Team Building in an

Organization
By: Dr. Grita Sudjana, DDS., M.H.A

The Background about Team
Building
 The team approach as style of work in an
organization.
 Variability of talents and energy of people.
 Turbulent environment as external aspects.
 Lassitude as internal aspects.
 Management philosophy : achieve useful
results.

The What about Team
“ Collection of individuals. It is, in part, an
emotional entity, rooted in the feelings as
well as thoughts of its members, they
actively care about their team’s being
well”.
( Don Young & Dave Francis)

& Osborn.The What about Team “ A small group of people with complementary skills who work together to achieve a common purpose for which they hold themselves collectively accountable”. Hunt. ( Schermerhorn. 1994) .

” “ A sequence of planned action steps designed to gather and analyze data on the functioning of a group and ti implement changes to increase its operating effectiveness.” .The What about Team Building “The process of creating a team.

The 3 Types of Team  Teams that recommend things ( temporary group). * study specific problems – solution. & Osborn. * target based on completion date. ( Schermerhorn. 1994) . Hunt.

* perform on going tasks (manufacture. Hunt. 1994) . * long term working relationship. marketing) ( Schermerhorn. * external support. & Osborn.The 3 Types of Team  Teams that make or do things (functional permanent group). * good operational system.

& Osborn. * team-consultant-scholars. goals and values. 1994) . * identifying overall organizational purposes. ( Schermerhorn. Hunt.The 3 Types of Team  Teams that run things ( top management group).

Characteristics of an effective team  Produce outstanding results and succeed in achieving despite difficulties.  Members feel responsible for the output of their team and act to clear difficulties standing in their way. (Survey to managers based on their experience: Don Young & Dave Francis) .

Characteristics from Different Angle      Output Objective Energy Structure Atmosphere .

Output  Capability of achieving results that cannot be achieve by individuals in isolation. .

.Objectives    Shared purpose : mission Shared understanding Commitment to achieve specific objectives.

Synergy due to psychologically bonded. Potent.Energy    Take strengths from one another. and enjoyment. vitality. .

Structure      Control Leadership Procedures Organization Roles No confusion .

Atmosphere      Spirit Openness Confidence Risks undertaken Enjoy success and failure .

.The Team Work  Member of a team work together in such a way that certain core values that promote the utilization of skills to accomplish certain goals are presented.

.  Enhancing creativity in task performance.  Developing the right mix of skills to accomplish high-performance results.The Goals  Clarifying core values to guide and direst the behavior of members.  Transforming a broad sense of purpose into specific performance objectives.

cohesiveness. self managing work team. employee involvement.What does it take?  Group Norm. . Quality Circle. group culture.

What does it takes?  Norm : * organizational and personal pride * performance excellence * teamwork * leadership * productivity (Group Norm : rules or standards about the behavior that group members are expected to display.) .

.  Agree on common goals.What make a group cohesive?  Homogenous: age. needs. attitudes.  Respect one another’s competencies. backgrounds.

Experiences a performance crisis or failure. Size relatively small.) . Isolated from other groups. (cohesiveness : the degree to which members are attracted to and motivated to remain a part of a group. Experiences performances success.What make a group cohesive?      Require interdependent efforts.

 QC: groups of workers who meet periodically to discuss and develop solutions for production problems relating to quality. and cost. .What is an employee involvement group and quality circle? Groups of workers who meet regularly outside of their normal work units for the purpose of collectively addressing important workplace issues. productivity.

2. 7. 4. 6. 5. 3.The Seven Essential Questions for the Working Team 1. What are we here to do? How shall we organize ourselves? Who is in charge? Who cares about our success? Who do the work through problems? How do we fit with other groups? What benefits do team members need from the team? .

Stages of Team Development Stage 1 : Testing “How do I belong to this group?” .

How is control exercised? (3). Who controls the team? (2).Stages of Team Development Stage 2 : Infighting “ How is it going to operate?” (1). What happens to delinquents? .

Stages of Team Development Stage 3 : Getting Organized  New energy  New support  New interest .

.Stages of Team Development Stage 4 : Mature Closeness     Identification of roles of team members. Recognition. Close bonds and openness. Helping each other.

social attitudes. financial trends.  To achieve practical management philosophy.The Why Do It?  External forces : politics. consumers preferences. more libertarian.  People: more educated. markets. .

 Rapid response  High motivation  High quality decisions  Collective strength .Benefits of Teambuilding Support management strategy:  Management of complexity.

Who Can Benefit From Teambuilding? Individuals and organization .

Thank You .