Team building

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categorie: Engleza

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nivel: Facultate

Referat despre Team building
The number and intensity of these indicators usually signals that team building is appropriate as an intervention tool in the work group. Once the manager recognizes these factors in his working group, he may ask the help of a facilitator or a third party consultant to discuss the possibility of team building. The facilitator’s role in team building should[...]
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Referat despre Team building
The number and intensity of these indicators usually signals that team building is appropriate as an intervention tool in the work group. Once the manager recognizes these factors in his working group, he may ask the help of a facilitator or a third party consultant to discuss the possibility of team building. The facilitator’s role in team building should help the group solve its own problems by making it aware of its own group process and the way the process affects the quality of the teamwork.

9.2. A Model for Team Building
Choosing a model for building the team depends on the facilitator’s personal style, the nature of the issues, which determined the exploration of team building, the culture of the organization, the manager and the group. One model of team building covers five components sustained by the following verbs:
→Envision → Unite → Empower → Explore → Reflect
The role of the facilitator or the leader of the team in giving substance to these actions is essential. Without having the necessary skills and knowledge in these areas, a team cannot be build.

9.2.1. Envision:
A clear, engaging direction is a central first step in developing a team. All the team members should be aware of the objectives they want to achieve and how they are expected to accomplish them. They understand the importance of the vision and that motivates and directs them. A vision must be created and here intervenes the role of the leader. He must listen to all the team members’ ideas and concerns and together formulate their vision.

There are a few ways in which the leader can create a shared vision. For instance:
a) Assess the business mission: customers, industry, experts and competitors help team members examine the present business strategy to assess its viability and risks.
b) 2. Reflect on the organization framework: team members discuss the nature of productive teamwork and compare their work relationships to the team organization model.
c) 3. Confront relationship issues: dealing directly with grievances and conflicts sets the stage for forging a common vision.
d) 4. Search for opportunities to initiate change, innovate, and grow: employees break out of the routine and consider their work as an adventure searching for new, creative ways do deal with their concerns and promote change in their job environment.
e) Take risks and learn from mistakes: in a team people are more open to taking risks and trying new things.
f) Present a short vision statement: a leader must evoke images or metaphors in describing the team vision.
g) Dialogue and include: team members discuss the vision and its potential significance for them and the company. They integrate their ideas so that the business strategy and organization framework makes sense to them.
h) Update: the team revises its vision according to the change in and outside the team.
i) Appreciate accomplishments: the team celebrates its capacity to change and rewards progress on its vision.

9.2. 2. Unite:
An effective vision convinces team members they are united in a common effort. Sensing they are moving in the same direction, they communicate openly and understand each other. They realize they need information, knowledge, ideas, support and energy of others to get their jobs done.

The leader of the team can use the following tips to create the cooperative sense among team members:
a) Explore the team’s vision: all members know the importance of fulfilling the team’s vision and for that they have to work together.
b) Assign a task and ask for one product: the team as a whole is to develop a new product or solve a problem. The manager wants team members to integrate all ideas and develop one solution so that they all have the feeling of contribution in the end.
c) Keep track of group productivity
d) Promote group learning: continuous learning and improvement should be on the team agenda.
e) Praise the team as a whole for its success: the leader recognizes the accomplishments of the team as a whole.
f) Reward individuals based on group performance: each team member should receive a bonus for his/her contribution to the team success.
g) Hold an unproductive group accountable: managers confront failed teams and have them suffer some consequences rather than single out people to blame.
h) Make the task challenging: the team members will be highly motivated to accomplish achievable but difficult tasks.
i) Pledge to cooperate: team members begin meetings by all openly declaring that they will cooperate and work together. Trust can be established when team members believe all of them have decided to promote common goals and reciprocate cooperation.
j) Limit the resources to the group: team members realize that as individuals they cannot each try to accomplish the task but must pool their resources.
k) Assign complementary roles: a team member is asked to record ideas, another to encourage full participation, another to reinforce the team’s agreements etc.
l) Encourage team identity: members focus on their common characteristics and backgrounds.
m) Promote personal relationship: team members discuss their feelings and values they consider important.

9.2. 3. Empower:
Team members do not exert themselves fully unless they believe that they have the technical resources, the organizational mandate and the skills to combine their ideas and efforts successfully. Believing that team members have the necessary technical skills and resources to reach the group goal is central to a sense of power and confidence. Interpersonal and social skills are also vital. Working together requires sensitivity, empathy and confrontation. People should be aware of the feelings and needs of others and respond to them. They must exchange information and at times challenge their position and thinking. Individual responsibility and team accountability empower the group. People avoid situations in which they suspect that they will be unjustly exploited. Team members feel a sense of personal accountability to complete their tasks so that other team members can complete theirs.
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