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Presentation on theme: "FINAL PRESENTATION OF ORGANIZATIONAL BEHAVIOUR AND ANALYSIS Prepared for : Dr. S. Kumar Group : Dollar 2 A. R. S. BANDARA - PGIA / 06 / 6317 B. A. G. K."— Presentation transcript:

1 FINAL PRESENTATION OF ORGANIZATIONAL BEHAVIOUR AND ANALYSIS Prepared for : Dr. S. Kumar Group : Dollar 2 A. R. S. BANDARA - PGIA / 06 / 6317 B. A. G. K. DIAS - PGIA / 06 / 6357 C. KOTAMBAGE - PGIA / 06 / 6367 H. SHANMUGASUNTHARAM - PGIA / 06 / 6329 M. G. P. DAMAYANTHI MENIKE - PGIA / 00 / 0145 N. T. AMARASINGHE - PGIA / 06 / 6334 N. RATNAYAKE - PGIA / 06 / 6347 S. M. N. S. SAMARAKOON - PGIA / 06 / 6364

2 PRESENTATION ON TEAM BUILDING Presented as an interview T TOGETHER E EVERY BODY A ACHIEVE M MORE Team is a unit of two or more people who interact and co-ordinate their work to accomplish a specific goal.

3 TWELVE C’s FOR SUCCESSFUL TEAM BUILDING Commitment Clear Expectations Creative Innovation Competence Collaboration Control Communication Coordination Consequences Cultural change Context Charter

4 Clear expectation & Commitment

5 Clear expectations  Communicate team’s expectations clearly by the leadership  Understanding the purpose of creating the team  The team should be supported with enough resources  The work of the team should receive sufficient emphasis as a priority for time, discussion, attention and interest

6 Commitment  The extent of team members desire to participate in the team  The team members should perceive their service as valuable to the team and to their own careers  The leadership should recognize and reward the team member’s contributions  The expectation of the team members to grow and develop their skills on the team  The extent to which the team members are excited and challenged by the team opportunity

7 Creative innovation & Competence

8 Creative innovation  Value creative thinking, unique solutions, and new ideas  Reward people who take reasonable risks to make improvements and those who fit in and maintain the status quo  Training and education necessary to stimulate new thinking

9 Competence  Participation of appropriate people with required knowledge, skills and capabilities to address the team’s goals and objectives  Adequate resources, strategies and support needed to accomplish its mission

10 Control & Collaboration

11 Control  Understanding of the boundaries. Define limitations at the beginning of the project before the team experiences barriers  Define team’s authority to make recommendations and to implement its plan  Express review process so both the team and sub team are consistently aligned in direction and purpose  Accountability of the team members for commitments and timely results

12 Collaboration  Understanding the stages of group development, roles and responsibilities of the team members  Working together effectively interpersonally  Joint participation in problem solving, process improvement, goal setting and measurement  Co-operation to accomplish the team charter  Establishment of group norms or rules of conduct in areas such as conflict resolution, consensus decision making

13 Coordination & Communication

14 Coordination  Leadership should assist the groups to obtain what they need for success  Priorities and resource allocation should be planned  Understanding the concept of the internal customer - the next process  Develop a competitor-focused, process-focused orientation and moving away from traditional thinking

15 Communication  Clear understanding of the teams existence  Existence of methods to give feedback and receive honest performance feedback  Important tactical information should be provided regularly by the team  Team members to communicate clearly and honestly with each other and bring diverse opinions to the table  Raise and address the necessary conflicts

16 Cultural change & Consequences

17 Cultural change  Building a collaborative, empowering team culture  It should eliminate the traditional, hierarchical team style and plan its process of rewarding and recognition of team members  Team should plan to use failures for learning of its future challenges  Team should recognize that the more it can change its climate to support teams, more it will pay back from the success of the teams

18 Consequences  Responsible and accountable for team achievements  Rewards and recognition when teams are successful  Respect towards reasonable risk and encouragement  Resolving problems rather than finger pointing  Designing reward systems that recognize both team and individual performance

19 Charter & Context  Assigned area of responsibility, designed its own mission and develop strategies to accomplish the mission  Communication of goals (Anticipated outcomes and contributions, timelines, measurement)  The team members should understand  Why they are in the team  How the strategy of using teams will help the Team to attain its communicated business goals  The team’s importance to the accomplishment of corporate goals  Where its work fits in the total context of the team’s goals, principles, vision and values

20 Conclusion Other attributes for successful Team Building Empowered teams A Team could be formed as A Sports team An O rganizational team They could perform far better than their competitors by using Successful Team Building Techniques Continuous improvements Self directed work teams


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