Team building

Presented by:-Kanchan ShresthaSachin Acharya

Team Building The process of working with a team to clarify its task and how team members can work together to achieve it.

A plan that can help groups to develop into a real team is “team building”

TEAM GROUPS

A team is a group of people who come together temporarily to achieve a purpose.

A collection of people who interact with one another, accept rights and duties as members and who share a common identity.

They work together to help each other to develop new skill and they do not rely on leader .

They work together and handled by leader .

For example : Football team For example :Group of students in a class.

Features of Team

Setting and maintaining the teams objectives and standards Involving the team as a whole in the achievement of objectives Maintaining the unity of the team Communicating efficiently with the team Consulting the team – members before taking any decisions Satisfies the human social need to belong

Types of Team

• Functional teams 

• Cross‐functional teams

• Self‐directed work teams,

Functional teamsIt performs exact organizational

functions and include members from several vertical levels of the hierarchy.

In other words, a functional team is composed of a manager and his or her minors for a particular functional area.

Accounting, personnel, and purchasing departments are examples of functional teams.

Cross‐functional teams :-

• It is made up of experts in various specialties (or functions) working together on various organizational tasks. Team members come from such departments as research and development, design, engineering, marketing, and distribution. •These teams are often empowered to make decisions without the approval of management. And may be temporary

•For example, when Nabisco's executives concluded that the company needed to improve its relationship with customers and better satisfy customers' needs, they created cross‐functional teams whose assignments were to find ways to do just that.

Self‐directed work teams They are operated without managers and are responsible for complete work processes or segments that deliver products or services to external or internal customers. Self‐directed work teams (SDWTs) are designed to give employees a feeling of “ownership” of a whole job. For example, at Eastman Kodak Company, teams are responsible for whole product lines—including processing, lab work, and packaging. With shared team responsibilities for work outcomes, team members often have broader job assignments and cross‐train to master other jobs.

How to create high performing team ?

Have a clear and vision of where they are headed and what they want to accomplish.Are excited about that vision because they took part in creating it.Act from clearly defined priorities.Have clear measures of success and receive feedback about how they’re doing .Maintain open communication and positive relationships with each other .Identify and solve problems .Make decisions when and where they occur .Successfully manage conflict .Share leadership responsibilities .Participate in productive meetings .Have clearly defined roles and work procedures .Cooperate cross-functionally .

ROLE OF TEAM MEMBER

The institutional memory. Remembers what the organization did last time this situation occurred. Has been around long enough to know what works and what doesn’t work

The clarifier. Helps the team when it is bogging down in detail by identifying

key issues that must be addressed.

The reality checker. Steps outside of the team and its processes, referring to the larger organization and its goals, along with the risky issue that may arise.

The summarizer. Recognizes when the team is bogging down on discussion about its tasks and is able to draw a brief picture of where the group can go next as a result of its past work.

The record-keeper. Is able to remind team members, when tasks become

complex and people lose sight of the objective, of data-points that were important and decisions made previously that are driving current activity.

The problem-solver. Identifies issues that have slowed team progress and seeks

data or support from outside the team that alleviates the problem and allows progress to continue.

Ways To Build Trust In Teams

Set clear expectationsDemonstrate your reliabilityCreate dependencyBeing supportiveCreate mutual accountability

Basic RequirementsThe behaviors that are expected must be

communicated to all those affected so they know exactly what is meant by rewardable performance.

Both team leaders and team members must be open about what behaviors are expected, why they are necessary, and how they will be recognized and rewarded.

Nonmonetary RewardsDifferent people respond to different

incentives.Organization should survey employees before

implementing nonmonetary incentives.Set up a system where the employee can select

the award that appeals to them.

TEAM DEVELOPMENTTraditionally, a team goes through these stages of

development. Forming: a group of people come together to

accomplish a shared purpose.Storming: Disagreement about mission, vision,

and approaches combined with the fact that team members are getting to know each other even though it causes tense relationships and conflict.

Norming: The team has consciously or unconsciously formed working relationships that are enabling progress on the team’s objectives.

CONTINUED…Performing: Relationships, team processes, and

the team’s effectiveness in working on its objectives are synching to bring about a successfully functioning team.

Transforming: The team is performing so well that members believe it is the most successful team they have experienced; or

Ending: The team has completed its mission or purpose and it is time for team members to pursue other goals or projects

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