If you can’t operate as a team player, no matter how valuable you’ve been, you really don’t belong at GE.

Team Building
John F. Welch CEO, General Electric

A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable  [Katzenbach and Smith, 1994] Ø A group of people is not a team Ø Teams usually have 7-10 members, 25 at the most

Why Teams?
Ø Ø Benefits to organization
üIncreased productivity üIncreased quality üBetter morale üBetter problem solving üIncreased creativity üBetter decisions

Ø Ø Benefits to individuals
üWork is less stressful üResponsibility is shared üRewards and recognitions shared üMembers can influence each other üAll experience a sense of accomplishment

Barriers to Team Building Ø Credibility of the project leader Ø Unclear project objectives Ø Changing goals and priorities Ø Lack of team definition and structure Ø Confusion about roles and responsibilities Ø Performance appraisals that fail to recognize  teamwork Ø Excessive team size

Behavior Roles of Team Members
Ø Task-oriented behaviors - Focus on what a team needs to do to get the job done - Facilitate and coordinate decision-making tasks Ø Relationship-oriented behaviors - Focus on the social needs of the team - Deal with team tasks, sentiments, and viewpoints Ø Self-oriented behaviors - Focus only on the needs of individual team members,  sometimes at the cost of the team

Purpose Ø To enhance the ability of stakeholders to contribute as individuals. Ø To enhance the ability of the team to function as a team.

  


Sign up to vote on this title
UsefulNot useful