商業(yè)管理培訓(xùn)模板之團(tuán)隊(duì)建設(shè)team-building

1、TEAM BUILDINGTEAM BUILDINGGroup:A collectionoftwo or moreinteractingindividualswith astable patternofrelationshipsamongthem,whosharecommon goals andwhoperceivethemselvesasbeinga group.Essentials of agroupSocialinteractionStablestructureCommoninterestsPerceivethemselves as partofgroupTeam:A teamisasm

2、allnumberofpeople withcomplementaryskillswho arecommittedtoacommonpurpose,performancegoals, andapproachforwhichtheyhold themselvesmutuallyaccountable.This definitionhighlightstheessentialsofa teamorinotherwordsthe teambasics.Here thefocusoremphasisisonthreecharacteristicssmallnumber, complementarysk

3、ills andcommitment.Thesearewhatbasicallydifferentiatesateam fromagroupandmakesateam somethingmuch moreproductiveandresult oriented thanagroup.Weshallanalyzethem:Smallnumber fivetoten peopleComplementary skills appropriate balanceormix of skillsandtraitsCommitment to acommon purposeand performance go

4、als specific performance goals areanintegralpart of thepurpose.Commitment to acommon approach teammembersmust agree on whowill do aparticularjob&develop acommon approach.Mutualaccountability at itscore,team accountability is about thesincere promises we maketoothers& ourselves commitment&trust.DIFFE

5、RENCE BETWEENAGROUPANDTEAMGROUPStrong, clearlyfocused.Individual accountability.Thegroupspurpose is thesame as thebroader organizational mission.Individual workproducts.Runs efficientmeetings.Measuresperformanceindirectly by itsinfluenceonothers.Discusses, decides, anddelegates.TEAMSharedleadershipr

6、oles.Individual andmutualaccountability.Specificteam purposethattheteamdelivers.Collective workproducts.Encourages open-endeddiscussions, activeproblem solvingmeetings.Measuresitseffectivenessdirectbycollectivework products.Discusses, decides, &doesreal worktogether.TEAMWORKVery often we usethewordt

7、eam workinour organizational contextwithoutperhaps fully understandingwhatwemean by teamwork.Teamwork is an abstract concept. It representsasetofvalues that:Encourages behaviourssuchaslistening&responding to viewpoints of others,giving benefitofdoubttoothers.Providingsupporttothosewhoneedit.Recogniz

8、ingtheinterests &achievements of others.Also promoteperformanceasindividualsand theperformanceoftheentire organization.RESISTANCE TO TEAMS IN ORGANISATIONSThoughavery large numberofpeoplebelieveintheargumentfor greaterfocusonteams, yetwhen it comes to using theteam approach,thepeople arereluctanttor

9、elyonteams.Threeprimarysources forpeoplesreluctance about teams thatstandout are:Lack of conviction: Somepeople do notbelieve thatteams, reallydoperform betterthan individuals.Othersthinkthatteamsareprobablyuseful,from ahumanrelations point of view, butarehindrance whenitcomestoworkproductivityand d

10、ecisive action.Personaldiscomfort &risk: Manypeople fearordonot liketoworkinteams.Mostpeoplesdiscomfort withteams, howeverisbecausethey findthe teamapproach; tootime consuming,too uncertainortoorisky.Weak performance ethics:Some organizationslackcompelling purposethatwouldappealrationallyandemotiona

11、llytotheirpeople.Atworst,the environment of internal politics or external publicrelationshipunderminesthemutual trust andopennessupon which teams depend.TEAM DEVELOPMENT &PERFORMANCE“Greatpeopledontequalgreatteams.”Tom PetersStagesofteambuilding:Stage1-Forming:Teamacquaints&establishesgroundrules.St

12、age2 Storming: Membersresist controlbygroupleadersandshowhostility.Stage3 Norming: Membersworktogetherdeveloping close relationships&feelingsofcamaraderie.Stage4 Performing: Teammemberswork towardgetting their jobdone.Stage5 Adjourning: Teammay disbandonachieving their goals or becausemembersleave.S

13、TAGE WISEBEHAVIOURSStageThemeTask -OrientationRelationship-Orientation1AwarenessCommitmentAcceptance2ConflictClarificationBelonging3Co-operationInvolvementSupport4ResultsAchievementPride5SeparationRecognitionSatisfactionWorking GroupPseudoTeamPotentialTeamReal TeamHigh Performance TeamTeam Effective

14、nessPerformanceImpactTEAM PERFORMANCE CURVEWorking Group: Presents afewerrisks. If performance aspirantscanbemet throughindividualsdoingtheirrespectivejobs well, theworking group approach is morecomfortableand lessdisruptive.PseudoTeam: Thisisacase where there is aneedofincrementalperformance.Pseudo

15、 teams aretheweakestofall.PotentialTeam: Thisteamismakinganeffort to improveits performance,however it requires moreclarityaboutpurpose,goals& moredisciplineinevolvinga commonapproach.Real Team: Realteamsare abasicunitofperformance.High Performance Team: Thisisagroupthat meets alltheconditionsofReal

16、 teams,andhas memberswho arealso deeplycommittedtoone anotherspersonalgrowthand success.CHARACTERISTICSOFEFFECTIVE TEAMSTeam membersshould feelthattheirparticipation is importantandpersonallybeneficial to them.Teamsshouldonlyremainintact as singleentitiessolong theyare workingonaparticular problem.W

17、heneverpossible,the teamshould includesomeofthepersonswhowillberesponsibleforimplementing thedecision.Members of ateammust possessthe appropriate balanceormix of skillsandtraits.A teamshould be aroundof5 to 15 membersmaximum.Members of theteamsshouldhaveknowledgeand information thatisrelevanttothe p

18、roblemand task.Itisnecessaryfor theteam to selecta leader.Theinfluence of membersondecisions in teams shouldbebasedontheircapacitytocontribute (relevantexpertise)andnot on theauthoritytheypossess in theorganization.Team decisionsshouldbeintegratedwith thenormalorregulardecisionsofthe departments or

19、units fromwhichthe membersare drawn.Conflictsthatdevelop withinshouldbeconfrontedandresolvedwitha problemsolvingapproach,insteadofbeingavoided or smoothed over.CHARACTERISTICSOFINEFFECTIVETEAMSYoucannot easilydescribetheteams mission.Themeetingsare formal,stuffy,ortense.People do notdotheirbest in a

20、n uncomfortableatmosphere.Thereisa great dealofparticipationbutlittle accomplishment.Some teams exhibittotalkbutmuchaction.Thereistalk butnotmuchcommunication.Many teams arecomposedofvery talented peoplewhoenjoytalkingbutnot listentothecontributionsofothers.Disagreements areairedinprivate conversati

21、ons.Decisionstendtobemade by theformalleader withlittle meaningfulinvolvementofotherteammembers.Members arenotopenwith eachotherbecausetrustislow.Thereisconfusionordisagreement about roles or work.Peopleinotherpartsofthe organizationwhoare critical to thesuccess of theteam arenotcooperating. There i

22、s rarelya periodina teamshistory whenexternalrelations arenotimportant.Theteamisover loadedwith peoplewhohavethesameteam playerstyle.Stylediversity leads to lookingatall aspectsofteameffectiveness.Theteamhasbeeninexistencefor at least three monthsandhas never assessed itsfunctioning.Periodically ,te

23、amsneedtoassessprogresstowardsgoalsandtoevaluateteamprocess.CHARACTERISTICSOFEFFECTIVE TEAMMEMBERSBesides seeingthecharacteristics of an effectiveteam as wellasan ineffective team, it would be prudenttoexaminethecharacteristics of effectiveteam members. It willbeobservedthatorganizationalfailuresoft

24、enarenot aresult of poorleadershipbutofpoorfollowership.Aneffectiveteammemberis, therefore,onwho:Understandsandiscommitted to group goals.Isfriendly,concerned andinterested in others.Acknowledgesand confrontsconflictopenly.Listens to otherswith understanding.Includesothersinthe decision makingproces

25、s.Recognizes andrespectsindividual differences.Contributesandrespectsindividualdifferences.Valuesthe ideas andcontributions of others.Recognizes andrewards teamefforts.Encourages andappreciatescommentsaboutteam performance.EFFECTIVEDECISIONMAKINGPROCESS OF DIVISIONNeed power Individual strength test

26、edGroupdividedPROCESS OF CONSENSUSNeed achievementStrengthunitedthroughconsensusDifferencessharedCommitment assuredFACTORS FACILITATINGCONSENSUSBUILDINGConcern forothers. Thebasisofconsensusisrespectandconcernpeoplehaveforone another.Listening.A consequence of respectand concernfor othersleadsmember

27、s to listencarefullytowhatotherssay,ratherthanbeingobsessedwith their ownideasabouta problem.Identifyingandusingresources. In order to makeagood decision it is necessarythat alltheresources areutilized.Testing consensusanddisagreements.A consensusisreinforced whenaftersomeamountofdiscussionthemember

28、softheteamexamine if there arestillsome disagreements; andsuch disagreementsare allowedtobeexpressed anddiscussed.Discussing underlyingassumptionsand logic. Whenpeople discusstheirown suggestions andideaswith their reasonsand underlyingrationale,then themovementtowards acommon understandingbecomesea

29、sierand theteam consensusisachieved.Process orientation. Ateamwhichspendssometime on theprocess is abletodevelopconsensusfaster.Instead of being concernedonly withthe task, theteam is alsoconcerned about:Whether peoplehave withdrawnasa resultofanyhot exchange feelings?Howmanyarespeakingand howmany r

30、emainsilent? Howfast is theteam progressing etc.FACTORS HINDERINGCONSENSUSBUILDINGDomination by few.Withdrawal.Occurswhenfewmembersdominate.Tendencytomake quick decision. Whenmembersoftheteamrush to makedecisionveryfast,thepossibilityofconsensus decreases.Testing strength. In theprocess of decision

31、making,ifdecisionismadeeitheronthe basis of numericalstrengthoronthestrengthofargument, theteam splits.Avoidingconfrontation. Whenthe membersofagroupavoidconfrontingwith differences in makingthechoice by continuousdiscussion,the possibility of consensusdecreases. Usea third party forintervention.Tra

32、ding or comprising. Peopleinordertogettheirsuggestionorpointofview accepted,tradetheirownpointofviewwith someothers which reducesthe possibility of consensus.THREEPROCESSESOFCONSENSUS BUILDINGCONSENSUS BUILDINGPROBLEM SOLVING PROCESSPrioritiesMultilevel analysisAlternativesConsequences of alternativ

33、esCriteria for discussionReviewTASK FACILATATING PROCESSInitiativeInformation seekingInformation giving SummarizingSynthesizingTime keepingGROUP BUILDING PROCESSListeningExpressing feelingsGate keepingSupportingProcess reviewIMPORTANTFACETSDecisionbyconsensus.Team building exercisesfocusattentionond

34、evelopmentofconsensus in effectivedecisionmaking.Decisionmakinginvolvesmaking achoice fromthe availableorgeneratedalternatives.Decisionbyconsensuscreatessynergy in theteam.Listening.Thesingle mostimportant factordistinguishingeffectivefromineffectiveteamsistheabilityofteam memberstolisten to eachoth

35、er.Itisa skill thatserves as an under-pinningfor alltheotherdeterminants of effectiveness.Inanother sense,activelistening helps teamplayersdevelop selfunderstanding.ACTIVELISTENING EXAMPLESToconveyinterestinwhattheotherperson is saying.Toencouragethe individualtoexpand furtheronhis or herthinking.To

36、help theindividual clarifythe probleminhis or herownthinking.Togetthe individualtohearwhat he or shehassaidintheway it soundedtoothers.Topull outthekey ideas fromalong statement.I see!Yes, go on or Tellusmore.Then theproblem as youseeis.This is yourdecisionthenandthe reasonsare .IfIunderstand youcorrectlyyou aresayingthatweshould.Your major point is Youfeelthat we should.Torespond to apersonsfeelingsmorethan to hisorherwords.Tosummarizespecificpoints of agreementanddisagreement as abasisfor furtherdiscuss