1. SUPERVISORY MANAGEMENT TEAM BUILDING

2. 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.

3. 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.

4. WHAT IS A TEAM

5. CHARACTERISTICS OF A TEAM
COMMON GOALS
INTERDEPENDENT
JOINT ACCOUNTABILITY

6. 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

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

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

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

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

11. 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.

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

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

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

16. 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

17. 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

18. 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

19. 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

20. 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

21. Teams vs. Traditional Work Structures

22. 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

23. 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

24. 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

26. COMPARISON OF WORK GROUPS AND TEAMS

27. 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?

28. 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

29. 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

30. 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

31. Types of Teams

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

33. 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.

34. Social Loafing

35. 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

36. 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

37. 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

38. 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

39. 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

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

41. QUESTIONS