1. T EAMWORK AND T EAM P ERFORMANCE The Fab Four Chaz Tyler, Laura Gomez, Susan Su, James Phan

2. T EAMS AND T EAMWORK

3. T HE D REAM T EAM A team has several defining characteristics: Small group of individuals. Individuals provide different complimentary skills Work actively together Common Purpose Collectively Accountable

4. T YPES OF T EAMS There are three basic forms/functions of teams: Teams that recommend things Teams that run things Teams that make things or do things

5. R ECOMMEND T HINGS Characteristics for Teams that Recommend Things: Specific Problems Recommend specific solutions Completion Date Generally, disband once problem/project has been resolved

6. R UN T HINGS Characteristics for Teams that Run Things: Responsibility to lead others Come in many different forms Complex Problems/ Uncertain situations Creating Strategies Supporting Others Create Goals, Values, and Purpose

7. M AKE OR D O T HINGS Characteristics for teams that Make or Do Things: Perform ongoing tasks Long Term Relationships Strong Operating System High demands

8. T HE N ATURE OF T EAMWORK Teamwork- Actively working together Utilize respective skills Achieve a common goal. Team members show commitment through: Belief in the TEAM Being motivated Listening Responding constructively "One man can be a crucial ingredient on a team, but one man cannot make a team" - Kareem Abdul Jabbar

9. T HE N ATURE OF T EAMWORK Successful teams possess a wide variety of skills: Technical Problem- Solving Decision Making Teams instill standards by: Setting specific goals Creating strong values Providing a sense of purpose

10. D IVERSITY & T EAM P ERFORMANCE Benefits of Homogeneous Teams: Quickly build relationships Improved communication Less conflict Negatives of Homogeneous Teams: Limited ideas Less creativity Biased Ethnocentric

11. D IVERSITY & T EAM P ERFORMANCE Benefits of Heterogeneous Teams: More information Unique Perspectives Variety of skills and talents Creativity Negatives of Heterogeneous Teams: Slow startup Relationship Building Interpersonal conflicts

12. T EAM B UILDING Cleveland Cavaliers in team huddle

13. D EFINITION OF T EAM B UILDING A collaborative way to gather and analyze data to improve teamwork Sequence of planned activities Helps deal with teamwork difficulties or prevent them The USA Basketball Men's Senior National Team after their win over Canadian National Team (2008)

14. W HY T HEY N EED TO W ORK H ARD Teamwork does not happen naturally Hard work is essential In NBA, it is crucial for managers and coaches to focus on teamwork at very beginning The Heat after beating the Cavaliers 118 to 90 in Dec. 2010

15. T EAM B UILDING IN THE NBA Coaches and managers focus on the players to get them to work together more efficiently Team building prevents The falling out of teams The stress that comes with failures Miami Heat’s General Manager Pat Riley, Head Coach Erik Speolstra, Lebron James, Dwayne Wade, Chris Bosh and Owner Mikey Arison

16. T EAM B UILDING IN THE NBA Teams getting together Making plays Practices Staying productive Encouraging each other Play by Boston Celtics

17. S TEPS OF T EAM B UILDING Step 1: Problem or opportunity in team effectiveness Step 2: Data gather and analysis Step 3: Plan for team improvement Step 4: Actions to improve team functions Step 5: Evaluation of results In NBA, teams experience this every season

18. A SPECTS OF T EAM B UILDING The team building process is highly collaborative Participation is necessary In NBA, practice is like a real game Team building is data based Data is usually gathered during team practices

19. A PPROACHES TO T EAM B UILDING As stated before: Practice in crucial in NBA Team members must fully commit Group development must be constantly monitored Day-to-day changes must be made to ensure effectiveness

20. I MPROVING T EAM P ROCESSES Lakers during team practice

21. E NTRY OF N EW M EMBERS Difficult: Members first get together in new group or team When new member joins existing one New members may worry about: Participation- “Will I be allowed to participate?” Goals- “Do I share same goals as others?” Control- “How close do people get?” Relationships- “ Are conflicts likely to be upsetting?”

22. The Heat Lebron James L.A. Clippers Blake Griffin

23. T ASK AND M AINTENANCE L EADERSHIP Distributed leadership sharing of responsibilities for contributions that move a group forward Task activities various things members do that directly contribute to the performance of important group tasks Maintenance activities support the social and interpersonal relationships among group members

24. For example: Greg Popovich (Coach in San Antonio Spurs) NBA Championship is “4” Playoff Appearances is “13” Division Titles is “7”

25. Task activities Example: New York Knicks Exchange some better players Research and understand competitive team Know shortcoming and advantages Get higher % to win Maintenance activities Support relationships needed Work well together Bad Example: Cavaliers Lebron James left From being one of the NBA's elite teams, to a bottom feeder

26. T EAMS IN THE H IGH P ERFORMANCE W ORKPLACE Lakers working together to stop Lebron from scoring

27. T EAMS IN THE H IGH -P ERFORMANCE WORKPLACE Organizations look for creative ways of using teams to solve their own problem This means: -no supervisor -no executives -title No individual is going to have the best idea, the best idea comes from the collective intelligence from a team.

28. W HAT ARE THE OUTCOMES OF P ROBLEM S OLVING T EAMS Increase productivity Learn to solve problems without hierarchy Better satisfy customers Improve the quality of work life

29. P ROBLEM S OLVING T EAMS Members of employee involvement teams meet regularly to examine work related problems and opportunities. In the NBA: -importance of teamwork = Win -Chicago is a team that has showed this type of behavior -”Team only meeting” Outcome: To find out the problem and solve

30. C ROSS -F UNCTIONAL T EAMS Brings together persons from different functions to work on a common task.  Motivated to Achieve a common goal  Recruiting different assets  Knowing your role(how to get the best outcome from your team)  Different type of skills put together Functional silos problem

31. V IRTUAL TEAMS ? Convenes and operates with members linked together via networked computers and information technologies  Face-to-face through electronic communication  Cost effective(flying)  Increase Speed

32. S ELF -M ANAGING T EAMS Self-directed work, teams tend to make their own decisions needed to manage themselves.  Chicago star Derrick Rose  Runs the team when on the court  Sees what the defense gives him and take control

33. C ONCLUSION  Teams and teamwork  Team building  Improving team processes  Teams in the high- performance workplace