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2.  All of us know in our hearts that the ideal individual for a given job cannot be found. He cannot be found because he cannot exist.  This is why it is not the individual but the team that is key to the success of any enterprise. 2

3.  A ‘team’ is defined as a group of members who must rely on group work to achieve success.  Members in team are organised around a common set of objectives and their work is mutually dependant. 3

4.  Conditions needed for a successful team :  1. A specified, measurable objective that can be best achieved by a team effort.  2. Knowledge and use of various problem- solving techniques.  3. An organisational culture that supports the team concept.  4. Sufficient time for adequate training, debating, and discussion 4

5.  Organisational Structure  Management and Supervision  Individual Workers 5

6.  1. Fear losing individual rewards and recognition  2. Fear losing individuality  3. Fear that teams will create more work  4. Fear assuming responsibility  5. Fear conflict 6

7. 1. Common commitment and identity 2. Specific team purpose and goals 3. Size of teams 4. Skills mix 5. Team roles 6. Mutual accountability 7

8.  For a team to be effective, there should be between 2 to 25 members  With the majority of them having less than 10 members. 8

9. large group of more than 10 would have trouble interacting and communicating constructively. harder it is to manage. subgroups will emerge dominated by a few talkative and aggressive members. group of 4 to 8 allows everyone to say something Yet it is big enough for a range of specialized skills 9

10.  1. Technical and functional expertise  2. Problem-solving and decision-making skills  3. Interpersonal skills 10

11.  Every member of a successful team does equivalent amount of real work; all members, including the team leader, contribute in concrete ways to the team’s work product.  Team accountability is about the promises members make to themselves and others, promises that underpin two critical aspects of effective teams: commitment and trust. 11

12.  A role is a set of expected behaviours associated with a position. Work teams have a set of expectations about how members in the team should behave in the team. 12

13. ▪ Task-related roles ▪ Maintenance-related roles ▪ Defensive roles ▪ Dysfunctional roles 13

14.  Task-related Roles:  Initiator – suggests new ideas, ways of doing things.  Information giver – offers relevant facts, information  Co-ordinator – brings together ideas, suggestions  Evaluator- measures progress, acts as time 14

15.  Maintenance-related Roles:  Encourager – praises and supports contributions of others.  Gate keeper – opens channel of communication, ensuring that quiet members who want to contribute can do so and close-down over-talkative members.  Harmoniser - helps to maintain the relationships between members by working to avoid conflict and reduce tension.  Group Co-ordinator – calls attention to group processes and offers suggestions about problems the group may have in functioning. 15

16. 1. “That’s a good idea, Jenny.” 2. “Tom, I think Marion would like to make a point.” 3. “Are we agreed on the proposal?” 4. “Let’s move on then.” 5. “Are you saying that storage is a problem?” 6. “Should we discuss the production issue first?” 7. “You sound disappointed with the suggestion.” 16

17.  Defensive roles are behaviours intended to protect the group from anxiety.  Scapegoat - a member who tries to deflect the group’s feelings of failure or incompetency from the group to himself.  Tension reliever - jokes, fills long silences with chatter or suggests breaks. Such a role helps the team when the tension is increasing and needs to be broken. 17

18.  Dysfunctional roles are behaviours intended to distract the team from its purpose or to inhibit the team’s progress towards its goals. Examples: 1. Blocker – raises irrelevancies or argues a point for too long. 2. Pessimist – negative about task and/or group; gloomy. 3. Aggressor - criticises or blames others in a hostile manner. 4. Rebel - breaks team norms and attacks authority. 5. Show-off -draws attention away from the team’s purpose. 6. Lobbyist- puts personal goals ahead of team’s goals 7. Recognition seeker - themselves ahead of needs of team. 18

19.  IMPLEMENTER  Disciplined, reliable, conservative and efficient. Turns ideas into practical actions.  Somewhat inflexible. Slow to respond to new possibilities.  CO-ORDINATOR  Mature, confident, a good chairperson. Clarifies goals, promotes decision-making, delegates well.  Can often be seen as manipulative. Off loads personal work.  SPECIALIST  Single-minded, self-starting, dedicated. Provides knowledge and skills in rare supply.  Contributes only on a narrow front. Dwells on technicalities. 19

20.  SHAPER  Challenging, dynamic, thrives on pressure. The drive and courage to overcome obstacles.  Prone to provocation. Offends people's feelings.  PLANT  Creative, imaginative, unorthodox. Solves difficult problems.  Ignores incidentals. Too pre-occupied to communicate effectively.  RESOURCE INVESTIGATOR  Extrovert, enthusiastic, communicative. Explores opportunities. Develops contacts.  Over-optimistic. Loses interest once initial enthusiasm has passed. 20

21.  MONITOR EVALUATOR  Sober, strategic and discerning. Sees all options. Judges accurately.  Lacks drive and ability to inspire others.  COMPLETER FINISHER  Painstaking, conscientious, anxious. Searches out errors and omissions. Delivers on time.  Inclined to worry unduly. Reluctant to delegate.  TEAMWORKER  Co-operative, mild, perceptive and diplomatic. Listens, builds, averts friction.  Indecisive in crunch situations. 21

22.  Speaking Skills  Supportive Communication  An open supportive team encourages people to offer suggestions and solutions and to be part of the team process.  Supportive communication is genuine, spontaneous and non-evaluative.  Supportive communication creates a climate of trust, respect and cohesiveness within the team. 22

23.  Majority rule  Compromise  Consensus 23

24.  a. Majority rule:Outcome:Win-lose   b.Compromise:Outcome:Lose-lose   c.Consensus:Outcome:Win-Win 24

25.  To be involved in decision-making processes  Instructions  On your own, decide on the criteria you feel are essential according to the information given below. Put your answers in the first column.  Next, discuss and agree on an acceptable list. Use the consensus reaching method to decide. Put the group’s decisions in the second column. 25

26.  BACKGROUND  An anonymous donor has decided to make two $50,000 Engineer of The Year Awards to your polytechnic, one to a male and one to a female engineer whose professional and social lives best exemplify the phrase ‘an engineer of our times.’ Your group is a committee appointed by the donor to establish seven criteria by which nominees for the awards should be judged. 26