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The goal is to raise productivity while keeping production costs as low as possible. It takes a lot of time to send cooperative memos of every change in procedure. It takes even more time to implement those changes. With teamwork you eliminate a lot of the formalities.

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Benefits to Organization

Increased productivity

Increased quality

Better morale

Better problem solving

Increased creativity

Better decisions

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Work is less stressful Responsibility is shared Rewards and recognition shared Members can influence each

other All experience a sense of

accomplishment

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Definition

Teams – A small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable.

Usually 7-25 members

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Norming

Storming

Forming

Performing

Adjourning

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Feel moderately eager with high positive expectations about what the tem will accomplish

Feel concerned about how they will fit in and what will be expected of them

Feel anxious about other team members Are dependent on authority to provide

direction

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Interpersonal Issues:• Inclusion & trust• Willingness to include others in

decision making• Extent to which team members

feel they can trust the leader

Task Accomplishment• Low to moderate

• Focus on defining goals, tasks and strategies

Leader Action Strategies

• Establish realistic goals

• Set standard for tem interaction

• Clarify team tasks and team member roles & relationship

• Make decisions and provide directions

• Monitor and give feedback on team performance

• Demonstrate and teach skills

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Experience some discrepancy between initial hopes and the reality

Become dissatisfied with dependence on authority

Experience frustrations about goals and tasks and may react negatively toward formal leader and other team members

May compete for power and attention

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Interpersonal Issues• Control, power and conflict• Extent to which team members

want to follow the directions set by others

• Who influences the team’s direction

Task Accomplishment• Disrupted by negative feelings

• Slowly increases as conflicts are addressed

Leader Action Strategies• Redefine goals, expectation,

roles and relationship

• Encourage and support interdependence

• Provide skill development

• Recognize and accept different opinions

• Manage conflicts

• Praise constructive behavior

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Become less dissatisfied as ways of working together become clear

Resolve discrepancies between expectation and reality

Begin to respect each other’s differences and develop feelings of respect, harmony, and trust

Feel pleasure and increase self esteem

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Interpersonal Issues affection willingness to express

friendly feelings shift focus of control from

leader to team avoidance of “group think”

Task Accomplishment

Increases positive feelings

Facilitates team results

Leader Action Strategies

Involve team in decision making and problem solving

Support team in setting goals and standards

Encourage and acknowledge team progress

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• Feel excited and eager about participating in team activities

• Are autonomous (not dependent on a designated leader)

• Work collaboratively with whole team• Feel highly confident about team

results• Communicate open and freely without

fear of rejection or conflict

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Interpersonal Issues No major issues

Task Accomplishment

Optimal task accomplishment is characterized by team cohesion and pride in team’s results

members derive satisfaction are skills, knowledge, and confidence increase

Leader Action Strategies

Serve as source for the team

Monitor goals and performance in terms of review process

Interface between team and the larger organization

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Become concerned about impending dissolution

Feel loss or sadness about ending the project and separating from the team

May deny feelings by joking or expressing dissatisfaction

may have strong positive feelings about what the teams has accomplished

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Interpersonal Issues

Loss and separation

Feelings of sadness, loss or anger about impending dissolution of the team

Tendency to become less productive

Task Accomplishment

Generally decreases

Sometimes work activity increases (deadlines, overcome sense of loss)

Leader Action Strategies Accept own feelings of loss

Acknowledge the feelings of others

Increase directive and supportive behavior as appropriate

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Conflicts

Testing boundaries

Confusion

Affection

Cooperation

Trust

Productivity Separation

Uncertainty

Form

ing

Sto

rmin

g

Nor

min

g

Per

form

ing

Adj

ourin

g

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Forming Storming Norming Performing Adjourning

Awareness & orientationTasks needs to be clarified

Competition & conflictLeader needs conflict resolution skills

CooperationTeam willing to work together and establish procedures

Trust & performanceTeam focused on results & performance

Separation & moving onTeam focus shifts to “ what will I do next?”

DIRECTING COACHING SUPPORTING DELEGATING

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Credibility of the project leader Unclear project objectives Changing goals & priorities Lack of team definition & structure Confusion about roles and responsibilities Performance appraisals that fail to re

recognize teamwork Excessive team size

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Inputs Tools & Techniques

Outputs Project staff

Project plan

Staffing management plan

Performance reports

Team-building activities

Management skills

Rewards

Collocation

Training

Performance improvement

Performance appraisals

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Task oriented behavior - Focus on what a team needs to do

to get the job done - Facilitate and coordinate decision –

making tasks

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Task oriented behavior - Focus on what a team needs to do

to get the job done - Facilitate and coordinate decision –

making tasks

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Relationship – Oriented Behavior

- Focus on the social needs of the team

- Deal with team tasks, sentiments and viewpoints

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Self-oriented behavior - focus only on the needs of individual

team members sometimes at the cost of the team

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What is the purpose or function of behavior in

a group?

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Initiating - making suggestions - proposing group actions Coordinating - Coordinating idea, suggestions, or activities Summarizing - Combining ideas into cohesive statement & drawing conclusions Evaluating - Assess and question how the team is functioning Information seeking - Asking for facts or clarification Information giving - Offering valid and useful information

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Gate-keeping - Facilitating the participation of other - Inviting less active members to contribute Encouraging - Being open and responsive to others - Recognizing and supporting contributions - Inviting comments Setting standards - Helping the group establish norms and standards related to

maintaining relationship Harmonizing - Relieving tension - Helping others explore their disagreements - Seeking appropriate compromise solutions

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Dominating - Asserting authority status of superiority - Excessive talking, interrupting or overriding others’ comment

Recognition Seeking - Trying to get attention and monopolizing discussion

Withdrawal - Refusing to participate in group discussions - Giving off non verbal signs of disapproval

Blocking - Arguing too much on a point - Rejecting ideas without considering them

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Say thanks I’ve got it Avoid eye contact when asking for a

response Hold up hand as a stop sign have a frank talk Don’t compete with the team

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Apply spectrum policy- Ask members to find something positive in

another’s idea

In case of disagreements, accept both points of views as potentially useful

Give us your background on that opinion

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Keep the energy level high - keep past pace - Ask difficult questions - Be intense - use humor

Keep eye contact when asking questions

Avoid pinning down an individual

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Could we hear more?

Give us specific information, please

Could you look into that and give us more information at the next meeting

Keep meeting at fast pace

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Initiation Planning Executing Controlling Closing

Integration Project planning

Execution Integration change control

Scope Initiation Scope Planning /Definition

Scope Change control

Time SequencingScheduling

Cost Resource planningCost estimatingCost budgeting

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Initiation Planning Executing Controlling

Closing

HR Staffing Team Development

Scope Initiation Scope Planning /Definition

Committees SequencingScheduling

Risk Identification AnalysisResponse Planning

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Teamwork is essential for competing in today's global arena, where individual perfection is not as desirable as a high level of collective performance. In our organization today teams are the norm rather than the exception.

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Teamwork helps organizations in many ways:

It gives the employees cooperative spirit. When people work together for a

common goal it gives them a sense of belonging. It is important for people to feel like they are a part of something. When they feel this pride, they will want to put their best foot forward. They will have enthusiasm in the workplace and connect with other employees.

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Teamwork brings more efficiency to the workplace. This is really the most important thing.

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When people work together in close proximity every day, it makes changes a lot easier. Fellow employees will have the chance to teach and practice the new methods with others in the cooperative. This will save the coop’s money in training and other implementation costs.

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Teams should strive to achieve consensus. Unlike the terms unanimous and majority, there is no vote with consensus

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A Team Leader should try to get the best out of every player. So, he studies each member, to discover his talents, and to develop them. He also studies each member, to discover their weaknesses, and to strengthen them

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Then he trains these members to play as a team. He teaches each one to sacrifice his own personal glory for the common good

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Team play multiplies the power of each individual member

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The total impact of the team is greater than the sum of their individual talents

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• The team performance goals will be much larger numbers than an individual's numbers, and at first it may seem very difficult to reach.

• That is why management must break the monthly goals into daily achievable activity; then individual and target numbers seem more attainable

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• Management must not only give praise to the individual doing the exceptional work, but must also focus on the team results and praise, correct, or redirect accordingly.

• During the team building period (the first 6 months) meeting and discussions with the group should spotlight the positive aspects.

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If there is an individual who is not meeting their goals, bring them in for counseling via a one-on-one meeting.

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Individual rewards foster independent

behavior may lead to creative

thinking and novel solutions

encourage competitive striving within a work team

Team rewards emphasize

cooperation and joint efforts

emphasize sharing information, knowledge, and expertise

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Individual-Organizational Exchange Relationship

• Organizational goals• Departmental objectives• Job tasks

• Physiological needs• Security needs• Physical needs

• Organizational status• Benefits• Income

• Developmental potential• Employee knowledge• Employee skills and

abilities

IndividualOrganizationD

eman

dsC

ontr

ibut

ion

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A good workplace with happy, productive employees is beneficial for the entire cooperative and its members. Making an environment that allows staff to feel good about their work and how they contribute has its challenges.

Promoting a Good Workplace

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Management has many responsibilities, including evaluating people based on their work and contributions, and how they interact with others. When an employee demonstrates mutual effort to achieve a common goal, your employees have moved from a single purpose to Teamwork. This allows the members to reach higher goals than they would individually.

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Provide incentives for the group when the goals are reached. Daily feedback of results is needed to keep the assembled team focusing on the new goal. This review should move the focus for training and advice from management to the team. Let them share their ideas and experiences.

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1. Appreciation of work well done

2. Feeling of being “in on things”

3. Help on personal problems

4. Job security

5. Good wages

6. Interesting work

7. Promotion & Growth

8. Personal loyalty to employees

9. Good working condition

10.Tactful disciplining

Score as 10 highest and 1 lowest

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Be a team player.  The most valuable single factor that contributes towards high levels of excellence and quality in a team, stem from an individual team member's ability to work with others, i.e. his or her levels of cooperation and communication.  These "social intelligence" skills include the ability to persuade, negotiate, compromise and make others feel important

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The most valuable single factor that contributes towards high levels of excellence and quality in a team, stem from an individual team member's ability to work with others, i.e. his or her levels of cooperation and communication.  These "social intelligence" skills include the ability to persuade, negotiate, compromise and make others feel important

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Like any journey, many different routes can be taken

Winning organization or Losing Organization

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Provide an inspiring vision Define shared values

Set stretch goals Develop team leaders

Synergize complementary skills Celebrate diversity

Encourage team activities Empower teams Provide coaching

Reward collective achievements

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Reference:Dr. Peter Muller

Swiss Federal Institute of Technology Zurich

April, 2005

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