• Common background/history (or lack of it)

• Participation amongst team members

• Communication-Formal ,Informal
• Cohesiveness
 • Atmosphere
 • Standards
Although teams have to adhere to an
organizations rules and standards of behavior,
team
also build their own codes of conduct to be
followed.
 Work: how fast it is carried out, to what standard it is
carried out and by what methods.
 • Attitudes: the attitudes of the group are generally drawn
from experiences of the past that they have shared.
 • Interpersonal behavior: what can be discussed and what
cannot, where to go for lunch and for social occasions.
Shared routines can keep conflicts to a minimum.
 • Clothes and language: teams can build up their own
vocabulary of slag words when referring to their work and
nicknames are often developed for individual members.
 • Moral standards: how much time is wasted during a
working day on coffee and cigarette breaks.
 • Structure and organization
Teams have both formal and informal structures.
Formal structures are normally set in place by the
organization, i.e. the appointment of certain
positions, whereas informal structures are usually
generated within the team itself.
 • Changes over time
A team acts as a unit but don’t forget it is made up
of individuals who are constantly changing and
growing. These changes will affect the group
dynamics in respect of morale, efficiency, cohesion,
levels and types of participation and structure
4.2 Rules to Building an Effective Team

 Consider each employee's ideas as valuable.

Remember that there is no such thing as a stupid
idea.
 Be aware of employees' unspoken feelings. Set an
example to team members by being open with
employees and sensitive to their moods and
feelings.
 Act as a harmonizing influence. Look for chances
to mediate and resolve minor disputes; point
continually toward the team's higher goals.
 Be clear when communicating. Be careful to
clarify directives.
 Encourage trust and cooperation among
employees on a team
 Encourage team members to share information.
 Delegate problem-solving tasks to the team.
 Facilitate communication.
 Establish team values and goals; evaluate team
performance
 The leader make sure that he/she has a clear idea
of what he/she need to accomplish
 Use consensus
 Set ground rules for the team
 Establish a method for arriving at a consensus
 Encourage listening and brainstorming
 Establish the parameters of consensus-building
sessions-
Be sensitive to the frustration that can mount when
the team is not achieving consensus. At the outset
of our meeting, establish time limits, and work
with the team to achieve consensus within those
parameters.
 4.3 Basic Leadership Functions of Team
Building
 Generally, there are ten primary sections in any
good team-building process.

 · Individual and Team commitment.

In the pilot example, a pilot knows that when
landing the aircraft his or her own safety is at as
much risk as everybody else on board.
 Developing a sense of team spirit.
Team spirit is not the same as commitment. It is
possible to have a highly committed team with
very little team spirit. An example could be a
group of authors assembling a book using
internet communications
· Obtaining the necessary project resources.

A common reason for many project teams failing to

meet objectives is the lack of necessary resources. This
applies particularly in systems where team success
generates growth. In such cases, it is very important
that resources are introduced into the system so that
increases in workload are matched by resource
investment. Inadequate matching between success
criteria and resource investment is one of the main
reasons why project teams tend to suffer from quality
compromises as productivity increases
 Establishment of clear individual and team goals and
success/failure criteria.

EXAMPLE- Football individual goal score

vs team total goals.

 · Formalization of visible senior management support.

It is very important, both to the success of the project as an

entity and to the perceptions of the project team members, that
senior management is seen to be backing the project. This can
be achieved by senior staff becoming actively involved with it
and concerned for its satisfactory performance – for example,
by attending major project-review meetings.
• Demonstration of effective programme leadership:

The project manager will also be expected to take personal

ownership of larger problems and issues as they arise, and
to ensure these are resolved.

• Development of open formal and informal

communications.
• -continued in next slide
Traditional methods of communicating and organizing
information, such as via

written reports, memos, face-to-face meetings and so on,

are the only ones that are available.

Project managers have been known often to complain

about the amount of personal time required in
communicating, and of the limitations of current
communications methods.

Leading providers of project management systems are

well aware of the large unfilled demand for improved
communications and have been developing
communication-management and configuration
Management systems to meet the complex
requirements of project management.

• Some new software packages are now

available and it is one of the most rapidly
expanding areas of software development at
present.