1. Communication Skills 2 1

2. 1.Team Dynamics 2. Team Presentation Skills 3. Report Writing 4. Communication Relationships & Strategies 5.Interpersonal Conflict 6.Conflict Management 7. Negotiation Skills Go to http://eg2157.wikispaces.com/ for info.http://eg2157.wikispaces.com/ 1.Team Dynamics 2. Team Presentation Skills 3. Report Writing 4. Communication Relationships & Strategies 5.Interpersonal Conflict 6.Conflict Management 7. Negotiation Skills Go to http://eg2157.wikispaces.com/ for info.http://eg2157.wikispaces.com/ 2

3. ICA 1Wk 3 20% Team Dynamics ICA 2Wk 7 30% Team Presentation ICA 3Wk 13 20% Conflict Management ICA 4Wk 15 10% Evaluation & Reflection Class Participation (CP) Whole Course 20% 3

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5.  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. 5

6.  A ‘team’ is defined as a group of members who must rely on group work to achieve success.  Members in team are organized around a common set of objectives and their work is mutually dependent.  The most effective teamwork is produced when all the individuals involved harmonize their contributions and work towards a common goal. 6

7.  Discuss and share with your classmates situations where you have been (or could be) a team member, committee chair, etc.  in a class group project, campus club, community, or church group and  you used teamwork skills. 7

8.  Teamwork has become an important part of the working culture and many businesses look at teamwork skills when evaluating a person for employment.  Companies realize that product is sufficiently complex that it requires a team with multiple skills to produce, and/or a better product will result when a team approach is taken. 8

9.  A team should be formed only when a group of individuals have to work together in a coordinated effort to achieve specified goals.  A team need not be formed if individuals can work separately or if they can do the work equally well without being a team.  Forming a team for the sake of forming a team results in frustrated members because there is no “real” reason for the team. 9

10.  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 10

11.  Achieving Goals Efficiently  Collective team activities are very important if the company wants to reach its goal faster. Some tasks that cannot be done individually.  Increasing Individual Learning  In a team, there are many intelligent minds. When members work together as a team, they can learn each other’s skills and capabilities.  Exploiting different skills  No one has all of the skills to do everything.  Generating Innovative Ideas  A group of people can have different skills, knowledge and personal attributes. By utilizing all of these, more ideas can be generated.  Providing Support  A lot of camaraderie is created in teams, especially when the going gets tough. People may go to extreme lengths when they know that they can rely on the support and encouragement of the team. 11

12.  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 12

13. 1. Unified Commitment to Goal 2. Appropriate Size 3. Right Skills Mix 4. Clear Roles/Task Distribution 5. Mutual Accountability 6. Open Communication 7. Effective Decision Making 13

14.  For a team to be effective, there should be between 2 to 25 members  With the majority of them having less than 10 members. 14

15. 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 15

16.  1. Technical and functional expertise  2. Problem-solving and decision-making skills  3. Interpersonal skills 16

17.  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. 17

18.  A role is a set of expected behaviour associated with a position.  Work teams have a set of expectations about how members in the team should behave in the team. 18

19. ▪ Task-related roles ▪ Maintenance-related roles ▪ Defensive roles ▪ Dysfunctional roles 19

20.  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 20

21.  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. 21

22. 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.” 22

23.  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. 23

24.  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 - criticizes 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. 24

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26.  Without trust, productive work and growth impossible.  Team members spend time and energy protecting themselves.  Takes time to build trust in a team, and it’s important to realize that trust has to begin with us.  This means keeping your word, being honest, and being a good role model. 26

27.  Conflict can be productive when there is trust on both sides.  People challenge and improve one-another’s ideas.  Productive conflict avoids personal attacks, politics, and destructive fighting.  Team members who fear conflict spend energy being nice to everyone, and hold back their true opinions.  Encourage members to challenge one another’s ideas when they disagree, and to engage in healthy, spirited debate. 27

28.  Teams that lack commitment delay making important decisions and miss opportunities.  Members may want to gather more data to make a decision, or may prefer to wait to simple support the winning side.  To get support, involve members in the decision- making process through effective team decision-making.  Give everyone a chance to voice their opinion, including the less vocal members of your team. 28

29.  Members don’t challenge one another about actions or mistakes that hurt entire group.  Rely on team leader to call out mistakes, give feedback, or manage performance.  Avoid direct conversations about performance and behavior with colleagues, only highlight issues with team leader.  Allow team to fail without making a effort to avoid this. 29

30.  Ensure everyone takes responsibility for own work and actions.  Write down roles and responsibilities within team, as well as team objectives.  So that people know what they’re accountable for.  Encourage team members to give one another regular mutual feedback on their work, behaviour, and achievements. 30

31.  People are working towards objectives that don’t help team meet its overall goals.  Members focus on own goals instead of those of the team.  Members don’t pull together to succeed.  Team regularly loses out to competitors.  So, make sure team members focus on real goals of team.  Use Mission statements and Written records to clearly highlight team’s goals. 31

32.  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. 32

33.  Majority rule  Compromise  Consensus 33

34.  a. Majority rule:Outcome:Win-lose   b.Compromise:Outcome:Lose-lose   c.Consensus:Outcome:Win-Win 34