 14. 14 • Feel excited and eager about participating in team activities • Are autonomous (not dependent on a designated leader) • Work collaboratively with whole team • Feel highly confident about team results • Communicate open and freely without fear of rejection or conflict
  15. 15. 15 Interpersonal Issues No major issues Task Accomplishment Optimal task accomplishment is characterized by team cohesion and pride in team’s results members derive satisfaction are skills, knowledge, and confidence increase Leader Action Strategies • Serve as source for the team • Monitor goals and performance in terms of review process • Interface between team and the larger organization
  16. 16. 16 • Become concerned about impending dissolution • Feel loss or sadness about ending the project and separating from the team • May deny feelings by joking or expressing dissatisfaction • May have strong positive feelings about what the teams has accomplished
  17. 17. 17 Interpersonal Issues Loss and separation Feelings of sadness, loss or anger about impending dissolution of the team Tendency to become less productive Task Accomplishment Generally decreases Sometimes work activity increases (deadlines, overcome sense of loss) Leader Action Strategies • Accept own feelings of loss • Acknowledge the feelings of others • Increase directive and supportive behavior as appropriate
  18. 18. 18 Conflicts Testing boundaries Confusion Affection Cooperation Trust Productivity Separation Uncertainty Forming Storming Norming Performing Adjouring
  19. 19. 19 Forming Storming Norming Performing Adjourning Awareness & orientation Tasks needs to be clarified Competition & conflict Leader needs conflict resolution skills Cooperation Team willing to work together and establish procedures Trust & performance Team focused on results & performance Separation & moving on Team focus shifts to “ what will I do next?” DIRECTING COACHING SUPPORTING DELEGATING
  20. 20. 20 • Credibility of the project leader • Unclear project objectives • Changing goals & priorities • Lack of team definition & structure • Confusion about roles and responsibilities • Performance appraisals that fail to re recognize teamwork • Excessive team size
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  23. 23. Inputs Tools & Techniques Outputs Project staff Project plan Staffing management plan Performance reports Team-building activities Management skills Rewards Collocation Training Performance improvement Performance appraisals
  24. 24. 24 Task oriented behavior - Focus on what a team needs to do to get the job done - Facilitate and coordinate decision –making tasks
  25. 25. 25 Task oriented behavior - Focus on what a team needs to do to get the job done - Facilitate and coordinate decision –making tasks
  26. 26. 26 Relationship – Oriented Behavior - Focus on the social needs of the team - Deal with team tasks, sentiments and viewpoints
  27. 27. 27 Self-oriented behavior - focus only on the needs of individual team members sometimes at the cost of the team
  28. 28. 28 What is the purpose or function of behavior in a group?
  29. 29. 29 Initiating • making suggestions • proposing group actions Coordinating • Coordinating idea, suggestions, or activities Summarizing • Combining ideas into cohesive statement & drawing conclusions Evaluating • Assess and question how the team is functioning Information seeking • Asking for facts or clarification Information giving • Offering valid and useful information
  30. 30. 30 Gate-keeping - Facilitating the participation of other - Inviting less active members to contribute Encouraging - Being open and responsive to others - Recognizing and supporting contributions - Inviting comments Setting standards - Helping the group establish norms and standards related to maintaining relationship Harmonizing - Relieving tension - Helping others explore their disagreements - Seeking appropriate compromise solutions
  31. 31. 31 Dominating - Asserting authority status of superiority - Excessive talking, interrupting or overriding others’ comment Recognition Seeking - Trying to get attention and monopolizing discussion Withdrawal - Refusing to participate in group discussions - Giving off non verbal signs of disapproval Blocking - Arguing too much on a point - Rejecting ideas without considering them
  32. 32. 32 • Say thanks I’ve got it • Avoid eye contact when asking for a response • Hold up hand as a stop sign have a frank talk • Don’t compete with the team
  33. 33. 33 • Apply spectrum policy - Ask members to find something positive in another’s idea • In case of disagreements, accept both points of views as potentially useful • Give us your background on that opinion
  34. 34. 34 • Keep the energy level high - keep past pace - Ask difficult questions - Be intense - use humor • Keep eye contact when asking questions • Avoid pinning down an individual
  35. 35. 35 • Could we hear more? • Give us specific information, please • Could you look into that and give us more information at the next meeting • Keep meeting at fast pace
  36. 36. 36 Initiation Planning Executing Controlling Closing Integration Project planning Execution Integration change control Scope Initiation Scope Planning /Definition Scope Change control Time Sequencing Scheduling Cost Resource planning Cost estimating Cost budgeting
  37. 37. 37 Initiation Planning Executing Controllin g Closing HR Staffing Team Development Scope Initiation Scope Planning /Definition Committees Sequencing Scheduling Risk Identificatio n Analysis Response Planning
  38. 38. 38 Teamwork is essential for competing in today's global arena, where individual perfection is not as desirable as a high level of collective performance. In our organization today teams are the norm rather than the exception.
  39. 39. 39 Teamwork helps organizations in many ways: It gives the employees cooperative spirit. When people work together for a common goal it gives them a sense of belonging. It is important for people to feel like they are a part of something. When they feel this pride, they will want to put their best foot forward. They will have enthusiasm in the workplace and connect with other employees.
  40. 40. 40 Teamwork brings more efficiency to the workplace. This is really the most important thing.
  41. 41. 41 When people work together in close proximity every day, it makes changes a lot easier. Fellow employees will have the chance to teach and practice the new methods with others in the cooperative. This will save the coop’s money in training and other implementation costs.
  42. 42. 42 Teams should strive to achieve consensus. Unlike the terms unanimous and majority, there is no vote with consensus
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  44. 44. 44 A Team Leader should try to get the best out of every player. So, he studies each member, to discover his talents, and to develop them. He also studies each member, to discover their weaknesses, and to strengthen them
  45. 45. 45 Then he trains these members to play as a team. He teaches each one to sacrifice his own personal glory for the common good
  46. 46. 46 Team play multiplies the power of each individual member
  47. 47. 47 The total impact of the team is greater than the sum of their individual talents
  48. 48. 48 • The team performance goals will be much larger numbers than an individual's numbers, and at first it may seem very difficult to reach. • That is why management must break the monthly goals into daily achievable activity; then individual and target numbers seem more attainable
  49. 49. 49 • Management must not only give praise to the individual doing the exceptional work, but must also focus on the team results and praise, correct, or redirect accordingly. • During the team building period (the first 6 months) meeting and discussions with the group should spotlight the positive aspects.
  50. 50. 50 If there is an individual who is not meeting their goals, bring them in for counseling via a one-on- one meeting.
  51. 51. 51 Individual rewards  foster independent behavior  may lead to creative thinking and novel solutions  encourage competitive striving within a work team Team rewards  emphasize cooperation and joint efforts  emphasize sharing information, knowledge, and expertise
  52. 52. 52 Individual-Organizational Exchange Relationship • Organizational goals • Departmental objectives • Job tasks • Physiological needs • Security needs • Physical needs • Organizational status • Benefits • Income • Developmental potential • Employee knowledge • Employee skills and abilities Individual Organization Demands Contribution
  53. 53. 53 A good workplace with happy, productive employees is beneficial for the entire cooperative and its members. Making an environment that allows staff to feel good about their work and how they contribute has its challenges. Promoting a Good Workplace
  54. 54. 54 Management has many responsibilities, including evaluating people based on their work and contributions, and how they interact with others. When an employee demonstrates mutual effort to achieve a common goal, your employees have moved from a single purpose to Teamwork. This allows the members to reach higher goals than they would individually.
  55. 55. 55 Provide incentives for the group when the goals are reached. Daily feedback of results is needed to keep the assembled team focusing on the new goal. This review should move the focus for training and advice from management to the team. Let them share their ideas and experiences.
  56. 56. 56 1. Appreciation of work well done 2. Feeling of being “in on things” 3. Help on personal problems 4. Job security 5. Good wages 6. Interesting work 7. Promotion & Growth 8. Personal loyalty to employees 9. Good working condition 10.Tactful disciplining Score as 10 highest and 1 lowest
  57. 57. 57 Be a team player. The most valuable single factor that contributes towards high levels of excellence and quality in a team, stem from an individual team member's ability to work with others, i.e. his or her levels of cooperation and communication. These "social intelligence" skills include the ability to persuade, negotiate, compromise and make others feel important
  58. 58. 58 The most valuable single factor that contributes towards high levels of excellence and quality in a team, stem from an individual team member's ability to work with others, i.e. his or her levels of cooperation and communication. These "social intelligence" skills include the ability to persuade, negotiate, compromise and make others feel important
  59. 59. 59 Winning organization or Losing Organization Like any journey, many different routes can be taken
  60. 60. 60 Provide an inspiring vision Define shared values Set stretch goals Develop team leaders Synergize complementary skills Celebrate diversity Encourage team activities Empower teams Provide coaching Reward collective achievements
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  65. 65. 65 Reference: Dr. Peter Muller Swiss Federal Institute of Technology Zurich April, 2005
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