SUPERVISORY MANAGEMENT TEAM BUILDING

LEARNING OBJECTIVES Explain what is a team. At the end of this session, participants should be able to: Explain what is a team. Discuss the importance of teamwork to an organization. Identify the characteristics of an effective team.

LEARNING OBJECTIVES Develop a high performance team. At the end of this session, participants should be able to: Develop a high performance team. Lead a high performance. Create a positive team environment. Value the input of team members. Commit to being a great team player.

WHAT IS A TEAM

CHARACTERISTICS OF A TEAM COMMON GOALS INTERDEPENDENT JOINT ACCOUNTABILITY

THE LONE RANGER For the person trying to do everything alone, the game really is over. If you want to do something big, you must link up with others. One is too small a number to achieve greatness. John Maxwell

CHARACTERISTICS OF AN EFFECTIVE TEAM Genuine care and concern for each other. Team members know and share team values Clear and unambiguous communication

CHARACTERISTICS OF AN EFFECTIVE TEAM Cooperative learning and growth. Subordination of personal interests. Each member has a special role.

BEING A GOOD TEAM PLAYER Be generous Avoid politics and gossip Display loyalty to the team Value interdependence over independence

BEING A GOOD TEAM PLAYER Promote others rather than self Take a subordinate role Avoid the blame game Listen to the views of others

BUILDING AND LEADING A HIGH PERFORMANCE TEAM Have a clearly articulated mission/ goal Determine the skills, competencies and characteristics required to achieve this goal Invest in developing your people/ team Identify and add new members Change Leadership Remove ineffective members Identify potential leaders Know and Respect your people Grow with your people.

WHY DO PEOPLE JOIN GROUPS? Security- strength in numbers Status Self-Esteem Affiliation Power Goal achievement

DEFINITIONS-GROUPS GOALS INTERDEPENDENCE INTERPERSONAL INTERACTION PERCEPTIONS OF MEMBERSHIP STRUCTURED RELATIONSHIPS MUTUAL INFLUENCE

GROUP PERFORMANCE CURVE High-Performing Effective PERFORMANCE LEVEL MEMBERS Traditional Pseudo-group TYPES OF GROUPS

TYPES OF GROUPS Pseudo-group Members have been assigned to work together with no interest in doing so They believe their evaluation will be ranked from highest to lowest performer On the surface they talk to each other but under the surface they are competing They see each other as: Rivals, must be defeated, blocked, interfered with, hide information from, mislead, confuse each other and distrust each other

TYPES OF GROUPS Traditional work group Members are assigned to work together and accept they they have to do so. They believe they will be evaluated and rewarded as individual, not as a group Very little joint work is done Interaction facilitates primarily clarification of how work is to be done Helping and sharing is minimized Members are accountable as separate individual not as members of a team Facilitates free-riders

TYPES OF GROUPS Effective Group Members commit themselves to the common purposes of maximizing their own and each other’s success Members are happy to work together They believe their success depends on the efforts of all group members Members hold each other accountable to do his/her share of the work

TYPES OF GROUPS Effective Group They include Positive interdependence that unites member together to achieve clear operational goals Two-way communication Distributed leadership Power based on expertise Decision-making procedure appropriate to the situation, to challenge other members information and reasoning and resolving conflicts constructively

TYPES OF GROUPS High-performance group Meets the criteria for being an effective group Outperforms all reasonable expectation given its members Difference between this and an effective group is the level of commitment members have to each other and the group’s success

Teams vs. Traditional Work Structures

GROUP STRUCTURE Differentiation within groups ROLES Members work on different tasks and are expected to accomplish different things for the group Different group members play different roles ROLES A set of expectations defining the appropriate behaviour of an occupant of a position toward other related position President, Vice President, Secretary, Recorder

GROUP STRUCTURE Roles Often they are assigned in a relatively formal manner Deviation from expected behaviour should result in punishment Roles ensure task behaviours of members are appropriately interrelated so group goal is achieved Roles should be complementary One cannot be performed without the other Differentiate members’ rights and obligations from each other

GROUP STRUCTURE NORMS Common beliefs regarding group members’ appropriate behaviour, attitudes and perception, rules, implicit or explicit, that regulate the behaviour of group members Promptness, courtesy, reciprocity, responsibility Integrate the actions of all group members Norms are social products Established by the group to tell members how to or not to behave in various situations Cannot be imposed on group

COMPARISON OF WORK GROUPS AND TEAMS

GROUPS vs. TEAMS In organisations there are groups and teams. These may be very similar or different depending on the organisation, the task and the people involved. Group behaviour influences how people work The new trend is to move away from group work to team work. What are the main differences?

WHEN TO USE TEAMS Identifying problems Identifying causes of a problem Identifying alternative solutions Evaluating the effects of solutions Choosing between solutions Preparing plans & implementing solutions

EFFECTIVE TEAMWORK Clear objectives & agreed goals Openness & confrontation Support & trust Cooperation & conflict Sound procedures Appropriate leadership Regular review Individual development Sound inter group relations Carefully selected team members- competence, ability to work as a team member & possess ‘desirable personal attributes- willing to listen, flexible & trustworthy

TEAMWORK COMPONENTS OF GREAT TEAMWORK TEAMWORK DESTROYERS Sharing clear goals Commitment to excellence Continuous Improvement Great communication Positive cooperation TEAMWORK DESTROYERS Conflict-inter-departmental Gossip & false rumours (low morale) Selfishness Carelessness Fuzzy goals Complacency Poor communication

Types of Teams

Why Teams Fail Lack of cooperation Lack of support Reluctance to relinquish control Failure to cooperate with other teams

Social Loafing The tendency for group members to exert less individual effort on an additive task as the size of the group increases Additive task: A type of group task in which members perform the same job and group performance is the sum of individual performance.

Social Loafing

Overcoming Social Loafing Make each performer identifiable Make work tasks more important and interesting Reward individuals for contributing to their group’s performance Use punishment threats

Developing Successful Teams Provide training in team skills Compensate team performance Communicate the urgency of the team’s mission Promote cooperation within and between teams Select team members based on their skills or potential skills Be patient

Build High-Performance Teams at the Supervisory level The Power of Teamwork in Services Facilitate communication among team members and knowledge sharing Higher performance targets Pressure to perform is high

Build High-Performance Teams at the Supervisory level Creating Successful Service Delivery Teams Emphasis on cooperation, listening, coaching and encouraging one another Understand how to air differences, tell hard truths, ask tough questions Management needs to set up a structure to steer teams toward success

Motivate and Energize the Team Use full range of available rewards effectively, including: Job content People are motivated and satisfied knowing they are doing a good job Feedback and recognition People derive a sense of identity and belonging to an organization from feedback and recognition

Motivate and Energize the Team Goal accomplishment Specific, difficult but attainable and accepted goals are strong motivators

QUESTIONS