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PRESENtATION ON “ TEAM BUILDING & TEAM DEVELOPMENT” Compiled by - PRESENTED TO- Swadeep Shukla Dr. Mukesh Ranga Reshu Srivastava Institute of Business Management

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Introduction Difference between Group & team Definition of team Characteristics of effective team Causes of team conflict Conflict resolution Stages of Team Building Types of Teams Techniques of team building Case study

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Types of Groups:

Types of Groups

Comparison of Groups and Teams:

Comparison of Groups and Teams

Definition of Team:

Definition of Team A team is a group of people with a high degree of interdependence focused on the achievement of some goal or task. The group agrees on the goal and the process of achievement .

Character Traits of Effective Teams:

Character Traits of Effective Teams Honesty —Team members must be honest with each other. Selflessness —Willing to put the team’s interests above their own. Dependability —The performance of each individual depends to some extent on the work of the other team members.

Character Traits of Effective Teams:

Character Traits of Effective Teams Enthusiasm —Helps team members persevere when the going gets tough Responsibility —Team members take responsibility for their own work and that of the team—don’t blame others when things go wrong Cooperativeness —Team members must cooperate in order to meet the same goal

Character Traits of Effective Teams:

Character Traits of Effective Teams Initiative —Recognizing what needs to be done and doing it without waiting to be told—never say “that’s not my job.” Patience —Learning to work together on a daily basis using human relations skills. Resourcefulness —Finding a way to get the job done regardless of obstacles.

Character Traits of Effective Teams:

Character Traits of Effective Teams Punctuality —On time, on schedule shows respect for other team members, customers, and stakeholders. Tolerance/sensitivity —diversity (race, gender, religion, culture, age, politics, etc.) can strengthen a team as long as members are tolerant to these differences. Perseverance —persist unrelentingly in completing a task, regardless of obstacles.

Common Causes of Team Conflict:

Common Causes of Team Conflict Limited resources Incompatible goals Role ambiguity Different values Different perspectives Communication problems

Conflict Resolution:

Conflict Resolution Determine the importance of the issue to all people involved. Determine whether the people involved are willing and able to discuss the issue in a positive manner. Select a private place where the issue can be discussed confidentially by everyone involved.

Conflict Resolution:

Conflict Resolution Make sure that both sides understand they are responsible for both the problem and the solution. Solicit opening comments from both sides. Express concerns, feelings, ideas, and thoughts—in a nonaccusatory manner. Guide participants toward a clear and specific definition of the problem.

Conflict Resolution:

Conflict Resolution Encourage participants to propose solutions, examine the problem from a variety of perspectives, and discuss all solutions proposed. Evaluate the costs versus the gains of all proposed solutions and discuss them openly. Reflect on the issue and encourage participants to express their opinions on how to improve the process.

Team development:

Team development

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Tuckman Stages of Team Development 1. Forming 2. Storming 3. Norming 4. Performing Reforming Joining Adjourning Differences, influence, power, conflict, complementing Acquaintance, goals, roles, procedures, constraints, resources, schedule, etc. Team cohesion, norms, conformity, groupthink risk, team espirit High performing team: Task focus, quality, productive, reflective, espirit, etc. Low  Task Emphasis  High Low  Social Emphasis  High

Types of Teams:

Types of Teams Team Categories Problem-Solving Cross- Functional Virtual Self-Managed

Team Building Techniques:

Team Building Techniques Techniques Role Analysis Force Field Analysis Role Negotiation Interdependency Exercise

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Current condition Turnover of plant X exceeds 35% a year Desired Condition Reduce turnover to 10% or less within 12 months Driving Forces Restraining Forces The security of having a job Headquarters is eager to reduce turnover of plant X The new plant manager wants the turnover to reduce Low starting wages Old equipment is hard to operate and maintain Working condition is dangerous and employees morale is low

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A VIRTUAL TEAM AT NANAWATI ASSOCIATES CASE STUDY Link : P 372-373,C-10,Organizational behavior,Robbins,Judge and Sanghi, 13 th Edition

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Let’s go and build stronger “TEAMS”!

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Thanks for joining Have a nice day 

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