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A team is a small group of people working together to achieve a
common purpose for which they hold themselves collectively
accountable. A team generates positive synergy through coordinated
effort.

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g ÷ommitted to goals they helped define.
g Possess complementary skills.
g Support one another willingly.
g Hold themselves collectively accountable for results.
g Trust and support other members.
g Offer suggestions and give feedback to other members.
g May disagree but work to resolve differences and reach consensus.
g In short, teams create the potential for an organisation to generate
greater outputs with no increase in inputs.

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The differences between a work group and a work team may be


summarised thus:
      

 f cti f t its rs s rf r c rf r c i cl si i i l ff rts c ll cti
I i i ls rk r cts ic r t r s lt f j i t,
c r i t tt ts
tr , cl rl f c s l r L r r l rs i r l s
I i i l cc t ilit cc t ilit I i i l t l cc t ilit
R s ffici t ti s ti s E c r s - cti , r l -s l i ti
R ri kills C l t r
N tr l (s ti ti ) r siti
Disc ss s, ci s l t s F cti i Disc ss s, ci s s r l rk t t r

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g 
 
  a group of 5 to 12 employees from the same
department who meet to discuss ways of improving quality, efficiency and the
work environment.
g 
    teams that are empowered to make decisions
about planning, doing and evaluating their work
g ÷  
 it brings together persons from different functions to
work on a common task
g Õ 
 it is a team that uses computer technology and groupware so
that geographically distant members can collaborate on pro ects and reach
common goals.

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Teamwork occurs when group members work together in ways that


utilise their skills well to accomplish a common purpose. Team wok, of
course, does not ust happen. To create a high performing team, a
leader has to:
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g ÷ommunicate high-performance standards.
g Set the tone in the first team meeting.
g ÷reate a sense of urgency.
g Make sure members have the right skills.
g stablish clear rules for team behaviour.
g As a leader, model expected behaviours.
g ind ways to create early ³successes.´
g ÷ontinually introduce new facts and information.
g Make sure members spend a lot of time together.
g Give positive feedback and reward high performance.

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The teambuilding process begins when someone notices that a


problem exists which can be solved through collective efforts.
Members then gather data concerning the problem analyse the data,
plan for improvements and implement the action plans. very one is
expected to participate actively and perform certain specific roles
aimed at improving the effectiveness of the team:

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People who play the task specialist role display People who support team members¶ emotional
the following behaviours. needs play the following roles:
g Initiation: Propose new solutions to team g ncourage: Warm and receptive to others¶
problems. ideas; praise and encourage others to
draw forth their contributions.
g Give opinions: Offer opinions on task solutions; g Harmonise: econcile group conflicts; help
Give candid feedback on others¶ suggestions. disagreeing parties reach agreement.
g Seek information: Ask for task relevant facts. g educe tension: May tell okes or in other ways
draw off emotions when group atmosphere is
tense.
g Summarise: elate various ideas to the problem at g ollow: Go along with the team; agree to other
Hand; pull ideas together into a summary perspective. team members¶ ideas.
g nergiser: Stimulate the team into action when g ÷ompromise: Will shift own opinions to maintain
interest drops. team harmony.

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g      


g Speak respectfully to one another
g isten attentively
g xpress feelings honestly
g Seek help when needed
g Make commitments seriously
g Support the team and each other
g ocus on problems and solutions
g    

g Serve as the team's champion
g emonstrate trust, respect and openness consistently
g Share power and information
g Help members find answers on their own
g ÷oordinate activities properly
g Offer encouragement and support

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g 
  

Trust is a key element in building teamwork. When work group


members trust one another, there will be a more active interchange of
information, more interpersonal influence and hence greater self-
control. To build trust, a leader should
g Support work team wholeheartedly
g Keep people informed about what is going on
g earn to appreciate and give credit to people
g Share your feelings with members
g Use interpersonal skills to move closer to the hearts of people

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How to create and develop effective teams?


     
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1. ÷reate a balanced set of roles.
2. evelop communication and process awareness.
3. iagnose and manage stress.
4. Understand team preferences.
5. efine team goal.
6. stablish review mechanisms.
7. Share leadership and create equality of contribution.
8. evelop facilitation skills for effective meetings.
9. ÷onfront issues and problems.
10. ecision making based on consensus.

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To be effective, teams need to be small. Members must have


interpersonal and problem solving skills. They must listen and
appreciate each other¶s point of view. Team leaders should be capable
of handling disagreements on goals and responsibilities smoothly,
resolving delays and disputes when making decisions and reducing
friction and interpersonal conflicts.
g alanced roles
g Open communication
g Handling stress
g Team choices
g Team goals
g eview mechanisms
g Shared leadership
g acilitation skills
g Shake off the constraints of the past
g ÷onsensus

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