Before you can start team building in the workplace, you need to understand what it really means to work as a team. It is also very important that everyone else on the team understands the meaning of teamwork. Work together to achieve this in order to further the accomplishments of your team. Here are the presentations to explain the Ways to Grow the Successful Working Team. Teamwork: Simply stated, it is less me and more we.
(1) First of All, Knowing Your People: If you are a leader in the organization and you want to develop teamwork, to have a good understanding of your people. Spend time with them. Talk to them. This way, you will come to understand what they care for individually. You will also discover what makes them come alive. That is very important if you wish to win them over and initiate an organization that uses teamwork to its fullest potential!
TEAM = Together Everyone Achieves More
(2) Bringing people together: When they start working and feel the pressure, you will be surprised at the level of effectiveness and efficiency that they will bring to the group. Spread good performers, the average people and the bad performers evenly. This way, you can maximize the strengths and weaknesses of each member of the teams. The result will be a kaleidoscope of perspective that will enrich the overall performance of the organization Coming together, sharing together, working together, and succeeding together.
(3) Choosing the Right Persons to Be Team Members: Each person should be given the responsibility for handling a proper situation. If all members will interfere in every aspect of the work being done, then it may lead to ruin the output of the team. These are the facts that you should look at while concerning about teamwork or else your teamwork can lead the way to downward. So be cautious while choosing good team members. “The era of the rugged individual is giving way to the era of the team player. Everyone is needed, but no one is necessary.” - Bruce Coslet, Coach, Bengals
(4) Forming the Strong Team: In the initial stages of team development, management needs to establish clear ground rules and responsibilities that give the team its sense of purpose. These management actions will help to remove the inevitable confusion and anxiety that normally exists as team members first get to know each other.
(5) “Teamwork represents a set of values that encourage behaviors such as listening and constructively responding to points of view expressed by others, giving others the benefit of the doubt, providing support to those who need it, and recognizing the interests and achievements of others.” - Katzenbach & Smith
(6) Previewing the Behavior of All Members: One of the factors leading to bad teamwork is that the team members do not participate as much everyone does. Some members may have attitude problems for which the team has suffer. If necessary, a recommendation from peers and supervisors may be sought for this purpose. Self-directed work teams represent an approach to organizational design that goes beyond quality circles or ad hoc problem-solving teams. These teams are natural work groups that work together to perform a function or produce a product or service.
They not only do the work but also take on the management of that work -- functions formerly performed by supervisors and managers. This allows managers to teach, coach, develop and facilitate rather than simply direct and control. Example Minnesota-based 3M is among an increasing number of companies that involve employees in the daily management of their business through work teams.
These teams are empowered to take corrective actions to resolve dayto-day problems. They also have direct access to information that allows them to plan, control and improve their operations. In short, employees that comprise work teams manage themselves. At 3M, the movement toward self-directed work teams has been driven more by initiative and need than by corporate directive. Many of the initial efforts were in manufacturing facilities where the changing environment demanded employees operate differently in order to be competitive. Plants in Hutchinson, Minnesota; Weatherford, Oklahoma; Cynthiana, Kentucky; and Bristol, Pennsylvania, provide good examples of adaptation to self-directed work teams. Now, most of 3M's manufacturing facilities, while at different levels of empowerment and different degrees of involvement, employ a team-based approach.
In 1994, 3M's new Brockville, Ontario, facility came on-line as the organization's first "greenfield" site. It was designed and built to operate with self-directed work teams. Many work groups in line divisions and staff groups are moving more and more into self-direction. 3M's commercial office supply division, dental products division, finance, logistics and quality management services are becoming increasingly team-based and self-directed. A breakthrough approach to designing work Self-directed work teams, also known as self-managing teams, represent a revolutionary approach to the way work is organized and performed. Instead of organizing work based on the traditional Taylor model -- reducing a process to individual steps -- work becomes restructured around whole processes. There must be interdependence and joint responsibility for outputs if there is to be a self-directed work team. Whereas the traditional system reduces the required skill at every level of work, producing boredom in the bottom-level jobs, the new system integrates the needs of the people with the work to be done, and those closest to the jobs help design the job. This concept -- designing the work system with the full participation of the people doing the work -- is contributing to productivity breakthroughs for organizations in the 1990s.
Companies are redistributing power, authority and responsibility so that the people closest to the customer and the end product or result have decision-making capability. Business Week recently reported that self-directed work teams are, on average, 30 to 50 percent more productive than their conventional counterparts.
The following are some examples of organizations that attribute major productivity results to the advantages of self-directed work teams:
AT&T: Increased the quality of its operator service by 12 percent.
Federal Express: Cut service errors by 13 percent.
Johnson & Johnson: Achieved inventory reductions of $6 million.
Shenandoah Life Insurance: Cut staffing needs, saving $200,000 per year, while handling a 33-percent greater volume of work.
3M's Hutchinson facility: Increased production gains by 300 percent.
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