ac-teambldg

Compiled by : Alan Collaco TEAM BUILDING The importance of teamwork has increased significantly in organizations which have been ‘delayered’ and/or have undergone a business process re-engineering exercise. In the latter case, the organization is built around horizontal processes which are linked together and depend on good teamwork to function effectively. The general principles of teamwork are defined as being to : Promote mutual trust and co-operation between the company, its employees and the union. Recognize that all employees, at whatever level, have a valued part to play in the running of the company. Seek actively the contributions of all employees in furthering these goals. APPROACHES TO TEAM BUILDING All managers are essentia lly team leaders. To succeed as a manager you have to know what needs to be done to build effect ive teams. The key things you have to do are : Establish urgency and direction. Select members based on their skills and potential who are good at working with others. Promote flexibility by developing multi-skilling, ie. the capacity of individuals in the team to carry out more than one of the tasks which the team has to do. Involve the team in setting objectives and targets. Empower the team to make its own collecti ve decisions about wor k programmes and how to deal with problems. Encourage the team to monitor its own performance and to take initiative collectively to take corrective action. Hold special ‘off-t he-job ’ meeti ngs so that the team can get toget her and explore issues without the pressures of their day-to-day work. Get the team to analyse its own performance using the checklist set out below : CHECKLIST FOR ANALYSING TEAM PERFORMANCE 1. How well do we work togeth er ? 2. Does everyone contr ibute ? 3. How well is the team led ? 4. How good are we at analyzing problems and tak e coll ective act ion to deal with them ? 5. How well do we use the skills of team members ? 6. How flexible are we in car rying out our work ? 7. Are there a suf fic ient number of team members who are multi-skilled, ie. capable of carrying out different tasks ? 8. If there is any co nflict, to what extent is it open ly expressed and is it about issues rather than personalities ?

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8/7/2019 AC-TeamBldg

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Compiled by : Alan Collaco

TEAM BUILDING

The importance of teamwork has increased significantly in organizations which

have been ‘delayered’ and/or have undergone a business process re-engineeringexercise. In the latter case, the organization is built around horizontal processeswhich are linked together and depend on good teamwork to function effectively.

The general principles of teamwork are defined as being to :

Promote mutual trust and co-operation between the company, its

employees and the union.

Recognize that all employees, at whatever level, have a valued part toplay in the running of the company.

Seek actively the contributions of all employees in furthering these goals.

APPROACHES TO TEAM BUILDING

All managers are essentially team leaders. To succeed as a manager you have toknow what needs to be done to build effective teams. The key things you have todo are :

Establish urgency and direction.

Select members based on their skills and potential who are good atworking with others.

Promote flexibility by developing multi-skilling, ie. the capacity of individuals in the team to carry out more than one of the tasks which the teamhas to do.

Involve the team in setting objectives and targets.

Empower the team to make its own collective decisions about workprogrammes and how to deal with problems.

Encourage the team to monitor its own performance and to take initiativecollectively to take corrective action.

Hold special ‘off-the-job’ meetings so that the team can get together and

explore issues without the pressures of their day-to-day work.

Get the team to analyse its own performance using the checklist set outbelow :

CHECKLIST FOR ANALYSING TEAM PERFORMANCE

1. How well do we work together ?2. Does everyone contribute ?3. How well is the team led ?4. How good are we at analyzing problems and take collective action to deal

with them ?5. How well do we use the skills of team members ?

6. How flexible are we in carrying out our work ?7. Are there a sufficient number of team members who are multi-skilled, ie.

capable of carrying out different tasks ?8. If there is any conflict, to what extent is it openly expressed and is it

about issues rather than personalities ?