RAINING TEACHING AND LEARNING MATERIAL

SECTOR: TOURISIM AND SPORT

Sub-Sector: TOUR OPERATION SUPERVISION

OCCUPATION: TOURISIM SERVICE Level -2

UNIT OF COMPETENC; Work in Team Environment

MODULE TITLE: Working In Team Environment

Module code : CST TSE2 21 0817

Nominal Time : 16 hur

Learning Guide # 21
Revised TTLM 2017
Introduction
Welcome to the module “Working In Team Environment”. This learner’s guide
was prepared to help you achieve the required competence in “AUTOMOTIVE ENGINE SERVICE L-2 ”.
This will be the source of information for you to acquire knowledge and skills in this particular
occupation with minimum supervision or help from your trainer

How to Use this TTLM

o Read through the Learning Guide carefully. It is divided into sections that cover all the
skills and knowledge that you need.
o Read Information Sheets and complete the Self-Check at the end of each section to
check your progress
o Read and make sure to Practice the activities in the Operation Sheets. Ask your trainer
to show you the correct way to do things or talk to more experienced person for
guidance.
o When you are ready, ask your trainer for institutional assessment and provide you with
feedback from your performance.
 Instruction Sheet Learning Guide

This learning guide is developed to provide you the necessary information regarding the following
content coverage and topics –
 Describe team role and scope
 Identify own role and responsibility within team
 Work as a team member

This guide will also assist you to attain the learning outcome stated in the cover page. Specifically, upon
completion of this Learning Guide, you will be able to –

 Describe team role and scope

 Identify own role and responsibility within team
 Work as a team member

Learning Activities
1. Read the specific objectives of this Learning Guide.
2. Read the information written in the “Information Sheet”
3. Accomplish the “Self-check”.
4. If you earned a satisfactory evaluation proceed to the next “Information Sheet ”. However, if your
rating is unsatisfactory, see your teacher for further instructions or go back to Learning Activity.
5. Submit your accomplished Self-check . This will form part of your training portfolio.
6. Read and Practice “Operation Sheets”.
7. If you think you are ready proceed to “Job Sheet”.
8. Request you teacher to observe your demonstration of the exercises and give you feedback.
 Information sheet-1  Describe team role and scope

Lo1: Describe team role and scope

TEAM

Definition: A formal group made up of independent individuals who are responsible for the
attainment of a goal.

STAGES OF TEAM DEVELOPMENT

Formingthe first stage of work team development, characterized by uncertainly about the
groups’ purpose, structure, and leadership

Stormingthe second stage of work team development, characterized by intra group conflict

Namingthe third stage of work team development, in which close relationships develop
andmembers begin to demonstrate cohesiveness

Performingthe fourth stage of work team development, in which the structure is fully functional
and accepted by team members

Adjourningthe fifth and final stage of the development of temporary work teams, in which the
team prepares for its disbandment

Work Team

A Group that engage in collective work that requires joint effort and generates a positive synergy

Work Group

A Groups that interacts primarily to share information and to make decisions that will help each
member perform within his or her area of responsibility

COMPARISION OF WORK TEAM ANDWORK GROUPS

Teams Groups
Goals collective performance Share information
WORKING TOGETHER helpful Not taking sides
ACCOUNTABILITY Individual and mutual Individual
ASSISTANCES complementary Random and varied
TYPE OF WORK TEAM

Teams can be classified on the basis their objectives

 Functional Team
 Problem solving teams
 Self managed teams
 Cross functional teams
CHARACTERISTIC OF HIGH PERFORMANCE WORK TEAMS

 Good communication
 Mutual trust
 Effective leadership
 External support
 Internal support
 Negotiating skills
 Relevant skills
 Clear goals
 Unified commitment
WHAT ROLES DO TEAM MEMBERS PLAY

 Creator-innovator
 Explorer-promoter
 Assessor-Developer
 Thruster-organizer
 Concluder-producer
 Controller-inspector
 Upholder-maintainer
 Reporter-adviser
 Linker

CREATING A "TEAM" WORKING ENVIRONMENT

TEAM DECISION MAKING: Managers who invite participation believe thatpeople directly
affected by a decision should be involved in making thatdecision. The effort is toward joint,
cooperative decision making. The aim is togive employees a chance to have a say about things
that affect them. This means giving them more control over their own work and giving up some
of your own power and control.
The Effects of Participation: As a supervisor you'd like your people to work hard. You'd like to
have the information you need to operate well and to get ideas on how to solve problems you
face. It would be great to have high quality decisions carried out well and willingly.

Building a Good Work Climate: An employee who feels that work is a good place to be is more
productive. Work is more enjoyable when the area is pleasant, the people easy to get along with,
and where there is team work. In such settings tardiness (the habit of not adhering to a correct
time) and absences go down, while productivity goes up. A good work environment can improve
morale and encourage employees to cooperate to get the job done. It helps them become a team,
rather than just a group of people waiting for a paycheck who don't care about their work, their
fellow employees, the organization, or themselves.

HOW TO WORK WELL WITHIN A TEAM ENVIRONMENT

Whether you're working in a job that requires teamwork or you have a familywith children, it's
important to know how to work well in teams. It's not always easy to work in teams but the
rewards can be worth (value) it.

The key to working well in teams is to have great communication amongeveryone involved.

As a team member, communication is critically important. If you have a problem with other team
members, talk to them directly. If you can't talk and listen to other team members you might as
well be working individually. Communicating effectively can also make your team, as a whole,
work betterand accomplish your given tasks quicker

Here are some other ideas to help you work well with team members:

1. First focus on the work assigned to you. If you finish with your taskbefore other team
members, ask other members if they need your help.

2. Meet your deadlines. If you must miss a deadline, apologize for notmeeting it, tell your team
when they'll have your part, and then make sureyou meet that deadline. The rest of the team will
respect you more forowning up to your problem rather than blaming someone else.

3. Be supportive of your team members. When discussing ideas for theproject you're working on,
be sure to consider other team members’ suggestions, even if you don't think they'll work.
Considering other ideashows you're interested in someone else's opinion.

4. Realize the project is a collaborative effort. It doesn't belong to any oneperson. It's important
that each team member can claim ownership ofsome part of the project. By having ownership
they're more likely to putforward the effort to make the project a success.

5. If you're leading the team, let the team members know what's expected ofthem. Establish clear
objectives and how each person will contribute. Beopen to making changes if someone else can
do a certain aspect of the jobbetter than the person you assigned to do it.
6. Motivate the team. Work on establishing and maintaining each team member's morale and
their motivation to succeed as a team. Give them arearson to want the team to succeed rather
than riding off into the project.

7. Work together on the plan. The team will feel more ownership of the project if everyone
works together to set goals and establish deadlines for the various aspects of the job.

 Meet together periodically to check on progress.

 Switch jobs among team members if necessary.
 Be sure the job is done correctly and on time.
Learning how to work well in teams is so important, not only in business, butalso in families.
Children need to learn how to cooperate for the greater goodinstead of being concerned only
with their own good.

If you teach children about teamwork when they're young, chances are good thatthey'll be better
team players when they grow up.

Practice these teamwork tips, and soon you'll find better team cooperation andmore successful
team projects both in the workplace and at home

Self-Check-1 Written Test

SELF CHECK
CHOOSE THE CORRECT ANSWER FOR THE FOLLOWINGQUESTIONS.

1) FROM THE FOLLOWING WHICH ONE IS TYPE OF WORK TEAM

A)Functional Team B)Problem solving teams C)Self managed teams D)ALL
2) WHAT ROLES DO TEAM MEMBERS PLAY
A) Assessor-Developer B) Thruster-organizer C) Concluder-producer
D) Internal support E) ALL EXEPT ‘D ‘ F) ALL
3) Managers who invite participation believe that people directly affected by a decision should
be involved in making that decision this is called___________.
A)The Effects of Participation B) team decision making
C) Building a Good Work Climate D) NONE
GIVE THE CORRECT ANSWER FOR THE FOLLOWING QUESTION
1. WRITE THE DEFINITION OF TEAM?
2. WRITE THE STAGESOF TEAM DEVELOPMENT?
3. WHAT IS THE DEFFERENCE BETWEEN WORK TEAM AND WORK GROUP?
4. Discuss about how to work well within a team environment?
 Information sheet-2
 Own role and responsibility within
team

LO 2 Own role and responsibility within team

BELBIN TEAM ROLE THEORY

Ever wondered why some teams just seem to work and others hit the rocks? When things don’t
work, it is obvious to all and it often has a profound effect on the people involved, as well as the
project or objective to be achieved.

In the 1970s, Dr Meredith Belbinand his research team at Henley Management College set about
observing teams, with a view to finding out where and howthese differences come about. They
wanted to control the dynamics of teams todiscover if – and how – problems could be avoided.
The difference betweensuccess and failure for a team was not dependent on factors such as
intellect, butmore on behavior. The research team began to identify separate clusters ofbehavior,
each of which formed distinct team contributions or “Team Roles”.

A Team Role came to be defined as: “A tendency to behave, contribute andinterrelate with others
in a particular way.”It was found that different individuals displayed different Team Roles to
varyingdegrees.

THE NINE TEAM ROLES

1. The first Team Role to be identified was the “Plant”. The role was so called because one such
individual was “planted” in each team. They tended to be highly creative and good at solving
problems in unconventional ways.

2. One by one, the other Team Roles began to emerge. The MonitorEvaluator was needed to
provide a logical eye, make impartial judgments where required and to weigh up the team’s
options in a dispassionate (not influenced by emotion) way.
3. Coordinators were needed to focus on the team’s objectives, draw out team members and
delegate work appropriately.

4. When the team was at risk of becoming isolated and inwardly-focused, Resource Investigators
provided inside knowledge on the opposition and made sure that the team’s idea would carry to
the world outside the team.

5. Implementers were needed to plan a practical, workable strategy andcarry it out as efficiently
as possible.

6. Completer finishers were most effectively used at the end of a task, to “shine” and examine
the work for errors, subjecting it to the higheststandards of quality control.

7. Team workers helped the team to harden, using their skill to identify the work required and
complete it on behalf of the team.

8. Challenging individuals, known as shapers, provided the necessary drive to ensure that the
team kept moving and did not lose focus.

9. It was only after the initial research had been completed that the ninthTeam Role, “Specialist”
emerged. The simulated management exercises had been deliberately set up to require no
previous knowledge. In the realworld, however, the value of an individual with in-depth
knowledge of a key area came to be recognized as yet another essential team contribution or
Team Role. Just like the other Team Roles, the Specialist also had weakness: a tendency to focus
narrowly on their own subject of choice, and to priorities this over the team’s progress.

BALANCE IS KEY

Some Team Roles were more “high profile” and some team members shoutedmore loudly than
others, each of the behaviors was essential in getting the teamsuccessfully from start to finish.
The key was balance. For example, Meredith Belbin found that a team with no Plant struggled to
come up with the initial spark of an idea with which to push forward. However, once too many
Plants were in the team, bad ideas concealed good ones and non-starters were given too much
airtime. Similarly, with no Shaper, the team moved along without drive and direction, missing
deadlines. With too many Shapers, in-fighting began and morale was lowered.

A GOOD MANAGER

Interpersonal relationship skill

If you want cooperation from your team or employees, pay attention. Practice empathy and
respect the personal values, opinions and ideas with the people you interact with. Listen and
respond and encouragements when they make progress.

Communication Skill

A manager is the middle person in between the top management level and theteam that reports to
him. He has to ensure that communication is smooth and conveyed clearly to avoid
misinterpretations and dissatisfaction. It's useful todevelop your negotiation and customer service
skills, especially if you deal with clients (customers).

A Good Planner

In order for you to achieve long term goals and commit to strategies for substantial earnings, you
have to communicate the vision of the company to your subordinates. You break down and
clarify the goals that each team or individual have to perform and assign work schedules and
strategies.

It also involves thinking and planning out strategies on how to improve qualityand also being
cost conscious and effective. Having goals and planning out the directions allow for effective
time management and saves cost and resources.

Decision Maker

The daily activity of making decisions include determining how to approach an employee who is
not performing or lacking progress and how to bring about change to the organization and its
team. It is essential that your day to day decision is based on what's important, what's right and
not who's right.

Leadership Skill

Your position involves you to guide and give direction so that the team can perform effectively.
You offer on the job coaching, training and support. In order for individuals to meet the needs
and objectives, they may need extra input, information or skills.The performance of your team
depends on your abilities to empower them. Howwell a person performs depends on his
motivation. Your task as the boss is to encourage and coach others to improve themselves and
the quality of their work.

Appraiser (Assessing the Quality)

You need to have the capacity to evaluate and examine a process or procedure and decide on the
best choice to produce an outcome. You look at the importance, quality and values and then
taking the best approach. You are also expected to track the progress of each individual's
activities and effectiveness, review them and offer feedback and counseling.

TEAM ROLES AND RESPONSIBILITIES

Team Members - Everyone Else!

Team members don't have specific responsibilities, but their participation is critical to the team's
success. Team members must agree to:

 Be ready and committed to the team's purpose.

 Be honest and keep any confidential information behind closed doors.
 Share responsibility to rotate through other team roles like facilitator,
 recorder, and timekeeper.
  Share knowledge and expertise and not withhold information.
 Fulfill duties in between meetings.
 Respect the opinions and positions of others on the team, even if the person has an
opposing view or different opinion.

Self-Check-2 Written Test

SELF CHEK
Say true and false

Team members don't have specific responsibilities, but their participation is critical to the
team's success.

Choose
1)_________ useful to develop your negotiation and customer service skills, especially if you
deal with clients (customers)
A) Leadership Skill B) A Good Planner C) Communication Skill D) Decision Maker

ANSWER THE FOR THE FOLLEWING QUESTIONS

1. Write the answer for the following question

2. What is the identified Dr Meredith Belbin a team role?
3. Write same team roles and responsibility?
4. What makes a good manager?
 Information sheet-3  Work as a team member

LO 3 Work as a team member

WORKING IN TEAM ADVANTAGES AND DISADVANTAGES

Advantages of Working in a Team

There are many advantages of teamwork. We’ve all heard the phrase “two heads are better than one.” Of
course with more minds set on a specific goal, you have access more ideas. Looking at things from the
perspective of others can increase the likelihood of quality innovation. Teams create an environment of
support and people toward implementation. A team environment can increase the confidence of
individuals, allowing them to do their best work.

Good teams make the most of individual talents. Where one member may be weak, another might be
strong and working together they provide the perfect resource for an organization. The more people work
together, the more they learn and step away to become better workers in their own jobs. Teams can create
better communication and respectful relationships among employees.

Disadvantages of Working in a Team

For every advantage of working in a team, there is the reverse. Just as “two heads are better than one,”
we’ve all heard, “too many chefs spoil the soup.” Basically, there are just too many people, too many
ideas, and too many “experts” to come to an agreement and achieve a good result. It is simply why we
have to constantly be reminded that there is “no ‘I’ in team.” People become unwilling to open their
minds to other perspectives and are intent on either forcing their point of view or not cooperating with
others. The more conflict, the less innovation, the farther the team gets from implementation and meeting
goals. While a team has the potential to boost up the individual members, if it is not functioning properly
it can make some members feel inferior and unimportant. They contribute less and are discouraged from
accessing their strong qualities. How much each person is contributing or not contributing becomes the
focus of the individuals – some feeling they are carrying the team, others resenting those who are taking
charge.

WORKING IN A TEAM
In general terms, communication with the other members of a team is no different from communication in
any other situation. However, the team context needs to be understood in order to use existing
communication skills to best advantage. Therefore, we are going to see brief discussion of the nature of
teams.

Creating a Team
What really defines a team? Will any group of people do? Certainly, a team requires a group of people.
However, not every group is a team. Perhaps the essential difference lies in the collective responsibility
and action found in teams.

The members of groups which are not teams need not work collectively, and they need not take
responsibility for the actions of other members of the group. By contrast, in a team, although individual
members inevitably (with out doubt) make individual contributions, the critical responsibility for
decisions and actions is carried by the team as a whole. In that sense, a team can plan as a single entity
(person), and act as a single entity. That is what makes it a team, rather than just a group.

The following statement attributed to the famous nineteenth century industrialist Andrew Carnegie is still
relevant today. "Teamwork is the ability to work together toward a common vision. The ability to direct
individual accomplishments toward organizational objectives. It is the fuel that allows common people to
attain uncommon results".

What about the number of people in a team – does the size of a team matter?

From a linguistic viewpoint, fewer than about three people would rarely be called a team, while more than
perhaps ten or twenty would probably more often be called a committee or an association. From the
viewpoint of efficiency and quality, though, small teams tend to suffer from insufficient collective
knowledge and skills, while large teams tend to be expensive to run and unwieldy in action.

The ideal size for a team almost certainly depends to some extent on the context,in which the team exists,
and especially on the problems it needs to solve and the actions it needs to take. The number of members
is not the only factor which determines how well a team works. Regardless of size, teams usually work
better if they have a leader.

Playing by the Rules

The fact that the members of a team are working together does not mean that no rules are necessary.
Indeed, the relative lack of hierarchical governance characteristic of teams makes some basic rules
essential for their efficient running. However, many of the rules governing the behavior of the members
of a team are unstated (unspecified). These rules are nevertheless understood by most or all of the
members. An example might be an unstated rule against taking individual credit for the work of the team,
either by publishing it oneself, or submitting it to management as personal work.

Avoiding Injuries
Although it can be very rewarding to work as a member of a team, there are also some potential dangers.
Some of these dangers are simply the opposite side of coexisting potential advantages.

Meetings can create unexpected dangers for individual team members. Someteams have formal meetings,
during which minutes are taken. Whatever you say in such a meeting may not only be considered
critically by a number of people, but also recorded for posterity (next generation of people). You may not
know some of the people at the meeting very well, but some of them may exert considerable influence
over your future employment prospects!

Even when a meeting is "brainstorming" (throwing up suggestions without filtering them, in the hope that
something useful may emerge) there is not an absolute guarantee against fault. Another thing that is often
different in a meeting is that many of those present may not have full access to your nonverbal output,
because they may not be able to see it well. In that case, they may easily miss it or misinterpret it.

If there is a general conclusion that can be drawn here, it is that it may be a good idea to join a team with
competent members, when that is possible, but teams with incompetent members should definitely be
avoided! It is also worth remembering that there are benefits (and risks) to be found in working alone.

TEN WAYS TO CREATE A POSITIVE WORK ENVIRONMENT

There are several things a leader/manager can do to make your work environment a positive one and to
facilitate a feeling of cooperation, teamwork and joy among your staff. Some of these are:

1. Build Trust

Trust is the basic tenant (boarder) for all relationships, so building an environment of trust is one of the
most important things you can do to create a positive work environment. It's a philosophy that must be
demonstrated in everything you and your staff does. Trust is about doing what you say you are going to
do and being who you say you are. It's about showing your staff in everything you do that you are
reliable, responsible and accountable. Also letting them know you expect the same from them. It will take
some time for your staff members to learn that you are a person of your word. If they see that you are
Consistent you will build trust, but if they see your words don't match your behaviors their trust in you
will be destroyed. Therefore, it is of primary importance that you are aware of all your words and
behaviors and insure that they are worthy of your employees' trust.

2. Communicate Positively and Openly.

In order to create a positive work environment each employee needs to feel valued. This is best
accomplished through your listening to each person. By doing this you will show that you value and
respect every individual. One important aspect of communicating openly is to meet with your staff and
discuss your organization's philosophy, values, mission and goals.

Everyone is equal because every job is equally important in fulfilling the mission of the organization.
Also share your work ethic, commitment to the job and facility, and your values. Talking about and
modeling your own work ethic will set an example of what your expectations are for your staff and their
behavior.

This includes:

 Being accountable to the job.

 Showing up on time and with a positive attitude.
 Being willingly taking on tasks and assignments.
 Being proud of your facility and that you are a part of it.
 Treating everyone with respect and in a friendly manner.
 Focusing on work and leaving personal issues outside the workplace.
  Seeing your work as an opportunity for continuous personal growth and
Lifelong learning.

3. Expect the Best from Your Staff

There is a concept called 'The Self-Fulfilling Prophecy' which states that people generally will perform in
the way others expect them to perform. So, if you havehigh expectations for your staff, treat them as if
they are capable, competentpeople and expect them to function as such, they will rise to the occasion and
be the excellent employees you see them to be. However, if you micromanage them, expect them to be
mediocre (not very good) and treat them as if they can'tfunction well on their own, that is the behavior
they will give you. A good supervisor always has high expectations for his/her staff and treats them
accordingly.

4. Create Team Spirit

One of our basic human needs is to feel we belong to something bigger than ourselves, and for many
people that need is met by being part of a supportive work group. As a supervisor, part of your job is to
create a feeling of unity among your staff. This unity will help your team members feel valued and that
they belong. As a result they will want to be at work, tardiness and absenteeism will be minimal, your
team will function smoothly and your unit will be better able to carry out the missions and goals of your
organization.

There are many other ways a supervisor can spirit a team. Some of these are:

 Give verbal and written communication to individuals and the group for jobs well done.
 Make sure team members know a bit about each other's personal life bysetting aside 5 minutes at
each staff meeting to have one person tell aboutsomething positive that's happened in their life in
the past month.
 Find reasons to celebrate together, such as birthdays, birth of a baby or grandchild, moving into a
new house, etc., and have small parties tocelebrate these events. It's especially good to share your
celebration with all the shifts on your unit by asking food services to provide a cake, andputting
up a sign or banner in the break room saying "Today We Are
Celebrating……………". By celebrating together you will be connecting the entire staff.

 Let them know that you are also part of the team by asking your staffwhat they need from you to
make their job more satisfactory, and doingyour best to provide it.
 Schedule stretch exercises that you do together before report. Have different staff members lead
the exercises each day.
 Do problem solving and awareness exercises at staff meetings. Forexample: Have your staff
members each write a list of 10 things that are important to them, and then have the person next
to them cross off one thing. Then talk about what it feels like for them to lose this thing from their
life, and relate it to what the residents may be feeling about all theyhave lost as they age.

5. Give Recognition and Appreciation

Whenever you can, 'catch people being good' and make sure they and others know about it. Give
recognition and appreciation to everyone at every opportunity. For example:Recognizing excellent job
performance and attitude, and showing appreciation for these things will go a long way towards making
your staff members feel that they are a valued and respected part of the team
6. Give Credit and Take Responsibility

Always give credit for success to your staff, and take responsibility when things don't go well. As the
boss it's your job to make sure your staff is well trained, capable and competent. If for some reason they
fail to perform their job in the expected manner, it's your responsibility to insure that they receive further
direction and training so they will perform up to standards.

7. Be Approachable

Always present an attitude of approachability to your staff and customers. Indicate by your manner that
you are available and happy to speak with people from all levels and positions. Also, always be prepared
to listen to whatever they want to share with you, and validate what you've heard. If they have concerns,
tell them you will look into it and get back to them by a certain time. Then be sure you do! It's important
that every day you go out and walk about your business in order to connect with people. Be sure that as
you walk through the business you smile and make eye contact with everyone you pass. Act in a friendly
manner, call people by name, be approachable, and show interest in what's going on. Also, have an open
door policy, where anyone at any level is welcome to come talk with you if they feel the need. When they
do come talk with you, be aware of your body language. Come around to the front of your desk and sit
facing them while you talk so that there is no physical barrier between you. Indicate in everything you do
that you respect and care about them and what they are saying.

8. Provide a Positive Physical Environment

If at all possible insure that the physical environment on your workplace is clean, bright, attractive and
cheerful (happy). Make sure it has as much natural light as possible, and that each staff member has room
for their own personal space.

9. Make Staff Evaluations a Positive Experience

One of the important duties of a boss is to give staff evaluations. This should be a positive experience for
your staff members, and is a great opportunity for you to praise them for their cooperative spirit and all
their efforts in doing an excellent job. It's also a good time to thank them for participating by bringing
their special characteristics and talents to the unit. Even if you need to discuss some areas inwhich the
employee may need improvement, you can still make it a positivemeeting by focusing on the good and all
that they are doing right.

Once you are in the meeting, ask the employee to share what they have written, and then discuss it with
them. Then share your thoughts and what you have written. Some things to cover are:

 What skills would you like to develop in the next six months?
 What new knowledge would you like to gain in the next six months?
 What would you like to do differently with your peers?
 What can I do to assist you in the process of your development?
This is also an opportunity for you to revisit (visit a place again) any difficult situations this staff member
has experienced in the past six months and insure that they are feeling OK about it and are moving
forward. You do this by asking:
  How are you feeling now about the conflict two months ago?
 What else needs to be done to resolve it?
 Is there anything I can do to help?

10. Make It Fun

Everyone wants to be where people are having fun, so make your workplace feel happy and festive. Find
reasons to celebrate together, such as birthdays, birth of a baby or grandchild, moving into a new house,
etc., and having small parties to celebrate these events. If possible provide a cake, and put up a sign or
banner in the break room saying "Today We Are Celebrating……………". Ask your employees what
would be fun for them and then implement what is feasible.

TEAM WORK VERSUS WORKING INDEPENDENTLY

Teamwork is the ability to work together toward a common vision. The ability to direct individual
accomplishments toward organizational objectives. It is the fuel that allows common people to attain
uncommon results.Some people like to work independently, while others would prefer to work in a team.
it more important to be able to work with a group of people a team or to work in a team independently?
Depending upon different personal traits and working environment, people will have different answers to
this question. I think being able to work in a team is more significant than other thing. To work with
others can inspire their spirit and produce twice the result with half of the effort. Working in a team is
more important than doing something independently.

Teamwork improves communication, it isn't just about exchanging information - it is about ideas,
feelings, hopes and desires, we find this when we communicate with people we trust and respect. It is also
about all those things that make us the individuals that we are. Working in groups has many benefits.
With yourpartners, the project can be finished faster. Coming together is a beginning.

Keeping together is progress. Working together is success.

The modern society and industry is a complicated system that requires team work, communication and
cooperation among individuals and companies. Take a computer for an example, it comprises of
hardware, operating system and software, which are manufactured separately by different companies. Not
a single company can accomplish a computer system without using products and technologies from other
companies. Similarly, in a company, communication and team work is more and more important among
workers because a worker cannot do his/ her work properly without interacting with his supervisor and
colleagues.

In addition we cannot live in a society independently and we need to communicate with each other, so
communication skills are very important to the society. Through team work we can develop and improve
this ability

TEAM MEMBERS
1. Notify Coordinator to attend a meeting.

2. Bring individual calendars/schedules, distributions received and personal notes to the meeting.

3. Bring name tags or name tents when appropriate.

4. Arrive at meetings prior to the start time.

5. Help in room setup when needed.

6. Turn electronics (beepers, phones, etc.) off tone mode during meetings.

7. Greet (welcoming) other members of the team.

8. Write questions and comments down to participate when appropriate.

9. Clarify concerns before identifying solution options.

10. Focus on creatively addressing interests rather than selling specificoptions/positions.

11. Clean up the room (align chairs, discard trash, etc.) before leaving.

12. Respect requests for confidentiality.

13. Complete assignments between meetings.

14. Brief members who are absent.

15. Define what precautions are needed to maintain an appropriate level of confidentiality.

16. Define rules for members to follow

TO BE A GOOD TEAM LEADER:

The findings of research on what makes a team effective point to the fact that:

Teams that have the talent and skills to manage themselves do better. This means a dominate team leader
doesn’t seem to lead to consistent and better performance – it’s the organizational support makes a
difference.

Therefore, a good team leader should design and support/balance the talent of the individuals to work
together in harmony so that the team ends up managing itself. Being an effective team leader requires
basic leadership skills. Here are some ofthe actions that the team leader should consistently carry out:

• Build trust between team members.

• Inspire and motivate teamwork for achieving goals.

• Influence valuable changes.

• Be open to new ideas coming from team members.

• Consult frequently with key team members.

• Establish an open discussion for decision making.

• Distinguish the team from others – create an identity for the team.

• Encourage and support independent thinking.

• Recognize the skills of key team members and utilize their strengths to the benefit of the team
• Define and state expectations and objectives with the team members. Ensure that all members
understand the missions ahead.

• Eliminate disagreements between members – be the mediator. Set abehavioral code if necessary.

• Evaluate results in a timely fashion.

AN EFFECTIVE/GOOD TEAM LEADER

When it comes to defining team leadership, there are several characteristics that could make a positive
impact. The following are some of the characteristics of a good team leader:

1. Decision Making Abilities: This might be by far the most importantcharacteristic that a team might
want in a person who would lead them. These decisions basically make or break the team’s work as well
as the person’s career. Therefore, these decisions have to be made with extreme care and caution. Only an
experienced individual would be capable of making such decisions.

2. Lead from the Front: Gone (departed) are the days when the leaders would be cooped up in
administrative rooms while the real action would take place at the battle front. In the corporate world,
unless the leader gets down to the brass tacks with the team members, the leader would not be respected.

3. Balance between personal life and professional life: With the fast paced times, professional and
personal lives are quickly overlapping each other. Therefore, it is necessary for a leader to understand the
difference between the two and pay respect to the team member’s personal life as well as professional
growth.

4. Serve as an Example: This is also quite an important aspect of being a leader ofa team. Only if a
leader acts as an example, would the leader be respected enough to be given the proper respect as a
leader. Being an example can be anything, right from the way they work, to the way they make
professional decisions. Serving as an example is not easy in this fast paced world, but one canalways try.

5. Forgive, but do not forget: No employee can ever say that they have not made mistakes in their
professional life. A good leader would remember these mistakes and try to make sure that the said
individual does not make the same mistake again.

6. Cohesive force: Finally, the leader should be a cohesive force between all theteam members. It is the
responsibility of the leader to make sure that all of them are comfortable with each other and have a
working relationship that makes the team a productive one instead of a team that is wracked (physical or
mental pain) by problems.

THE DIFFERENCES BETWEEN A MANAGER AND A LEADER:

 Responsibilities:

One of the major differences between a leadership and a manager is the aspect of seniority and hierarchy.
In the leadership, the leader will always occupy a higher position and will be more experienced than his
or her team members, simply because the person has to ‘lead’ the team. Whereas, when it comes to
managing a team, it is not a hard and fast rule that the person ‘managing’ the team should hold a higher
post than the other team members. Sometimes, a position can be termed as a ‘team manager’ on the basis
of seniority.

 Deciding Power:

Basically, the leader is the one who takes the leads and has the deciding power. Many a time, a manager
would spend most of his/her time liaising (to work closely) in department or between two departments.

 Deeper Insights:

Because the leader has a deciding power, he or she will be more involved in any project than the manager.
A manager may be delegated work through the hierarchy, and that assignment could be simply delegated
to the team, whereas there can be cases where the leader would be the first to initiate and move the project
ahead.

 Crisis Management:

The real difference between a manager and a leader can be seen during a crisis. During a crisis, the
manager is bound to take the tried and tested way and solve the crisis by “default”, whereas a leader tries
to devise a solution, thereby taking his or her problem solving capabilities to the next level.

EFFECTIVE TEAM PERFORMANCE

 Language of Commitment.
 Leadership.
 Defining Roles within the Team.
 Shares Responsibilities.
 Shared Aims & Objectives.
 Identifying Individual Strengths & Weaknesses of Team Members.
 Ability to Resolve Internal Conflicts.
 Providing Support & Backing to Each Other in the Team.
 Team Vs Individuals.

COMMUNICATION
Message what gets transmitted - the meaning
Channel how it gets transmitted - the medium
Code language in which it gets transmitted - the method
Verbal using written or spoken language
Non-verbal pictures, drawings, signs, sounds, body language
Combination TV, multimedia

Self-Check-3 Written Test

Self check
1. Write examples of effective performances?
2. What is the difference between a manager and leader?
3. What makes effective /good leader?
4. How to be a good team leader?
5. List what to do tea members
6. What are the ways to create a positive work environment?