hrm group 8 ppt effective team
DESCRIPTION
hr team buildingTRANSCRIPT
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Building And Managing High Performance Teams
GROUP 8
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• Groups whose members work intensely on a specific task or a common goal using their positive synergy , individual and mutual accountability
Team BuildingUnderstanding working teams
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Self Managed
Problem Solving
Cross-Functional
Virtual teams
TYPES OF TEAM
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Shared goals and objectives
Approach to problem solving
Trust and conflict resolutionShared leadership & CreativityControl and proceduresInterpersonal communications
Utilization of resources
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Factors contributing to effective team building
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Team Characteristics
Team Size
Team Composition
Team Diversity
Team Design Features
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1 •Relationship Management
2 •Clarify Roles And Responsibilities
3 •Diagnose Team Situation
4• Development of tools for
problem solving
Role Of HR In Team Building
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Self Directed Work Teams and STS Theory
Cross-functional work groups organized around work processes that complete an entire piece of work requiring several interdependent tasks, and that have substantial autonomy over the execution of those tasks
Introduced in 1940s at Britain's Tavistock Institute.
Developed while studying the effects of technology on coal mining in the United Kingdom
Defined as ' a theory stating that effective work sites have jojnt optimization of their social and technological systems, and that teams should have sufficient autonomy to control key variances in the work process
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Responsible for entire work processMake entire product, component, or provide serviceFairly independent from other work units
Sufficient autonomyFreedom to divide up and coordinate work Empowers team members
Control key variancesTeam controls factors affecting work quality/quantity
Joint optimizationBalancing social and technical systems
STS Theory Conditions For Self Directed Work Teams
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Self-Directed Work Team Attributes
Clusters team members together
Minimal interdependence with other teams
Substantial autonomy over execution of the team’s tasks
Control most work inputs, flow, and outputs
Little or no supervision
Complete an entire piece of work requiring interdependent tasks
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Tuckman's Stages Model
Tubbs' Systems modelFisher's theory of
decision emergence in
groupsWheelan’s
Integrated Model of Group
DevelopmentMorgan, Salas & Glickman's Team
model
Team Building Models
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Introduced by Psychologist Bruce Tuckman in 1965
It describes the growth stages of teams
The model describes four linear stages : Forming Storming Norming Performing
Each of these stages involves two aspects: interpersonal relationships and task behaviors
Tuckman's Stages Model
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FORMING
• Group members learn about each other and the task at hand.
• Indicators of this stage might include: Unclear objectives, Un involvement, Uncommitted members, Confusion, Low morale, Hidden feelings, Poor listening, etc
• Leader’s responsibilities at the Forming stage:
Establish clear objectives and team accountability expectations Remove roadblocks that may prevent the team from accomplishing
goals Provide timely feedback on the team’s progress
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STORMING
• Group members engage each other in arguments about the structure of the group which often are emotional and illustrate a struggle for status in the group.
• These activities mark the storming phase: Lack of cohesion, Subjectivity, Hidden agendas, Conflicts, Confrontation, Volatility, Resentment, anger, Inconsistency, Failure
• Leader’s responsibilities at the Storming stage: Assist the team in establishing processes and structure Resolve team conflicts Assist the team members in building good working relationships Provide support to individual team members who may be
struggling
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NORMING
• Group members establish implicit or explicit rules about how they will achieve their goal. They address the types of communication that will or will not help with the task.
• Indicators include: Questioning performance, Reviewing/clarify objective, Changing/confirming roles, Opening risky issues, Assertiveness, Listening, Testing new ground, Identifying strengths and weaknesses
• Leader’s responsibilities at the Norming stage: Allow the team to work more independently Provide support in the form of resources, training to develop the
skills necessary to perform their jobs, and/or teambuilding events
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Performing & Adjourning
• Groups reach a conclusion and implement the solution to their issue.
• Indicators include: Creativity, Initiative, Flexibility, Open
relationships, Pride, Concern for people, Learning, Confidence, High morale, Success, etc
• Leader’s responsibilities at the Performing stage: Delegate at much as it is reasonable to do so Allow the team as much autonomy as possible/trust them to work
on their own with minimal check-ins from you
• As the group project ends, the group disbands in the adjournment phase.
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Case study of a team moving through 5 stages of tuckman’s
model
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BACKGROUND
Sandra-Team leader : 15 years of experience as a
project manager
Peter :10 years of experience in scheduling
and budget control
Ameya : 7 years experience on process
imorovement projects,background in
developing databse
Sarah :5 years of experience as individual
contributor, strong programming background
Mohammed :8 years of experience ,expertise in
earned value management, stakeholder
analysis and problem solving
Donna: 2 years experience as a individual cintributor
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• Personal introductions• Team building exercises• Information about process improvement project• Discussion about team roles and responsibilities• Discussion around team norms for working
together• Introduction on how to use the SharePoint site
that will be used for this project to share ideas , brainstorm , store project documentation etc
Initial meeting (Stage 1-Forming)
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• Arguments begin• Peter has put up project schedule based on
conversations only with Mohammed and Ameya• Donna and Sarah feel their inputs not considered
as they are juniors in the team• They challenged Peter’s schedule and were
setting up team for failure.• Argument between sarah and Ameya over
database design.• Mohammed appears to be running on his own
not keeping the team updated on Sharepoint site.
Initial meeting (Stage 1-Forming)
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• Arguments begin• Peter has put up project schedule based on
conversations only with Mohammed and Ameya• Donna and Sarah feel their inputs not considered
as they are juniors in the team• They challenged Peter’s schedule and were
setting up team for failure.• Argument between sarah and Ameya over
database design.• Mohammed appears to be running on his own
not keeping the team updated on Sharepoint site.
The project work begins (Stage 2: forming)
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r
• Sandra realizes that she needs to take control
• Convenes team members for a virtual meeting and took some decisions.
• Resolved the issues with sarah and donna and reminded Mohammed about team work.
• Referred back to ground rules and ensured there was a plan in place for decision to be taken.
• Arguments reduced and when they were any,were resolved by team itself.
• Regular virtual meetings were held and working relationships improved.
• Significant progress was observed.
The project work begins(Stage 2: Forming)
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• Sense of team work in the group.• Supporting each other in problem solving • Ground rules were being followed• Team members helping each other to develop
skills• Team members becoming friends communicating
through social media off work too.
All is going smoothly(Stage 3: Norming)
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• Team now considered a “High performance team”
• Working effectively as a group• Brainstorming effectively and motivated to the
reach the end goal.• Juniors developed their skills and taken
leadership• Sandra praising them for hard work and
progress.• Project is on within time and budget milestones
being met• Team and Sandra pleased with the project.
Significant progress is made(Stage 4 :Performing)
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• Project ended and was a huge success.• Internal customer pleased and improvement
seen in company supporting its client.• Individuals moving to different projects• Vow to remain friends and keep in touch at
personal level• Team got together to discuss and review the
project.• But this team could anytime get back to a
forming stage depending on the situation
Time to wrap up(Stage 5: Adjourning)
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EXTRAVERSION INTRAVERSION
SENSING INTUTION
THINKING FEELING
JUDGING PRECEVING
Myers-Briggs Type Indicator
Different kind of traits according to theory
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So resourceful and improvising they tend not to consider subtle implications; Inconsiderate and demanding at times; Impatient with long-range
solutions; Seem cold and impersonal.
Blind spots
ESTP.
ESFP
ISTP.
So intent on taking action they tend not to consider peoples’ needs; Tend not to think of subtle implications of their improvising; Impatient with long-range solutions; Seem impersonal and purely task-oriented
Fun interactions can distract them from job tasks; Miss implications of their quick-fix improvising; Impatient with long-range solutions; Focused on details they miss subtle interpersonal relationship signals
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.
Blind spots
ISTJ
ENFJ
ISFP.
Lose sight of people needs; May resist change for the sake of stability; Impatient with others' unsteady energy; Tend not to say ‘no’ and get overloaded; May judge and reprimand too quickly; Miss subtle factors in group behaviour
So caught up in the activities of the moment they may be distracted from a higher priority; Can miss negative implications of their improvising; Impatient with long-range solutions; May avoid solving the uncomfortable major problems
May get off task too much; Work in bursts; Get stuck in the middle of group issues/conflicts; Group dissatisfaction wear and drain; Ignore own sense of identity so burnout; Ignore ‘unnecessary’ procedures to focus on freedom for people to grow
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The Johari Window model is a simple and useful tool for illustrating and improving mutual understanding between individuals within a group.
The Johari Window actually represents information - feelings, experience, views, attitudes, skills, intentions, motivation, etc - within or about a person - in relation to their group, from four perspectives
The four Johari Window perspectives are called 'regions' or 'areas' or 'quadrants'.
Johari window model
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Johari Window Model
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• This model is used to increase the mutual understanding between all team members.
• Various activities like feedback etc helps in resolving conflicts among team members.
• This model has been used in various companies
like IBM , Pepsi , KPMG etc.
Johari Window Model
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Performance that is externally focused and concerns meeting the needs and expectations of outsiders such as customers, company colleagues or fans. It is assessed using measures such as quantity, quality and time.”
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Significance of teams analysis
Individual contribution of expertise
Team size/type modified basis the need
Performance evaluated against projected results
Keeps check on progress provides recommendations
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Evaluation Tools
QUANTITATIVE
TIME ELAPSED
QUALITATIVE
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Margerison-McCann Work Wheel
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1. a
:
Accurately analyzing
your business results
Future Growth
Long term strategic planning
By measuring team performanceyou will build a strong foundation for:
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THANK YOU!
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