Building and managing high performance teams
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Transcript of Building and managing high performance teams
It is not likely that one person alone can posses all the skills and knowledge to solve all problems whatever their nature
Teams consistently outperform individuals acting alone Teamwork allows the sharing of knowledge, life
experiences and insight of their members.
Small as they could be, teams respond quickly to new challenges.
•Facilitates better communication
•Motivates employees
•Promotes creativity
•Develops problem-solving skills
•Breaks the barrier
Project team: A project team is pretty much what it sounds like — a is the group responsible for planning and executing the project. It consists of a Project Manager and a variable number of Team members, who are brought in to deliver their tasks according to the project schedule. (Sometimes project teams are referred to as steering committees or task forces.) Typically, when the project ends, the team ends.
Cross-functional team: A cross-functional team is made up of employees from different departments or areas of the business.
Self-directed work team: Like a project team, a self-directed work team is just what it sounds like — a team that determines how it will get a job done and has the authority, and often the budget, to carry out decisions.
Follow the instructions below:•There are 16 items in the box.•Go and look into the box without opening , come back gently and write down what you saw in the box.•Then open the box and list what is inside against what you wrote down.•WHAT IS YOU SCORE ?WHAT IS YOU SCORE ?
This is the “genesis
Group is undeveloped and unsure about what and how to achieve its goals
Members do not know each other well and are concerned with 'who fits where'.
This is the experimenting stage
Members begin to find their place
Intra-group conflicts will be evident as well as lively debates and discussions
Not much is being achieved at this stage.
Group is settling down.
Members begin to use their past experiences to solve the team’s challenges.
They feel more comfortable working with each other and form a cohesive group.
Much is being achieved at this stage and here is always room for improvement.
The group is mature
Has achieved harmony plus a relaxed and purposeful atmosphere
Defined its tasks, worked out its relationships
Has started producing results.
Team dissolves when the team has completed the project
May be reoriented to continue on a next phase of the project.
Establish a team charter Define Roles and Responsibility Communication Participation Conflict Management Effective Meetings Motivation & Rewards Delegate Reviews Discipline
Sharing Workload
Building Mutual Associations
Increased Work Pace
Learning Opportunit ies
Healthy Competit ion
Mutual Creativity
WHAT SKILLS DO I NEED?
After fair assessment of ourselves, there is need for us to take a step forward by identifying the basic skills that will help us increase our productivity either as a leader or as a follower.
Delegating Effectively Having the right people with the right skills isn't sufficient for a
team's success. Managers must also know how to get the job done efficiently. Delegation is the key to this
Motivating People Another necessary management skill is motivating others. Its
one thing to motivate yourself, but it's quite another to motivate someone else. The key thing to remember is that motivation is personal.
Managing Discipl ine and Dealing with dif ferences Team performance will also suffer when differences between
individual team members turn into outright conflict, and it's your job as team manager to facilitate a resolution.
Communicating You need to let your team know what's happening and keep them
informed as much as possible. Team briefing is a specific communication skill that managers should improve.
Avoiding Common Managerial Mistakes . Some of these common mistakes are thinking that you can rely on
your technical skills alone, asking your boss to solve your problems, putting your boss in the awkward position of having to defend you, and not keeping your boss informed.
Lack of agreement on decision-making process
Authority Vocal Minority Majority By-passing Consensus
Ineffective Communication Poor listening Interruptions Lack of continuity of
discussion Ambiguity
Lack of agreement on objectives
Objectives not explicit Hidden agendas Different level of
commitment Differing objectives
Lack of agreement on constraints
Time Authority and
Resources Information
Mutual Trust - No fear in stating my views openly Togetherness - I can give as well as I can receive
help from others Communication - I can say what I feel and how I am reacting
Team objectives - Objectives are clearly understood by all
Resources uti l ization - We share resources of each other
Control Methods - We keep discussions within their level of relevance
Environment -Team climate is free, open and supportive to each other