Team Building

T.E.A.M = Together everyone achieves more

Coming together is a beginning.
Keeping together is progress.
Working together is success!!!!!
Vision: We touch you through learning
experience
 Outward Bound Learning

It is an effective methodology for group development

ideally carried out away from place of work
 Outbound Team Activities
The Obstacle Course

“A boat doesn’t go forward if each one is rowing their own way”

 Outbound Team Activities
Build The Shape

“Teamwork divides the task and doubles the success”

Outbound Team Activities
The Blindfold game
 How it helped the organization
 Enable members to be fully aligned with team goals.

 Build higher levels of trust.

 Enhance interactions between team members as they meet broad

range of challenges.

 Improved interpersonal relationships.

 Moving from independency to interdependency.

 Creating comfort zones leading to better performance.

Experience the Power of Play!
OUTBOUND TEAM ACTIVITIES
Chocolate Company Challenge
 Outcomes
• Creative thinking

• Cooperation

• Innovation

• Attitude adjustment
Myers-Briggs Type Indicator (MBTI)
to Enhance Teamwork

The Myers-Briggs Type Indicator (MBTI) begins with an assessment

which indicates various personality types. It will determine the big
picture composition of the group and highlight how different people
react to the circumstances around them.
 Outcomes
• An understanding of the strengths and weaknesses of the
personalities of the group.

• Develop better leadership throughout your team.

• Renewed and increased self-awareness.

• Improved communication skills.

 Treasure Hunt Adventure

This exciting new team building activity is based on the Scandinavian

sport of orienteering.
The objective is to find the key to the treasure chest.
 Outcomes
• Encourage strategic thinking.

• Practice negotiation skills.

• Effective group decision-making.

 Comparison Between Pegasus &
Teambonding
Pegasus
Importance of discipline in
professional environment through
their programs.
Importance of every individual’s
role for organizational
effectiveness .
Helped individuals to discover
more about self and gain more
insight into the management.
One can understand the big
picture - Relation between
Company Growth and Individual
 Growth.
Teambonding
Greater respect and
understanding of the people and
communities.
Greater respect and
understanding of the
environment.
Encourage strategic thinking,
negotiation skills & group
decision-making.
You learn more about a person in
an hour of play than in a lifetime
of conversation.
District
Hospital
 Background

 INITIAL ATTEMPTS FAILED

SEMI – AUTONOMOUS TEAMS.
 

 CIG FORMED
FIND REASONS FOR FAILED ATTEMPTS.
OUTCOME MAPPING APPROACH
 Approach

The CIG developed a shared vision of

●

Vision
the ideal community health centre.

The CIG defined how the creation of practice

●

Mission teams would contribute to the realization of this

vision.

Boundary The CIG identified the people or other groups

●

that they would like to influence or change in

Partners order to achieve the mission.
 Approach

●
The CIG defined the steps along the way
Progress to achieving these challenges in terms of
Makers those outcomes that they would “expect to
see”, “like to see” and “love to see”.

●
The CIG defined the activities that each
Strategies person would engage with in order to
achieve the progress markers.
 Strategies

Meetings
Consulting`
 Referrals

recording

Interview
Results
 SEAGATE TECHNOLOGY INC
• Seagate Technology Inc is an IT company that has over 100000
employees located around the world.

• It is one of the largest hard disk manufacturers in the world.

• Seagate largest clients include Compaq, Dell, EMC, Gateway, and

Hewlett-Packard.
 REASONS FOR RESTRUCTURING
• Intensely competitive market conditions leading to price wars
leading to lower than expected profit margins.

• Massive Decline in revenues in 1998.

• Employee morale was very low which was affecting their

productivity.

• Integration problems due to high number of mergers & acquisitions.

OBJECTIVE OF RESTRUCTURING

 Faster time-to-market (TTM) leadership.

 Employer of choice.(i.e. achieve work/life balance)
 Technology leadership.
 Core team

Focus on developing quality products and operational

aspects of the project.
 Site management team

Focus on setting strategies, managing resources and

providing technical direction to various core teams.
 f.o.c.u.s

Focused On Culture & Unified Solutions(F.O.C.U.S)

Team created strategies for improving employee
work/life balance .
 Transformation team

They support process initiatives, interact with core

teams and SMT’s across the organization to achieve
functional excellence .
 SUCCESS OF THE TEAMS
• Company achieved faster TTM(Time to market) and there was a
marked improvement in the performance as compared to its 2 key
competitors.

• Senior management could focus primarily on corporate visioning,

strategy formulation, and employee development.

• Seagate — once known as “Slavegate” — successfully implemented

work/life balance as an important business objective that lead to
higher employee morale.
 Perceived Differences
before & After

• Senior management could focus more on corporate visioning,

strategy formulation, and employee development.

• Greater opportunities to employees for career growth and

development and increased visiblity.

• Higher coordination and control.

• Improvement in the level of interaction & communication.

survey
 Survey result
Scoring the Inventory

Collaboration 17.8

Supportive Release 11.34

Non-Resistance 11.52

Bargaining 11.24

Coexistence 11.45

Decision Rule 11.21

Domination 11.02

Smoothing 13.2

Maintenance 12.13
 Group 6
THE TEAM
 Nidhi Mimani
 Rayaz Ahmad
 Pravesh Bhutoria
 Gautam Mehta
 Neelam Mandowara
 Priyanka Mishra