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IIMCHL Team-Building Workshop Louis Rowitz, PhD Director.

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Presentation on theme: "IIMCHL Team-Building Workshop Louis Rowitz, PhD Director."— Presentation transcript:


2 IIMCHL Team-Building Workshop Louis Rowitz, PhD Director

3 IIMCHL A team is a collection of individuals guided by a common purpose striving for the same.. With a good team, the whole is better than the sum of the parts (Mallory, 1991)

4 IIMCHL Teams and Groups

5 IIMCHL Traditional Work Groups Teams Leaders dominates and controls the team The leader is facilitator and coach Goals set by organization Goals set by team members Leader conducts meetings Meetings are participative discussions Leader assigns work Team plans work assignments

6 IIMCHL Traditional Work Groups Teams Emphasis on individual performances Emphasis on team performances Workers compete against each other Team members work as cooperative unit Communication flows down from leader Communication flows upward and downward(to and from leader) Information is often hoarded by workers Information is shared Decisions made by leader Decisions made by entire team

7 IIMCHL Good Reasons to Form a Team To solve problems by drawing on the talents of variety of individuals. To foster togetherness in the workplace while tackling projects. To reduce or eliminate a lack of communication among staff members on projects. To heighten productivity by encouraging an atmosphere of cooperation. To achieve a solution that might be unpopular to some but is the desire of the majority.

8 IIMCHL Weak Reasons to Form a Team To lighten the workload of the supervisor (this requires delegation.) To make workers transfer knowledge to one another to save educational costs (these people need training.) To determine the opinions and working styles of the staff (this organization need improved communication.) To get the staff to work harder (they need better supervision or motivation and rewards.)

9 IIMCHL Advantages to You The team-building experience is valuable in many jobs—not just your current position. The skills are useful for: Executive positions. Nearly every executive must, at one time or another, work with or direct a team. Mid-level managers. Whether you supervise two or 200 people, you could be called upon to form a team. Having learned the necessary skills gives you an advantage when the situation occurs.

10 IIMCHL Advantages to You The team-building experience is valuable in many jobs—not just your current position. The skills are useful for: Entrepreneurs. Knowing how to lead a team comes in handy if you are self-employed, operate your own business or are part of a network of associates. You’ll be able to tap the brain power and knowledge of others in a group setting. Working with people. Any position where you work with people requires good human relations skills. By exposing yourself to the teamwork process, you’ll get greater insight into individual differences and how these differences can be managed to achieve a collective goal

11 IIMCHL Values Exercise

12 IIMCHL Types of Teams (Capezio, 1996) A.Natural Work Teams B.Cross-functional Teams C.Corrective Action Teams D.Hybrid Teams

13 IIMCHL Leader Behavior

14 IIMCHL Indicators of Team Readiness

15 IIMCHL Key Roles in Teams Team Leader Critic Implementer External Contact Coordinator Ideas Person Inspector

16 IIMCHL Characteristics of Team Players (Mallory, 1991) 1.Dominant 2.Influencer 3.Balancer 4.Loyalist

17 IIMCHL Worksheet for Team-Building

18 IIMCHL Key Points to Keep in Mind Understand how and why people work together- the psychology of team-building – and consistently put your knowledge to use. Set goals, objectives and checkpoints to keep team projects on track Select the right people to be on your team. Look for their full potential and cultivate it.

19 IIMCHL Key Points to Keep in Mind Demand the most from yourself and your skills as team leader. Challenge yourself and the team throughout the project, and inspire others to follow you. Delegate with tact and thoroughness. Let others’ skills help you do your work. Allow others to grow through the tasks you assign them.

20 IIMCHL Key Points to Keep in Mind Motivate your team by giving them their needs and wants, and by rewarding them. Communicate with your team in a concise manner. Have the team give you feedback to demonstrate they understand your message. Eliminate problems quickly when they arise. Confront the difficult situation, determine what action you should take, keep team members informed, if appropriate, then move on to other matters.

21 IIMCHL Key Points to Keep in Mind Give rewards. Reward the whole team, not individuals. Instill team spirit. Monitor team morale and togetherness, and keep it running at an optimum pace.

22 IIMCHL Stages of a Team Life Cycle Infant (stage 1) Adolescent (stage 2) Young Adult (stage 3) Established Performer (stage 4) Disbandment (Stage 5)

23 IIMCHL Focusing on Team Basics Performance Results Accountability Mutual Small number of people Individual Problem Solving Technical/ function Interpersonal Skills Specific goals Common approach Meaningful purpose Commitment Collective work Products Personal Growth

24 IIMCHL How to Make Teams Really Work Inverting the Organizational Pyramid CUSTOMERS  Customer satisfaction Teams Vendor Relationship Teams Partnerships & Joint-Venture Teams Operating Teams Natural Work Teams Cross-functional Teams Corrective Action Teams Hybrid Teams Management Team Function and Department Heads Senior Team CEO VPs   

25 IIMCHL How to Make Teams Really Work Systematic View of Team Development 1 Establish Mission “Mutual Goals and Commitment” 6 Evaluation “Results” 5 Team controls “Focus” 4 Team Dynamics “Maturity” 3 Team Rules and Guidelines “Values/Norms” 2 Team Design And Leadership “Structure”

26 IIMCHL Eight Characteristics of Effectively Functioning Teams (Larson and LaFasto, 1988) A clear elevating goal A results –driven structure Competent members Unified commitment A collaborative climate Standards of excellence External support and recognition Principled leadership

27 IIMCHL Ducks in a Row Exercise

28 IIMCHL Moral When people believe in each other, when they believe that each team member will bring superior skills to a task or responsibility, that disagreements or opposing views will be worked out reasonably, that each member’s view will be treated seriously and with respect, that all team members will give their best effort at all times, and that every one will have the team’s overall best interest at heart, then excellence can become a sustainable reality.

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