Team Building


Presentation Description

In a team-oriented environment, you contribute to the overall success of the organization. You work with fellow members of the organization to produce results. 3 points on what a team is and 12 points on conceptions of team 25 points on why teams work and 19 points on structuring your team 12 points on team building’s purpose and 19 points on intrinsic team elements 14 points on what effective teams do and 4 team development stages 27 points on group building behaviors and 5 obstructing roles 4 points on arriving at a consensus and 14 obstacles teams face 14 points on overcoming obstacles and 15 leader responsibilities 6 points on team performance curves and 17 points on evaluating performance 9 points on building performance and 3 points on major change 14 points on teams at the top and 4 things effective organizations must do 8 points on what effective teams do 16 action steps and much more. Also included are: 4 diagram/chart, & 17 high resolution photographs. Basic Team Concepts / (Page 10) Characteristics of a Team / (Pages 11-12) Why Teamwork? / (Pages 13) Why Teams Work Graphic / (Page 28) Team Development Stages / (Pages 59-62) Team Development Stages Diagram / (Pages 55) Conflict / (Pages 92-93) Conflict Avoidance / (Pages 94-95) Constructive Criticism / (Pages 96-97) Accepting Criticism / (Page 98) Team Performance Curve Graphic / (Page 113) Evaluating Performance Graphic / (Page 119) Major Changes (Page 131) Remember (Page 144)


Presentation Transcript

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2 Program Objectives (1 of 2) Team Building r Understand the team concept. Open lines of communication as a foundation. Sharpen communication techniques and skills. Learn techniques for building a better team.

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3 Program Objectives (2 of 2) Team Building r Understand your style and role as a team leader. Sharpen your team’s goal setting, motivation and output/performance. Understand team members and team dynamics. Practice, discuss, and problem-solve.

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Teamwork : The idea of people working together in a team. Team Player : A team member who is easy to work with and contributes to the group effort. Team Building : Establishing and developing an effective team. 10 Basic Team Concepts Team Building r

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Small Number of Members : Teams are more effective with fewer people. Complementary Skills : Members of the team should have skills that compensate for other team member’s weaknesses and are different from the skills of other team members. 11 Characteristics of a Team (1 of 2) Team Building r

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12 Characteristics of a Team (2 of 2) Team Building r Same goals : Team members must have the same goals. Same approach : Team members must have the same approach to completing the goal(s). Mutual Accountability : All team members must accept their responsibility.

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13 Why Teamwork? Team Building r Teamwork often gets tasks done faster and better. Teamwork allows input from many people. Teamwork is necessary in many parts of life, so learning how to work as a team is important.

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The overriding need of all people working for the same organization to make the organization profitable. 14 Common Need Team Building r

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The Athletic Perspective : Here, “team” connotes winning and losing. In an athletic arena, winning is the ultimate goal. The Power of Two : Here, “team” implies partnership. This includes both business and personal partnerships such as marriage. 15 Conceptions of “Team” (1 of 3) Team Building r

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Here, “team” simply means any group in the same place at the same time. For example, in this context, a company in general or all the managers in an organization could be considered a team. 16 Conceptions of “Team” (2 of 3) Team Building r Circumstantial:

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Teamwork often gets tasks done faster and better. Teamwork allows input from many people. Members look to their peers for support. This type of team leads to workplace success! 17 Conceptions of “Team” (3 of 3) Team Building r The Community Approach:

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22 Why Teams Work (4 of 10) Team Building r Each member brings specific skills and talents to a team. There are few better circumstances under which to gain new skills than by working closely with accomplished and knowledgeable individuals. Teams provide a learning forum for everyone involved

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28 Why Teams Work (10 of 10) Team Building r Effective Focused Stretched Adaptive Empowered Harmonious Balanced Informed Led Aligned

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Avoid holding individuals more accountable for performance than teams. Our society often values individuals over teams. Consequently, organizations tend to point to individuals when trouble arises. 34 Structuring Your Team (5 of 8) Team Building r

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37 Structuring Your Team (8 of 8) Team Building r Recognize teams as the performance backbones of the organization. Structurally sound teams that perform effectively can counter increased demands on an organization.

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40 Team Building’s Purpose (2 of 5) Team Building r A Shared Goal . This gives members a greater sense of connection to each other and, in turn, a greater commitment to the goal. The Ability to Communicate . Members work well together when they understand what others need and, in turn, feel that their needs are understood and acknowledged.

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41 Team Building’s Purpose (3 of 5) Team Building r A Sense of Empowerment . Members are empowered by a sense of investment in their own work; they do not feel that they are simply following purposeless and arbitrary orders. The team environment enables them to see the whole picture.

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48 Intrinsic Team Elements (4 of 6) Team Building r Procedures . Once a goal has been established, the team’s next step is to determine how and when it will reach that goal. Procedures must include: deciding upon the necessary phases of tangible work, the delegation of these responsibilities, what abilities need to be developed, and what schedules need to be designed. Being specific at this stage will facilitate smooth implementation.

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Responsibility . All team members are responsible for whether the task is done brilliantly or insufficiently. When one division of the goal is inadequately met, the whole team is responsible. Therefore, the team’s structure must be founded upon trust. 49 Intrinsic Team Elements (5 of 6) Team Building r

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54 What Effective Teams Do ( 3 of 3) Team Building r Build on strengths. Support and complement weaknesses . Have high morale, and ensure that all members have high morale. Feel that they are the best at what they do; have a strong sense of pride. Remain connected to the larger organization.

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59 Team Development Stages (4 of 7) Team Building r Confusion Roles Task Leadership Understanding Task Objective Roles Sensing That the team has formed Becoming Self-evaluative

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Forming Team members meet Storming Team members exhibit hostility Norming Team members develop relationships Adjourning Team members disband 62 Team Development Stages (7 of 7) Team Building r

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80 Arriving At A Consensus Team Building r 1 Encourage all participants to have a full say. 2 Emphasize positions. 3 Find out how serious the objections are. 4 Keep summing up areas of agreement.

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85 Obstacles Teams Face (4 of 5) Team Building r Individuals do not want to take personal risks. It is inevitable that people will express fear at going out on a limb. However, team building can be a less formidable task if its goals, processes, and benefits are clear.

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91 Conflict ( 1 of 3) Team Building r Conflict is not always negative. While conflict can obstruct progress and be frustrating, it is necessary for finding and resolving problems and making decisions as effectively as possible. Conflict is a delicate element of teams.

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Conflict avoidance is negative because it stifles ideas and causes discomfort. Without conflict, teams cannot collaborate to make the best possible product or decision. While conflict should not be sought out, it should also not be avoided. 95 Conflict Avoidance (2 of 2) Team Building r

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96 Constructive Criticism ( 1 of 3) Team Building r Conflict avoidance occurs when team members do not express their ideas for fear of creating conflict. Conflict avoidance indicates that team members do not trust each other and do not feel comfortable enough with each other to express their opinions.

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04 01 02 03 114 Team Performance Curve (5 of 5) Team Building r Working Group Psuedo -Team Potential Team Real Team

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Personal commitment : When team members commit to each other’s personal growth and commitment, their sense of purpose is strengthened. This enriches performance aspirations and improves members’ approach to working with each other. 122 Evaluating Performance (7 of 8) Team Building r

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123 Evaluating Performance (8 of 8) Team Building r Performance results : Performance is both the cause and effect of a team’s success or failure to collaborate efficiently. Look to the performance results to see if the group is a group or a real team.

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Top management comprises the top team . Membership in the top team is automatically associated with the positions of top management and executives. Hierarchy defines positions . In most teams, skill and ability define members’ roles. Top team members’ positions within the company, however, define their team ranks. 137 Teams at the Top (4 of 9) Team Building r

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Maximizing time efficiency becomes harder . Top managers’ and executives’ time is in high demand. Spending the extra time that teamwork requires is often inefficient in the long run. Communication and openness are still key . Members ’ ability to communicate and to be open with one another equals teamwork. 138 Teams at the Top (5 of 9) Team Building r

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