1.teamwork presentation

7/28/2019 1.Teamwork Presentation

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THE TEAM AS PART OF AN

ORGANIZATION

FORMING EFFICIENT TEAMS

erban Iosifescu


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Objectives:

After going through this module you will be able to :

Define a group and a team .

Name their defining components as well as thestages of forming a group / a team .

Identify the preferred role/roles within a team .

Initiate (or continue) the team forming processwithin the school institution you lead or you are

part of .


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10 pieces of advice for an

efficient listening

Stop talking .

Make it easier for the speaker.

Show the speaker you really want to

listen to him/her. Dont make distracting gestures.

Put yourself in the speakers shoes.


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10 pieces of advice for an

efficient listening

Be patient .

Dont get mad.

Dont be tough when arguing or

criticizing and dont assert yourself

as a know-all .

Ask questions .

Stop talking .


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Group and team

A group is a circle of persons who interact under the

supervision of a leader in order to achieve a common

objective, and who share the sense of a common

identity.

A team is a formal group developed in order to solve

some specific organizational tasks, and who acts

unitarily under the supervision of a manager.


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Group and team

Another definition of the team:

formal or informal group, highly cohesive

and extremely efficient in solving common

tasks


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The features of a group/ team

common goal;

size;

statute structure and role structure;

leadership;

cohesion;


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The features of a group/ team

communication;

personal motivation and interests;

group norms;

nature of the task;

environment.


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The constitution of a group/

team

Homogenous - made up of persons with similartraining and experience;

Heterogeneous- made up of persons with

different training and experience .


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Communication within a

group/ team

(usually) intentional process of transfer of

information and meaning between individuals,

groups, organizational levels or

subcomponents, and organizations as a whole


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Communication within a

group/ team

who (sender);

what (message) ;

how (code and channel);

to whom (receiver); why (effect).


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The effects of communication

receiving the communication;

understanding the message;

agreeing to the content of the communication;

accepting the senders intentions;

the change (of knowledge, attitude, behavior)

shown by the receiver.


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The channels of

communication formal, defined by the organizationalstructure and explicitly intended forcirculating the information necessaryto perform specific tasks and achieveorganizational goals;

informal, not included in theorganizational structure, intended forcommunication between individualsand/or groups, related or unrelatedto work issues.


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The channels of

communicationPlease write down three instancesof formal communication andthree instances of informalcommunication which you werefaced with in your life especiallyin your professional career. Thenthink of:

How efficient communication wasin these instances?

How did you feel in these

circumstances?


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Types of communication

unidirectional(one way), when the sender and

receiver have fixed roles;

bi/multi-directional(with double/multiple meaning),

when the sender(s) and the receiver(s) exchange their

roles in turn.


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Teach your partner !

Your task is to teach your partner something,

according to the instructions you received.

Your activity is going to be assessed basedon the results achieved by your partner in

the subsequent evaluation test.


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Teach your partner!

Each team will have to perform a task using a certain

group structure and without talking to one other. The

group that will offer the correct answer first will be

the winner.


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Positive contributions to

group activities Be punctual Respect the programmed

order

Pay attention

Keep an open mind

Take the floor

Focus on problems

Respect the contributions

made by the participants


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Negative contributions to

group activities Be late Look frequently at your watch

Read the newspaper, chat

Have preconceived ideas

Not to take the floor

Focus on persons

Make remarks regarding age,sex, ethnic groups, political orunion membership, etc.


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Calling the roles

Select a role you think you are fit for from the

available list

Try to describe it in front of your colleagues. Try to act according to the assumed role, for

at least a session.


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The development of a group

Forming

Storming Norming

Performing

+ Mourning


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Team roles

Fill in the questionnaire, by

yourselves, according to the

instructions.


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Team roles

Implementer / Worker

Chairperson / Coordinator

Shaper / Organizer

Planter / Agent


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Team roles

Resource finder

Monitor / Supervisor -Evaluator

Team worker

Final analyzer / Completer

Finisher


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Building a team

Common goal, clear strategies and well determined roles

Specific resources

Structured methodology

A sense of strength, confidence in ones skills

Flexibility, adaptability, and creativity


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Building a team

Honest relationships, active listening, empathy,

multilateral communication, mutual understanding, and

fast conflict settlement

High achievements .

Recognition and appreciation of achievements

Unbeatable morale, satisfaction, and a sense of

ownership


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Lets learn from wild geese !

When flying each goose creates an air flow

which lifts the bird behind it. This is why

geese fly in V shape. This configurationgenerates 71% more lifting power than if the

birds would fly by themselves


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Lets learn from wild geese!

When a goose leaves the flock, being by

itself, it feels a greater air resistance which

makes it go back to benefit from theadditional lifting power generated by the

leading bird.


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When the leading goose gets tired it joins the

flock and another goose takes the lead. The geese in the flock support the leader by

strong honks.


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When one of the geese gets sick or is shot,other two birds leave the flock in order to

find a safe place on the ground for thesuffering one and they stay by the latter untilit dies or until it is able to fly again.


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Needs to be considered !

The needs of the task

The needs of the individuals

The teams specific needs


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Multiple and overlapping

teams

clearly delimitating each persons attributions

within each team;

setting the authority limits of each assembly

leader;

developing an organizational culture that

encourages the affiliation to multiple groups,

behavioral flexibility and adaptability.


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Problems posed by team

work

Groupthink

Social loofing

Group inefficiency asregards routine decisions ordecisions taken under time

pressure People behave differently

when in different groups


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work

Conservatism and the groups

tendency to compromise

Apollo syndrome

The attractive character of

hierarchy

Difference in knowledge


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work

Different personal resources .

Management style .

The myth of clones team


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Have you met this kind of

problems?

Starting from your

personal experience,

identify at least one

situation where one of

these problems was

present.


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Problematic participants

The hesitating person

The monopolizing person The voice of experience

The arguer

The person who is not

listening


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The killer of ideas

The discontent person

The rigid person

The hostile person


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The angry person

The negativist

The clown

The demonstrator The tangential person


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Final reflection topics:

Are there any teams in the organization

you work for/ the school you go to? If

so, which are they and which are their

main work tasks?


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Which is the role distribution within the

teams you know? Are there any unfulfilled

roles? Which unfulfilled or excessivelyfulfilled roles hinder the achievement of great

results in some teams?


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How were these teams formed? Randomly?

Based on personal preferences? Based on

the bosses preferences? Is there a balancein the role distribution within these teams?

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