Team building and teamwork slideshow (final)

Rachel Clayberg Nichole Lynch  Why companies use teams?  Satisfies the human social need to belong  Two heads are better than one  The whole can be greater than the sum of its     parts Team members build trust and want to help each other Promotes better communication Multiplies the potential of individual members Produces positive peer pressure  Provides a framework that will increase the ability of employees to participate in planning, problem solving, and decision making  Makeup  Should be composed of people who are most likely going to be able to satisfy the team’s mission effectively  Commitment to the team and its purpose  Diversity of skills and personalities  What are some traits that can contribute to the success of a team? Honesty/integrity Selflessness Dependability Enthusiasm Responsibility Cooperativeness Initiative Patience Resourcefulness Punctuality Tolerance/sensitivity Perseverance  Roles and Responsibilities  Team Leader  Team Recorder  Team Quality Advisor  Team Member  Team Leader  Official contact between the team and the     rest of the organization Official record keeper Serve as a team member Implement team recommendation Will be the “coach” for the rest of the team  Coaching  Team leaders should facilitate team development and continuous improvement ○ Give teams a clearly defined charter ○ Make team development and team building ○ ○ ○ ○ constant activities Mentor team members Promote mutual respect between themselves and team members Positively promote diversity within the team Employee empowerment Look for strengths and weaknesses in team members  For a team to be successful, the following characteristics are needed:   A clear direction that is understood by all team members  Team players  Understood and accepted accountability measures  Planning  Based on the results of a needs assessment  Activities should be based on the strengths and weaknesses of the needs assessment  Execution  Just-in-time  Continuous improvement  Evaluation  Effectiveness can be measured based on how well weaknesses identified in the needs assessment were strengthened  Re-administer the needs assessment  Could result in additional team building activities Communication  Structure  Personal  Set a positive example of teamwork and resolving conflicts at a company level  Identify and address the conflict  Turn into a positive experience   Increase employees communication and interpersonal skills  Resolution Strategies:  Acknowledge that the conflict exists  Gain common ground  Seek to understand all angles  Attack the issue not each other  Develop an action plan  Basic Requirements  The behaviors that are expected must be communicated to all those affected so they know exactly what is meant by rewardable performance  Both team leaders and team members must be explicit about what behaviors are expected, why they are necessary, and how they will be recognized and rewarded  Nonmonetary Rewards  Different people respond to different incentives  Organization should survey employees before implementing nonmonetary incentives  Set up a system where the employee can select the award that appeals to them One of the strongest motivators is recognition  There are many ways to ensure that employees are recognized for their accomplishments and their contributions  Above all, recognize and reward good performance  Write a letter to the employees family  Arrange for a senior-level manager to have lunch with the employee  Have the CEO call the employee personally to say thank you  What are some other recognition strategies?  http://www.youtube.com/watch?v=jF80RqLkl6E  http://www.youtube.com/watch?v=DX2ekG5kenM&NR=1   Building Blocks For Teams (N.D.) Retrieved on 02/21/2010 from http://tlt.its.psu.edu/suggestions/teams/student/conflicts.h tml  Cooney, R & Sohal, A (2004) Teamwork and Total Quality Management: A Durable Partnership Total Quality Management, 15(8), 1131-1142  Goetsch, D.L & Davis, S.B (2006) Quality Management for Organizational Excellence Columbus, Ohio: Prentice Hall  Strokes Jr., S.L (1995) Rewards and Recognition for Teams Information Systems Management ,12(3), 61-66 [...]... Team Recorder  Takes minutes during team meetings  Assists the team leader with other types of correspondence that is generated by the team  Team Quality Advisor  Focuses on team processes and how decisions     are made Assists the team leader in breaking down tasks into component parts and assigning those parts to other team members Helps the team leader prepare for meetings Helps the team. .. the whole team  Describes agreed upon actions and characteristics of team members  Goals: reaching the mission  Ad Hoc Teams  Permanent Teams  Four-Step Approach  Assess  Plan  Execute  Evaluate Look for strengths and weaknesses in team members  For a team to be successful, the following characteristics are needed:   A clear direction that is understood by all team members  Team players... in additional team building activities Communication  Structure  Personal  Set a positive example of teamwork and resolving conflicts at a company level  Identify and address the conflict  Turn into a positive experience   Increase employees communication and interpersonal skills  Resolution Strategies:  Acknowledge that the conflict exists  Gain common ground  Seek to understand all angles... use the scientific approach Helps team members convert their recommendations into presentations that can be made to upper management  Team Charter  Team Mission  Ground Rules  Team Goals  Mission Statement  Broad, encompasses all activities, progress can be measured and SIMPLICITY  Ex The purpose of this team is to reduce the time between when an order is taken and when it is filled, while simultaneously... Blocks For Teams (N.D.) Retrieved on 02/21/2010 from http://tlt.its.psu.edu/suggestions/teams/student/conflicts.h tml  Cooney, R & Sohal, A (2004) Teamwork and Total Quality Management: A Durable Partnership Total Quality Management, 15(8), 1131-1142  Goetsch, D.L & Davis, S.B (2006) Quality Management for Organizational Excellence Columbus, Ohio: Prentice Hall  Strokes Jr., S.L (1995) Rewards and Recognition... behaviors that are expected must be communicated to all those affected so they know exactly what is meant by rewardable performance  Both team leaders and team members must be explicit about what behaviors are expected, why they are necessary, and how they will be recognized and rewarded  Nonmonetary Rewards  Different people respond to different incentives  Organization should survey employees before... accomplishments and their contributions  Above all, recognize and reward good performance  Write a letter to the employees family  Arrange for a senior-level manager to have lunch with the employee  Have the CEO call the employee personally to say thank you  What are some other recognition strategies?  http://www.youtube.com/watch?v=jF80RqLkl6E  http://www.youtube.com/watch?v=DX2ekG5kenM&NR=1   Building. .. the following characteristics are needed:   A clear direction that is understood by all team members  Team players  Understood and accepted accountability measures  Planning  Based on the results of a needs assessment  Activities should be based on the strengths and weaknesses of the needs assessment  Execution  Just-in-time  Continuous improvement  Evaluation  Effectiveness can be measured... Quality Management, 15(8), 1131-1142  Goetsch, D.L & Davis, S.B (2006) Quality Management for Organizational Excellence Columbus, Ohio: Prentice Hall  Strokes Jr., S.L (1995) Rewards and Recognition for Teams Information Systems Management ,12(3), 61-66