team building presentation

1. Presented by:-
Kanchan Shrestha
Sachin Acharya

3. Team Building
The process of working with a
team to clarify its task and how
team members can work together
to achieve it.
A plan that can help groups to
develop into a real team is “team
building”

5. TEAM GROUPS
A team is a group of people
who come together
temporarily to achieve a
purpose.
A collection of people who
interact with one another,
accept rights and duties as
members and who share a
common identity.
They work together to help
each other to develop new skill
and they do not rely on leader .
They work together and
handled by leader .
For example : Football team For example :Group of
students in a class.

6. Features of Team
Setting and maintaining the teams objectives
and standards
Involving the team as a whole in the
achievement of objectives
Maintaining the unity of the team
Communicating efficiently with the team
Consulting the team – members before taking
any decisions
Satisfies the human social need to belong

8. Types of Team
• Functional teams
• Cross‐functional teams
• Self‐directed work teams,

9. Functional teams
It performs exact organizational functions
and include members from several vertical
levels of the hierarchy.
 In other words, a functional team is
composed of a manager and his or her
minors for a particular functional area.
Accounting, personnel, and purchasing
departments are examples of functional
teams.

10. Cross functional teams :-‐
• It is made up of experts in various specialties (or functions)
working together on various organizational tasks. Team
members come from such departments as research and
development, design, engineering, marketing, and
distribution.
•These teams are often empowered to make decisions
without the approval of management. And may be temporary
•For example, when Nabisco's executives concluded that the
company needed to improve its relationship with customers
and better satisfy customers' needs, they created cross‐
functional teams whose assignments were to find ways to do
just that.

11. Self directed work teams‐
They are operated without managers and are
responsible for complete work processes or
segments that deliver products or services to external
or internal customers.
Self directed work teams (SDWTs) are designed to‐
give employees a feeling of “ownership” of a whole
job.
For example, at Eastman Kodak Company, teams
are responsible for whole product lines—including
processing, lab work, and packaging. With shared
team responsibilities for work outcomes, team
members often have broader job assignments and
cross train to master other jobs.‐

13. How to create high performing team ?
Have a clear and vision of where they are headed and what they
want to accomplish.
Are excited about that vision because they took part in creating it.
Act from clearly defined priorities.
Have clear measures of success and receive feedback about how
they’re doing .
Maintain open communication and positive relationships with
each other .
Identify and solve problems .
Make decisions when and where they occur .
Successfully manage conflict .
Share leadership responsibilities .
Participate in productive meetings .
Have clearly defined roles and work procedures .
Cooperate cross-functionally .

14. ROLE OF TEAM MEMBER
 The institutional memory. Remembers what the organization did last time this situation
occurred. Has been around long enough to know what works and what doesn’t work
 The clarifier. Helps the team when it is bogging down in detail by identifying key issues that
must be addressed.
 The reality checker. Steps outside of the team and its processes, referring to the larger
organization and its goals, along with the risky issue that may arise.
 The summarizer. Recognizes when the team is bogging down on discussion about its tasks
and is able to draw a brief picture of where the group can go next as a result of its past work.
 The record-keeper. Is able to remind team members, when tasks become complex and people
lose sight of the objective, of data-points that were important and decisions made previously
that are driving current activity.
 The problem-solver. Identifies issues that have slowed team progress and seeks data or
support from outside the team that alleviates the problem and allows progress to continue.

15. Ways To Build Trust In Teams
Set clear expectations
Demonstrate your reliability
Create dependency
Being supportive
Create mutual accountability

18. Basic Requirements
The behaviors that are expected must be
communicated to all those affected so they know
exactly what is meant by rewardable performance.
Both team leaders and team members must be open
about what behaviors are expected, why they are
necessary, and how they will be recognized and
rewarded.

20. Nonmonetary Rewards
Different people respond to different incentives.
Organization should survey employees before
implementing nonmonetary incentives.
Set up a system where the employee can select the
award that appeals to them.

21. TEAM DEVELOPMENT
Traditionally, a team goes through these stages of
development.
Forming: a group of people come together to accomplish
a shared purpose.
Storming: Disagreement about mission, vision, and
approaches combined with the fact that team members
are getting to know each other even though it causes tense
relationships and conflict.
Norming: The team has consciously or unconsciously
formed working relationships that are enabling progress
on the team’s objectives.

22. CONTINUED…
Performing: Relationships, team processes, and the
team’s effectiveness in working on its objectives are
synching to bring about a successfully functioning team.
Transforming: The team is performing so well that
members believe it is the most successful team they have
experienced; or
Ending: The team has completed its mission or purpose
and it is time for team members to pursue other goals or
projects

24. HOPE YOU
ENJOYED OUR
PRESENTATION
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THANK YOU