Team building, effectiveness and

its importance in industry

GROUP MEMBERS

AMIR ABDULLAH CE-E10-12

USAMA ZAHEER CE-E10-34
TASSADUQ HUSSAIN CE-10-36
ANJUM SHAHZAD CE-E10-37
AWAIS RANA PG-E10-15
HAMZA KHAN PG-E10-19
Table of Contents
• Team-building
• Team Characteristics
• Differences between teams and individuals
• Advantages of Teams
 Effectiveness of a team
 When Teams Fail
• Considerations for Team Building
 Guidelines for team building
• Team development by Tuckman theory.
• Team Building Activities
• Impacts of team building on workplace
• Team building, importance in industry
• Questions
•
Team
A team is a collection of individuals guided by
a common purpose striving for the same..
With a good team, the whole is better than the
sum of the parts
TEAM WORK

Teamwork is the ability to work together toward a

common vision. It is the fuel that allows common
people to attain uncommon results.
Andrew Carnegie
The Goose story-Teamwork
Team-building

Process of establishing and developing a greater

sense of collaboration and trust between members

•Team building is an ongoing process that helps a work

group to evolve into a cohesive unit.
•The team members not only share expectations for
accomplishing group tasks, but trust and support one another
and respect one another's individual differences.
•Your role as a team builder is to lead your team toward
cohesiveness and productivity.
•
 Teams in the workplace
(Industry)
• In 1980 an estimated 250 worksites used
teams; by 1988 it had increased to 67%
and by 1990 to 83%. Nearly all
workplaces have introduced teams to
some degree at this time.

• 56% of large companies with over 5,000

employees use virtual teams

• Industry Week reports that 68% of small

companies use teams, with over 25%
having 25-99% of employees in teams
CHARACTERITICS OF EFFECTIVE TEAM
Clear &
Principled Elevated Results -
Leadership Goal Driven
Structure

External Competent
Team Team
Support & Excellence
Recognition Members

Standards Unified
Of Collaborative
Commitment
Excellence Climate
 Goal

Clear & Elevated Goal

 Goal to be achieved or purpose to be served

 Worthwhile and challenging objective
 Clear consequences connected with achievement
 Compelling enough to create a team identity
Results-Driven Structure
 A team design determined by results to be achieved
 Clear lines of authority and accountability
 Methods for monitoring individual performance and providing feedback
 Decision-making process encourages fact-based judgments
 Communication system:
 Information is easily accessible
 Credible sources of information
 Informal opportunities to raise issues
 Methods for documenting issues and decisions
 Competent Team Members
 Possess essential skills and abilities to accomplish objectives
 Individuals demonstrate strong desire to contribute
 Members are confident in the abilities of each other
 Individuals capable of collaborating effectively with each other
Unified Commitment

 Achieving the team goal is a higher priority than any individual

objective
 Personal success is achieved through team success
 Willingness to devote whatever effort is necessary
Collaborative Climate
 Members trust each other to share information,
perceptions and feedback
 Members compensate for each others’
shortcomings.
 Members trust each other to act competently
and responsibly
 The team embraces a common set of guiding
values
______________________________________________
Standards of Excellence
 High standards established
 Members require each other to perform according to the standards
 The team exerts pressure on members to improve performance
External Support and Recognition
 Availability of necessary resources
 Sufficient recognition for accomplishments
 Reward and recognition system
Clearly defined
Viewed as appropriate
Tied to individual performance
Tied to team performance
Principled Leadership

 Principled Leadership

 Provides the necessary autonomy to achieve results

 Willing to confront inadequate performance
 Presents challenging opportunities which stretch individual abilities
 Recognizes and rewards superior performance
 Open to new ideas and information.
 Differences between teams and
individuals–
what we know from research & practice

• Social facilitation:
• people are more motivated to perform better with others, especially on
motor tasks, when comfortable, well-trained, & good work habits
• Learning:
• Teams learn faster than individuals when there is division of labor,
contributions are additive, feedback is available & accepted
• Judgment:
• Teams can be superior due to broader knowledge & more inputs; trained
individuals better than untrained groups; confidence unrelated to
quality with untrained
More differences between
teams and individuals–

• Risky Decisions:
• Greater risk taken with teams that are excessively cohesive
(groupthink), under great pressure to decide, norms against
reflection, & diffusion of responsibility
• Problem Solving:
• teams produce more and better quality solutions, based on interest
in task, most skilled members, and error checking
• Time Efficiency:
• Teams usually take more time to complete a task
• Idea Production:
• Teams continue to produce after individuals run dry, especially with
training and cohesion (trust & spring-boarding)
Advantages of Teams
A team is a group of people doing something together to
produce
a specific result or outcome. None of us, no matter how good we
are can be great at everything. So what are 6 key advantages of
teams?
•
Increases productivity
• Organizations are continuously looking for efficiency
or productivity gains as a source of competitive
advantage. Teams, especially those that are close to the point
of delivery can identify what needs to change to boost
productivity better than any group of senior managers
could
ever hope to. Let the team focus on productivity and the
organization gains.
Improves communication skills
• For teams to succeed they need to be able to get their
messages across, listen effectively to other points of
view and build on ideas. As a result of being on the
team, people are getting the opportunity to develop and
improve their communication
Advantages of Teams

Diversity of skills
• Some people in organizations thrive in dealing with the big
picture stuff. Others get their kick from getting immersed in
the detail. There will be others who thrive on idea generation
and others who love to take something from concept to
finished article. This diverse range of people skills and
working together have the potential to deliver a much better
solution than any one individual could ever hope to do.
Improved problem solving
• Think about a time when you had a problem that you needed
to solve. You probably get so far and then end up getting stuck
because of your own range of experience or knowledge. When
you have access to the wider range of skills and knowledge
you ultimately solve problems faster and better.
•
Advantages of Teams

Process improvement

• Few business processes operate in isolation just within one

area of the organization. They tend to cross functions and
even geographical boundaries. A team with insights of
different parts of the process will clearly be better placed to
make successful process improvements.
.
Smarter use of resources
• When a team has focus on getting a specific result,
chances are they will find creative ways of using the
resources at their disposal rather than focusing on the
constraints
Effectiveness of a team

• The following lists the characteristics that

comprise high‐performance teams.
• The team has a common focus, including clear and
understandable goals, plans of action, and ways to measure
success.
• Roles and responsibilities are clearly defined for each team
member.
• Each member has clearly defined expectations of other
members.
• The team fully utilizes its resources both internal and
external.
Effectiveness of a team

• Each member is able to give, receive, and elicit necessary

feedback.
• The team members manage their meetings in a productive
way.
• The team is able to reach goals by achieving the
necessary results.
Effectiveness of a team

• Several factors within an organization itself influence team effectiveness,

including its organizational culture and types of feedback mechanisms.
But the factors that influence the effectiveness of a team most directly
stem from its internal structure and processes.
• Structural factors include team or group type, size, and composition
of skills and abilities.

• To judge the effectiveness of their teams, leaders need to examine their

teams' performances and personal outcomes. Performance outcomes
may be measured by products made, ideas generated, customers served,
numbers of defects per thousand items produced, overtime hours, items
sold, and customer satisfaction levels. Personal outcomes may be
measured
by employee satisfaction, commitment, and willingness of members to
stayon the team. Both outcomes are important for the long‐term viability as
well as the short‐term success of the team.
10 Reasons Staff Teams Fail:
And How to Fix'em
 # 1 Reason teams fail:
Lack of a Performance Challenge
STRATEGY
 ISSUE A CLEAR,
ACHIEVABLE CHALLENGE
THAT REQUIRES THE
TEAM TO PULL TOGETHER
TO IMPROVE CURRENT
LEVELS OF
PERFORMANCE.
1
 # 2 Reason teams fail:
Individual Contributor Mentality

Strategy:
 Hold the team mutually accountable for results,
make success everyone’s responsibility.

2
 # 3 Reason teams fail:
Wrong Mix of Work Styles & Skills

STRATEGY:
Train for diversity of
Complimentary Skills
Appreciate the
contributions of various
work styles
3
 # 4 Reason teams fail:
Unequal commitment to success

STRATEGY:
 Cross Training for backup support
 Team monitored quality control

4
 # 5 Reason teams fail:
“Mine” field mentality
STRATEGY:
 SHARE all information with everyone
 OUR resources
 Outside competition

5
 # 6 Reason teams fail:
Back stabbing and Blaming

STRATEGY:
 Question & Confront
 Focus on a future
 Build people’s pride in their own work

6
 # 7 Reason teams fail:
No reward for teamwork

STRATEGY:
 Link to Performance Appraisal
 Celebrate Team successes

7
 # 8 Reason teams fail:
No ground rules for team behavior

STRATEGY:
 Help team develop list of behaviors that are
characteristic of effective teams
 Measure frequently

8
 # 9 Reason teams fail:
A manager v.s. a team leader

STRATEGY:
 Coach v.s. Manage
 Ask instead of tell
 Rotate leadership among the members

9
 # 10 Reason teams fail:
Inflexible to frequent change

STRATEGY:
 Ask “What needs to change
in order for you to do the
very best job possible?”

10
 Considerations for Team Building
Background
• History, norms, culture
• Context of current request
• Why now (not 6 months earlier/later?)
• What happens if TB is not done?
• What do you want to be different?
• What’s prevented this from
happening until now?
Design
• Sufficient time (2-3 hours); protected time (retreat)
• Homework, preparation
• Legitimacy, authorization, support
• Materials (handouts, surveys, facilities, etc.)
• Structured exercises & processing

Evaluation
• What are the immediate, short and long term indications that TB was successful?
(e.g., Kirkpatrick Model)
Guidelines:
In general, teams should be chosen
over individuals when:
• There is sufficient time available.

• Members are adequately trained in their

specialization areas as well as in team
membership skills.
• Wide diversity of information and inputs are
necessary.
• A high quality decision is required; the decision is so important that judgment of
several qualified people is a must.
• The problem is poorly structured (e.g., unclear objectives, vague
alternatives,
uncertain outcomes).
• Commitment to the plan is important and would be gained by team
• decision. Team representation of many stakeholders would facilitate
organizational
acceptance of the decision or plan.
 Tuckman Stages of Team Development

3. Norming 2. Storming • Differences,

• Team cohesion,
influence,
 High
norms, conformity,
groupthink risk, team power, conflict,
espirit complementing
Social Emphasis

• High performing team:

4. Performing 1. Forming • Acquaintance,
goals, roles,
Task focus, quality, procedures,
productive, reflective, constraints,
Low 

espirit, etc. resources, schedule,

etc.

Low Task Emphasis High

Adjourning Joining
Reforming
Forming
Assessing resources & setting direction
1. What is our understanding of the goals and objectives
which this team was organized to achieve? How can
we
2. ensure we are all going in the same direction?
What special skills, information, backgrounds, and
3. expertise do each of us bring to this team?
What structure, format, style and schedule do we prefer
4. for our meetings?
What roles do each of us prefer on a team? What are
our strong and weak roles? Which do we
over/underuse?
 Storming Positioning, influence,
conflict, complementarity
1. What are our preferred styles of working and relating?
How can these differences be used to complement each
other, and be sequenced for more effective problem
solving?
2. What stresses each of us? How might our styles change
under pressure? What can we look for as signs of
stress? How can we give useful and acceptable
feedback and support at these times?
3.
About what are we most likely to disagree? What are
our preferred modes of conflict and conflict resolution?
How can we disagree constructively?
Norming
Identity, cohesion, monitor
norms
1. What can we do to enhance the identity and
cohesiveness of this team? How can we create our
own team culture?
2. What norms do we bring from team
other experiences? What norms like to
would we explicitly include or
avoid?
3. How can we ensure a team culture in which we
can freely question and update restrictive norms?
Importance in Industry and in daily life
1) Work Efficiency
• Teamwork enables you to accomplish tasks faster and
more
efficiently than tackling projects individually.
• Cooperating together on various tasks reduces workloads
for employees by enabling them to share responsibilities or
all
ideas.
• Teamwork also reduces the work pressure on every
worker,allows him to be thorough in the completion of the
which
assigned roles.
• In sharing ideas or responsibilities, every employee
should
have a role that suits his specialization.
• You should also consider employees' levels of interest in
the
project at hand, which positively influences the efficiency or
speed of their output in accomplishing the task.
Importance in Industry and in daily life
2) Improved Employee Relations
• Bond with one another,

• valued upon the successful completion

• enhances their respect for each other.

• enhances cohesion among members

Importance in Industry and in daily life
3) Increased Accountability
• working under people who command
a lot of respect.

• Do not want to let each other down

• productivity through efficient team projects

Importance in Industry and in daily life
4) Learning Opportunities
• Cooperating on a project is an opportunity for new workers
to learn from more experienced employees.
• Teams often consist of members who differ from one
another
in terms of skills or talents, working together is a great
opportunity to acquire skills that an employee never had
beforehand.
• Unlike working alone on a project, teamwork affords people
the opportunity to challenge the ideas of each other and
come
up with a compromise solution that contributes to the
successful completion of the task.
THANK
YOU…!