teamwork for synergy and sustainable corporate advantage
TRANSCRIPT
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LEVERAGING TEAMWORK FORSYNERGY AND PERFORMANCE
IMPROVEMENT
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What Did U See?!
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Whose Job Is It?
A job must be done, and was given to 4
people; Somebody, Anybody, Everybodyand
Nobody.
Somebodydid not do it because he thought
Anybodycould do it. Anybodydid nothing about
the job since Everybodywas supposed to
accomplish it. Everybodyleft it to Nobodyto do it.
However, the job was left undone when
Nobodywas willing to do it!
Heeheeee..Even clowns can do
better!
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What is Happening?!
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The Perspective Teamwork is slowly becoming a huge asset and way of doing business.
Why?
Rugged individualism doesn't always work in a a competitive business
setting that requires superior performance.
As workers become more segmented, executives found team-building to
be an effective way of bridging the gaps in the modern workplace. With companies growing, the ability to bring people together from
various segments of the company and build a cohesive unit is
paramount to ensure continued growth.
With a younger, more innovative workforce working with an older, more
stable generation the need to develop cohesion is critical if thesegenerations are ever to work effectively together.
However, many organizations still fail to develop successful teams
because they aren't sure what a team really is.
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This is Interesting!
Together
Everybody
Achieves
More
or is it?
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What is a Team? A team is not a random collection of individuals, with separate
agenda, but a group of people who work together on a
continuing mission with common goals and objectives. The
mission is accomplished through specific and defined tasks
that may be simultaneous or sequential and that may change
from time to time (Altalib, 1991 p.134).
A team is a group ofinterdependent individuals, with
complimentary skills, organized and committed to a common
purpose, goals and working approach, for which they hold
themselves mutually accountable.
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Distinguishing Characteristics of a Team
A common purpose, described in its mission statement.
Interdependent members, no one person can do everything.
Team members receive training in the tools and techniques
that they will use.
A coach or facilitator helps them work together as a team
and use the tools and techniques they need to achieve
their mission.
Team members make many of their decisions as a team. Team members are collectively responsible for the outcome
of their efforts.
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Spot the Difference
Group Interdependence
Interactive
Skills variety
Common goal Mutual influence
Team Interdependence
Interactive
Mission/Task specific
skills Task specifity
Mutual accountability
FamilyFamilyFamilyFamily Girls GuideGirls GuideGirls GuideGirls Guide
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Teamwork is the process of getting a task
accomplished and goals achieved
through the efforts of people workingtogether as harmonious co-operative unit.
What is Teamwork?
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Note that
Teamwork isn't simple. In fact, it can be a
frustrating, elusive commodity...Teamwork
doesn't appearmagically just because
someone mouths the words.
Pat Riley (1945 - ) U.S. basketball coach
The Winner Within, 1994.
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Benefits of Teamwork
Some of the benefits of using teamsinclude:
Creative new ways to address opportunities, solve problems,
and improve business processes
Cooperation, coordination and communication, particularly
among people from different departments or functions
Commitment to a course of action
Greater productivity
Better use of peoples skills and abilities
Personal development of team members
Higher morale among team members
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Stages of Team Development
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Factors that Distinguish Teams
Teams are distinguished by five attributes:
Scope; cross-functional
Size; 2-5, 6 effective, 12 optimal
Mission; work teams, improvement teams, specialpurpose teams
Authority; directed teams/self-directed teams
Duration; temporary/ongoing
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Types Of Teams
Teams differ in terms of location and
nature of the task to accomplish.
Types of teams include the following: Departmental Teams
Cross-functional Teams
Cross-company teams
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Why Build Teams?
Team building is necessary because; Organisations are composed of individuals
responsible to different supervisors,
Staff have different interests, from different
educational and experience backgrounds.
Staff may or may not interact harmoniously and co-
operatively.
Experiences and expertise need to be harnessed toproduce synergy for effective and efficient
processes.
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You must take head Before a company begins a push into establishing teams in their
offices, time and attention should be paid to building the teams
that will eventually work together.
When that does not occur, team members are absent of the
foundation that is critical to success.
And in this hyperactive world we live and work in, teams are easy
ways to bring divergent ideas and personalities together for the
express purpose of leveraging those exact qualities to paint a
dynamic picture.
A team that is excelling is doing so because of the work that went intobringing them together.
Do not be found guilty of marrying personalities without developing a
culture of teamwork.
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Critical Factors in Team Building
The work at hand and the time to
accomplish it.
The mission and objective of accomplishing
the work.
The background, skills and knowledge of
the members pertaining to the mission.
The commitment of members to the
mission.
The spirit of collective responsibility.
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Agree on individual
and team
objectives
Obtaincommitment
of team and
individuals
Set
organisational
objectives
Plan activities
and set targets
Provide
feedback
Evaluate performance
in current environment
Monitor
activities
against
targets
Training and
development activities
Team Building Process
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Individual Roles in Team Building It is also important to note and take care of individual roles including;
Aggressor; Destroys or deflates the status of other group members; may try to take credit forsomeone elses contribution.
Blocker; Is generally negative, stubborn and disagreeable without apparent reason.
Recognition Seeker;Seeks the spotlight by boasting and reporting on his or her personal
achievements.
Self-Confessor; Uses the group as an audience to report personal feelings and
observations.
Loner; Lacks involvement in the groups process; lack of interest may result in cynicism,
nonchalance or other behaviour that indicates a lack of enthusiasm for the groups
activities.
Dominator; Makes an effort to assert authority by manipulating group members or attemptingto take over the entire group, may use flattery or assertive behaviour to dominate the
discussion.
Help Seeker; Tries to evoke a sympathetic response from others, often expresses insecurity
or feeling of low self-worth.
Special Interest Pleader; Speaks for a special group or organisation that best fits his or herown biases to serve an individual need.
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Team Building and Maintenance Roles
In building and maintaining teams, it is important to note and
take advantage of some critical roles exhibited by membersof the team, including;
Encourager; Offers praise, understanding and acceptance of others.
Harmoniser; Mediates disagreements among group members.
Compromiser; Attempts to resolve conflicts by trying to find anacceptable solution to disagreements among group members.
Standard Setter; Helps to set group standards and goals.
Group Observer; Keeps records of the groups process and uses the
information later.
Gatekeeper and Expediter; Encourages less talkative group members toparticipate.
Follower; Basically goes along with the suggestions and ideas of other
group members; serve as an audience in group discussions and
decision making.
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Team Building Techniques Delegate; assigning authority and accountability to others while
retaining responsibility for results). Set specific goals in cooperation with team of members;
Set up feedback and communication procedures (control
procedures);
Train members in group dynamics, meeting skills and problem-solving process.
Minimize the tendency to continually look over the team's
shoulder to make sure team members are doing things the
manager's way; and Empower employees, i.e., give them the freedom to decide the
hows and wheres of completing specific tasks as long as the
goals are accomplished on time.
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Types of Tasks
Conjunctive Tasks.
Task is not completed, unless the
members of the group, as a whole,
have completed it.
Team performance decreases withincreasing team size.
Disjunctive Tasks.
Requiring an either or decision, or a
choice among two or more
alternatives.
If one team member can complete the
task then the team can complete it.
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Team Task Check-List
Do Team members; understand the task?
they have the skills to accomplish the task?
they have appropriate/adequate tools andmethods?
they have sufficient facilities and supplies?
Are they committed?
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Team Task Roles
Initiator-Contributor
Information Seeker
Opinion Seeker
Information Giver
Opinion Giver
Elaborator
Co-ordinator
Orienter
Evaluator Critic Energizer
Procedural Technician
Recorder
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Task Tools and Techniques
Task tools and techniques for team
performance include:
Planning Tools Gantt Chart
PERT (Performance Evaluation Research
Techniques)
Problem-solving Techniques
Decision-making Techniques
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Mission-Specific Task Skills
Market research
Customer satisfaction surveys
Statistical analysis
Business process improvement Business process management
Process engineering
Benchmarking
ISO-9000 Information technology
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What Makes Teams Function Effectively
Communication of members roles and consensus
formation.
Understanding source of power.
Acknowledgement of organisational change
Conflict management and collaboration.
Final decision on area of responsibility.
Mutual trust and support.
Leadership and authority sharing.
Intensive communications links among members.
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Solving Team Performance Problems
Describe the problem in a friendly manner.
Be specific and sincere and focus on the problem not the person.
As for team mates help in solving the problem.
Let team members take an active part in the solution.
Discuss causes for the problem.
Ask for team members ideas, using open-ended questions.
Summarize the cause.
Identify and write down possible solutions.
Make sure you write the team members solution first.
Offer your solution as an alternative if the employees solution is not workable.
Decide on actions each of you should take.
Developing a plan that incorporates the team members ideas reinforces the team
members commitment to change.
Agree on a specific date and time for following up on the action plan.
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Need to Balance Team Dimensions
R
elationship
Task
MissionObjectives
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Measures of a Teams Performance Two chief measures of a teams performance are its;
1. Technical Efficiency, and
2. Allocative Efficiency.
Technical efficiencyis the ability to produce an output
without waste.
Allocative efficiencyis the degree to which a team producesthe level of output that is expected of it.
It is estimated that losses due to teams allocative inefficiencyare very
small in most industries.
Losses due to teams technical inefficiencymay be much higher.
Both types of team inefficiency may be greater in government-owned or
government-regulated industries than in other industries.
Some of this team inefficiency in the public sector results from
accomplishing task at higher cost than it is done in the private
sector.
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Communication in Teamwork
Centralised Network
Effective Leadership.
More Control and Coordination.
More Efficient Performance.
Slow Response.
De-centralised Network
More Message and Satisfaction.
High Degree of Independence.
Provide for a lot of Initiative.
Requires Less Time to Solve Problem.
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When Not to Use Team
When there is no time for discussion. When there is a fire, people dont form teams to
determine the cause, they get out of the burning building.
When the problem is not important. No one gets enthusiastic about solving a problem
that is not important, not even as a practice exercise in team training.
When the solution is already known. Teams have been formed to get buy-in to
predetermined solutions. This is a waste of time and does not work. When the subject is someones job assignment. Giving a problem to a team after it
has already been assigned to someone to solve is no different than assigning the
same task to two different people. It is a poor management practice.
When one individual has greater expertise. When one person is an expert and has the
ability to solve a problem and when other team member do not bring anything to the
table, the team is redundant.
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This is a Challenge
I think women as a group are
better team members than
men. We communicate
better and are morecompatible. We're also more
perfectionist and take
instruction better. Sue Dorrington British rugbyplayerThe Times (London), May
3, 1994.
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Conclusion
Teams are not appropriate for everyone or in every situation, but
virtually every organization can benefit from expanding its use ofteams.
Organisations can apply teams in almost every combination of scope,
size, mission, authority, and duration.
Teams build on the synergy of the team members, improvecommunication and buy-in, increase productivity, raise employee
morale, and provide a forum for personal development.
To achieve these benefits from teams, organizations must be prepared
to address both the critical success factors and the issues unique to
teams.
When they do, they have taken another major step toward an open
organisation culture.
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Better, Team Playing, But Better
Talent wins games, but teamwork wins championships.
Attributed to Michael Jordan (1963 - ) U.S. basketball player
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