Team and Team Building
Content
Team and Team Building
Dr. M. Kashif Fida
Team
• A group of people (members) working together to achieve a mutual goal.
• Team building begins with a decision at the top to encourage and even to require, employees to operate in teams. • Lack of management support is the number one cause of team failure.
Benefits of teams
• • • • • • • • • • • • • Highly motivated environment Shared ownership and responsibility for the task Faster response to technological change Fewer, simpler job classifications Better, response to the less formal values of the younger generation of employees Effective delegation of the workload Common commitment to the goal Proactive approach to the problem solving Improved self-worth Increased communication Better decisions Skill development Early warning system of the problem
Types of teams
• What type of team to create…..task oriented or problem solver: • Organizational policy making team
– Its multifunctional team – Identify major areas of concern or finds needs of the organization. – develop philosophy, policies and directions – Establish goals and objectives – Formulate implementation plans – Identify resources needed to achieve goals – Monitor progress, measure and report results – Include members from every level of the organization – Are some time called as “quality councils”
Task force or cross-functional teams • Include between five and eight members • Comprise individuals from two or more different work areas • Implement strategic plans • Assume investigative, corrective, interactive function • Are sometime called as “process improvement teams”
Department improvement teams (functional) • Include only departmental members • Select problems; identify solutions • Restrict scope of activity to within department Quality circles • Include members from functional areas • Are voluntary in nature • Select problem; may not have power and authority to implement the idea into action • Receive minimal management direction • Are often temporary
Self-directed work teams • Comprise an intact teams of employees who work together on an on-going day to day basis • Responsible for a whole work process • Assume ownership of product or service • Empowered to share various management/leadership functions • Are limited to particular work unit • Controlling the physical and functional boundaries or their work • Responsible for delivering the quality and quantity of the product or service with specific time limit. • Share and rotate the responsibilities of leadership • Accept multitask or job rotation • Get on job training
Self-managed teams • Operate with a degree of authority and without a visible manager • Contract with management to assume management responsibilities • Learn and share jobs…usually performed by manager • Control own operation • Often report in a skip level pattern…one/two or more level above the manager • Coaching, meeting, team direction, schedule tasks, hiring recommendations, budgeting, • Collect performance data, also resolve interpersonal problems.
Dr. M. Kashif Fida
Team
• A group of people (members) working together to achieve a mutual goal.
• Team building begins with a decision at the top to encourage and even to require, employees to operate in teams. • Lack of management support is the number one cause of team failure.
Benefits of teams
• • • • • • • • • • • • • Highly motivated environment Shared ownership and responsibility for the task Faster response to technological change Fewer, simpler job classifications Better, response to the less formal values of the younger generation of employees Effective delegation of the workload Common commitment to the goal Proactive approach to the problem solving Improved self-worth Increased communication Better decisions Skill development Early warning system of the problem
Types of teams
• What type of team to create…..task oriented or problem solver: • Organizational policy making team
– Its multifunctional team – Identify major areas of concern or finds needs of the organization. – develop philosophy, policies and directions – Establish goals and objectives – Formulate implementation plans – Identify resources needed to achieve goals – Monitor progress, measure and report results – Include members from every level of the organization – Are some time called as “quality councils”
Task force or cross-functional teams • Include between five and eight members • Comprise individuals from two or more different work areas • Implement strategic plans • Assume investigative, corrective, interactive function • Are sometime called as “process improvement teams”
Department improvement teams (functional) • Include only departmental members • Select problems; identify solutions • Restrict scope of activity to within department Quality circles • Include members from functional areas • Are voluntary in nature • Select problem; may not have power and authority to implement the idea into action • Receive minimal management direction • Are often temporary
Self-directed work teams • Comprise an intact teams of employees who work together on an on-going day to day basis • Responsible for a whole work process • Assume ownership of product or service • Empowered to share various management/leadership functions • Are limited to particular work unit • Controlling the physical and functional boundaries or their work • Responsible for delivering the quality and quantity of the product or service with specific time limit. • Share and rotate the responsibilities of leadership • Accept multitask or job rotation • Get on job training
Self-managed teams • Operate with a degree of authority and without a visible manager • Contract with management to assume management responsibilities • Learn and share jobs…usually performed by manager • Control own operation • Often report in a skip level pattern…one/two or more level above the manager • Coaching, meeting, team direction, schedule tasks, hiring recommendations, budgeting, • Collect performance data, also resolve interpersonal problems.
