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TEAM BUILDING
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Defining an effective team
Small number of people withcomplementary skills who are committed
to a common purpose, set of performancegoals, and approach for which they holdthemselves mutually accountable'.
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Differences between team and group
The output from a working group is due to theindividual contributions of its members , that
from a team is equal to both individualcontributions as well as collective contributions.
A working group is driven by individual goalsand measures, whereas a team focuses on team
goals and mutual accountability.
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Teams must have measurable goals, whereasthis is not essential for working groups
The methods of arriving at solutions also varybetween team and working group.
No member of working group would be
measured by the performance of othermembers, whereas a team is measured bycollective performance.
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Stages of development
A team goes through three differentstages
1. Drifting stage2. Gelling stage3. Unison stage
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Drifting stage
Individuals come together and get toknow each other
Official role which each individual playswithin the team is defined
The interests of individual team members
are placed before those of the team as awhole.
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Gelling stage
Like-minded individuals form into smallgroups.
Each group starts to develop its ownidentity under an unofficial leader. This isthe dangerous stage.
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Unison stage
Whole team is behaving as a single, highlyorganized body, under a single leader
All team members work towards acommon goal and pull in the samedirection, with a common purpose
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Team membership
People play several roles within a teamdepending on their personality. Ten roles
can be identified Process managers
Conceptual thinkers
Radicals Technicians
Harmonizers
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Planners or implementers
Facilitators
Critical observers
Politicians or power seekers
Sales people or diplomats
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Recruitment tasks
These are the tasks for recruiting a team Defining the job
Attracting candidates
Selection criteria
Selection process
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Defining the job
It is the most important task of recruitment It is important to define each job to achieve
these tasks
As a minimum a job description should cover thefollowing:
The purpose of the jobThe scope and limits of authority within the job
The relationships within the jobThe duties and responsibilities within the jobThe salary associated with the job
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Attracting candidates
The candidates may be recruited internally, fromwithin the company, or externally
In many companies the jobs are first advertised
within the company. Several factors need to be considered when
recruiting from outside the organizations. Thesefactors are:
The composition of the job advertisementThe method for advertising the jobThe salary associated with the job
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Selection criteria
During the selection stage it is important to havea set of defined selection criteria against whichto measure candidates. Six factors have been
suggested:General health and physical fitness
Impact on others
Acquired knowledge and skillsInnate abilities
Motivation
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The selection process
Several techniques are available to helpthe manager in the selection process.
These are:The application form
Psychological testing
Assessment groups
Selection interview
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Reviews
Reviews also occur in varying frequencies,and may be differentiated as:
The day-to-day informal review.Formal reviews held regularly at frequent
intervals
Formal annual review
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Counseling
Counseling is a meeting in which managerprovides the subordinate with feedback on
performance and discusses strengths andweaknesses. Three methods may be usedin counseling:
The tell and sell method
The tell and listen method
The ask and discuss method
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Managing conflicts
Conflicts within industry are caused by anincompatibility of goals
Many managers believe that conflict is disruptiveand must be prevented at any cost.
Conflicts are usually resolved between twoparties in the following ways
AvoidanceNegotiation
Confrontation
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Training and development
Training of the subordinates is necessary for thefollowing purposes
To improve performance in their present job.
To ensure that they are ready for some futureposition
To ensure that all members share a common
vocabularyTo ensure that all members have same basic
knowledge
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Selfdevelopment
Apart from motivating staff to train and develop,managers must also take the responsibility oftheir own development.
Several activities need to be carried out:Planning
Selection of the development methods
Making time for self developmentSeeking feedback
Creating opportunities for self development
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Development methods
Common techniques for learning anddevelopment are
Classroom lectures
Programmed learning
Case studies
Role playing
Business games
Job rotation
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