Description
This is a presentation describing about the team build process, differentiates between work groups and teams and explains team building model.
A TEAM IS A GROUP OF INDIVIDUALS WHO WORK IN A FACE-TO-FACE RELATIONSHIP TO ACHIEVE A COMMON GOAL & INDIVIDUALS SHARE COMMON ACCOUNTABILITY FOR THE OUTCOME.
?
THE DIFERENCE BETWEEN THE WORKGROUP & TEAMS COULD BE IDENTIFIED THROUGH THE FOLLOWING SLIDES:
ISSUES. PURPOSE. WORK PRODUCTS. PROCESS. LEADERSHIP. MEETINGS.
WORK-GROUPS SAME AS ORG. INDIVIDUALS. DISCUSS, DECIDE & DELEGATE. A SINGLE LEADER. EFFICIENT.
TEAMS. SPECIFIC. COLLECTIVE. DISCUSS, DECIDE & DELEGATE. SHARED. OPEN. PROBLEMSOLVING.
ACCOUTABILITY.
INDIVIDUAL.
INDIVIDUAL &
?
? ?
?
?
?
NORMALLY, A TEAM HAS THE FOLLOWING CHARACTERISICS: 1. MEMBER’S ARE INTERDEPENDENT. 2. COMMON GOALS. 3. CONTRIBUTION’S OF EACH MEMBER EQUALLY IMPORTANT. 4. CONGRUENCE OF GOALS & OBJECTIVES. HUMANISATION AT WORK PLACE.
?
?
? ?
A NO. OF RESEARCH HAS BEEN CONDUCTED ON GROUP FORMATION & DEVELOPMENT. EXAMPLES LIKE BENNIS & SHEPARD, GIBB, TUCKMAN & JENSON & YALOM ETC, SUMMARISED THE VARIOUS THEORIES, SUGGESTED FIVE STAGES OF GROUP DEVELOPMENT: 1. FORMING. 2. STORMING.
3. NORMING. ? 4. PERFORMING & ? 5. ADJOURNING. THIS MODEL IS WIDELY ACCEPTED. KORMANSKI & MOZENTER(1987), INTEGRATED THE VARIOUS THEORIES & SUGGESTED THE FOLLOWING STAGES OF TEAM DEVELOPMENT, EXHIBITED IN THE NEXT SLIDE.
?
STAGES ONE. TWO.
THEME. AWARENESS. CONFLICT.
TASK-OUTCOME. COMMITMENT. CLARIFICATION.
RELATIONSHIPOUTCOME. ACCEPTANCE. BELONGING.
THREE.
FOUR. FIVE.
COOPERATION.
PRODUCTIVITY SEPARATION.
INVOLVEMENT.
ACHIEVEMENT. RECOGNITION.
SUPPORT.
PRIDE. SATISFACTION.
?
1. AWARENESS: AT THIS STAGE, INDIVIDUALS GET TO KNOW EACH OTHER.
?
BY KNOWING THE GOALS OF THE TEAM, THEY COMMIT THEMSELVES TO THE GOALS & AGREE TO WORK TOGETHER, & HAVE SUFFICIENT KNOWLEDGE ABOUT THE ASSIGNMENT AT HAND.
?
AT THIS STAGE THEY SEARCH DEEPER & BEGIN TO ASK QUESTIONS. AS RESULT THE MATTERS ARE SORTED & CLARIFIED. THEY MAY ALSO FIGHT WITH EACH OTHER & IN THE PROCESS, RESOLVE ANY HOSTILITIES & ULTIMATELY LEADING TO A FEELING OF SENSE OF BELONGINGNESS IN THE GROUP.
?
?
?
THE MEMBERS ACCEPT OWNERSHIP OF THE TEAM GOALS & GET INVOLVED WITH THOSE GOALS, WITH RESOLVED FEELINGS & SUPPORTING EACH OTHER.
?
AT THIS STAGE, THE ACTUAL ACHIEVEMENT OF GOALS/OUTCOME. THE TEAM MEMBERS FEEL PROUD OF THEIR ACHIEVEMENT.
?
?
?
?
?
ONCE THE GOALS ARE ACHIEVED, SOME SPECIFIC TEAMS MAY DECIDE TO ACCEPT DISSOLUTION OF TEAMS. SOMETIMES A TIME-BOUND PROJECTS COME TO A CLOSE. THE TEAM-MEMBERS EXPERIENCE A HIGH SENSE OF SATISFACTION FROM WORKING WITH EACH OTHER. THIS IS THE STAGE OF CLOSURE OF ONE TASK ON WHICH THE TEAM IS WORKING.
?
?
?
BELBIN IDENTIFIED EIGHT TEAM ROLES TO BE ACCOMPLISDED BY THE TEAM ITSELF: 1. CHAIRMAN/COODINATOR: BE A STABLE, DOMINANT, AN EXTROVERT & PREOCCUPIED WITH OBJECTIVES. NORMALLY HE IS A PERSON OF CHARACTER & DISCIPLINE & QUANTIFIES OBJECTIVES, ESTABLISH PRIORITIES, SUMS-THEM UP & COME TO CONCLUSION.
?
?
?
2. SHAPER: SUCH A PERSON IS ANXIOUS, DOMINANT & AN EXTROVERT. NORMALLY, THE INDIVIDUAL IS OUTGOING, HAVING ABUNDANT ENERGY & EASILY FRUSTRATED. THE INDIVIDUAL PROVIDES SHAPE TO THE TEAM’S EFFORT & PUSHES FOR DECISIONS & SOMETIMES BECOMES ABRASSIVE.
?
?
?
3. PLANT: SUCH PERSONS ARE HAVING A VERY HIGH IQ LEVEL BUT HAVING INTROVERT PERSONALITY. THEY SCATTER THE SEEDS OF IDEAS FOR OTHER’S TO NOURISH & ARE MORE CONCERNED WITH BASIC ISSUES. SUCH PEOPLE ARE USUALLY VERY SENSITIVE & CAN WITHDRAW AT ANY POINT OF TIME WITHOUT ANY PRIOR NOTICE.
?
?
?
4. MONITOR/ EVALUATOR : THEY ARE CRITICAL & CAN MAKE UNBIASED ANALYSIS & SOMETIMES THEY ARE CONSIDERED AS A DESTROYER OF IDEAS. HE/SHE LACKS WARMTH BUT ARE RARELY WRONG. 5. COMPANY WORKER: THEY ARE STABLE. CONTROLLED & PRACTICAL ORGANISER & HAVING ADAPTABILITY SKILLS.
?
?
?
6. RESOURCE-INVESTIGATER: THEY ARE DOMINANT, FRIENDLY, RELAXED, EXTROVERT & PROBABLY THE MOST POPULAR MEMBER OF THE TEAM. THEY BRING OUTSIDE RESOURCES & KEEP IN TOUCH WITH REALITY. 7. TEAM-WORKER: THEY ARE SENSITIVE, EXTROVERT, CONCERNED WITH THE NEEDS OF PEOPLE & ARE LOYAL TO THE TEAM.
?
?
8. COMPLETOR/ FINISHER: THEY ARE ANXIOUS, AN INTROVERT & SEROIULY WORKS FOR THE DETAILS OF THE PROJECT/ ASSIGNMENTS UNDERTAKEN BY THEM. INFACT BELBIN HAD DEVELOPED INTRUMENTS TO IDENTIFY THESE ROLES, WHICH COULD BE USED IN SELECTION, FORMATION OF TEAMS, PLACEMENTS & DIAGNOSIS OF TEAMS & ITS TEAM EFFECTIVENESS.
?
?
?
?
?
MARGERISON & McCANN(1990): THEY HAVE IDENTIFIED (9) TEAM ROLES: 1. CREATER: INITIATES CREATIVE IDEAS. 2. PROMOTER: CHAMPIONS IDEAS AFTER THEY ARE INITIATED. 3. ASSESSORS: OFFERS INSIGHTFUL ANALYSIS OF OPTIONS. 4. ORGANIZER: PROVIDES STRUCTURE.
?
?
?
?
5. PRODUCER: PROVIDES DIRECTION & FOLLOW-THROUGH. 6. CONTROLLER: EXAMINES DETAILS & ENFORCES RULES. 7. ADVISER: ENCOURAGES THE SEARCH FOR MORE INFORMATIONS. 8. LINKER: COORDINATES & INTEGRATES.
?
PRADIP KHANDEWALA(1992), HAD DONE HIS PIONEERING STUDIES ON THE TURNAROUND STRATEGY OF AN ORGANISATION & COCLUDED THAT ‘THE GREAT PERSON MODEL’ OF TURNAROUND TO BE REPLACED BY THE ‘ GROWING TEAM MODEL OF TURNAROUND FACILITATION.
?
?
?
LAHKANPAL NATIONAL LIMITED IS A JAPANESE JOINT VENTURE OPERATING IN INDIA, PRODUCING NOVINO BATTERIES. IN 1990, THE COMPANY LAUNCHED THE HUMAN (21) CAMPAIGN OF INNOVATION TO DOUBLE THE PERFORMANCE OF THE COMPANY BY 1993. THE CAMPAIGN WAS DESIGNED BY MITSUSHITA ELECTRIC, ONE OF THE OWNERS OF LAKHANPAL.
?
THE COMPANY BROCHURE DESCRIBED, ‘’ HUMAN 21’’, AS A CAMPAIGN TO USE ALL THE POTENTIAL ENERGIES WITHIN THE STAFF IN A VISIBLE & PRONOUNCED MANNER SO THAT THE COMPANY COULD BE FULLY READY TO MEET THE CHALLENGES OF THE 21.ST CENTURY.
?
SEVENTY-TWO SUB- THEMES WERE IDENTIFIED & TEAMS WERE FORMED TO PERSUE ONE OF THESE.
SOME OF THE SUB-THEMES WERE: 1. SYSTEM FOR IMPROVING THE HEALTH OF THE EMPLOYEES. 2. REDUCTION OF THE REJECTION OF GOODS CELLS BY 50%. 3. REDUCTION OF MANPOWER BY 50% IN PARTS SECTION.
?
?
?
?
?
?
4. REDUCTION OF FALLING OF BATTERIES JACKETS BY 50%. 5. ACHIEVEMENT OF ZERO AGEING OF A PARTICULAR TYPE OF BATTERY. 6. CUTTING OF WATER CONSUMPTION BY 50%. 7. REDUCTION OF TOTAL INVENTORY BY 50%. 8. DOUBLING OF COMPUTER UTILIZTION.
?
?
?
9. REDUCTION OF THE IMPORT OF SPARES BY HALF. 10. REDUCE THE ELECTRICAL BREAKDOWN TIME BY 50%. 11. INCREASE OF OUTPUT OF THE BATTERY BY 70%, WITHOUT INCREASING THE MANPOWER. 12. IMPROVING IN THE WORKING AREA & WORKING CONDITIONS.
?
?
?
?
?
?
13.REDUCTION OF TELRPHONE EXPENSES BY 50%. 14. BEAUTIFICATION OF RECEPTION AREA. 15. LIFETIME EMPLOYMENT & CAREER DEVELOPMENT PLANS FOR EMPLOYEES. 16. DOUBLING OF SALES VOLUME. 17. ANNUAL GENERAL MEETINGS TO BE CONDUCTED WITHIN THREE MONTHS OF YEAR ENDING.
18. REDUCING THE MANUAL WORKLOAD IN PREPARING ACCOUNTS BY 50% THROUGH COMPUTERIZATION. 19.DOUBLING THE PRODUCTIVITY OF EVERY SECTION OF THE COMPANY. THE STRATEGY WAS TO ACHIEVE LARGE IMPROVEMENTS THROUGH TEAM-EFFORT IN VARIOUS SPECIFIC AREAS OF OPERATIONS.
?
Q.NO.(1): DESCRIBE THE FEASIBILITY OF SUCCESS OF THIS TURNAROUND STRATEGY OF THE ORG.
?
Q.NO.(2): IS IT THE CORRECT PROCESS?
JUSTIFY?
?
?
?
?
MCGREGOR & LIKERT, HAVE DRAWN ATTENTION TO THE IMPORTANCE OF TEAMS IN 1960, & LISTED A NO. OF CHARACTERISTICS OF EFFECTIVE WORK-GROUPS & TEAMS. THE NO. IN THE EXHIBIT REFERS TO THE SERIAL NO. OF THE SUGGESTIONS GIVEN BY DYERS. THE CHARACTERISTICS ARE EXHIBITED IN THE NEXT SLIDE.
S.NO. 1. 2
CHARACTERISTICS COMMITMENT. ROLE CLARITY.
MCGREGOR. ------------------3, 9
LIKERT. 8, 12, 13. 23.
3.
4. 5.
SELF-DISCLOSURES.
OPENESS COMPETENCE
5,7,8,11.
--------------------1.
17.
1. 15, 16
Sr. No 6.
CHARACTERISTICS CREATIVITY
MCGREGOR. ---------------------
LIKERT. 18,19.
7.
8. 9. 10.
COLLABORATION
CONGRUNCE. SUPP. LEADERS. MGT.OF POWER.
-------------------1. -------------------------------------2,6,10
1.
15,16. 2, 4,9,14. 3,5,6,7 & 11. 10, 24. 20, 21 & 22.
?
?
?
THE PROCESS OF MAKING THE TEAM EFFECTIVE IS KNOWN AS TEAM BUILDING. THERE ARE A NO. OF APPROACHES TO THE TEAM BUILDING PROCESS: 1. JOHARI-WINDOW APPROACH: IT INVOLVES HELPING INDIVIDUALS TO TAKE RISKS & FRANKLY EXPRESS THEIR OPINIONS & REACTIONS, HELPING THEM TO ACCEPT FEEDBACK .
?
?
?
THIS CAN BE ACCOMPLISHED THROUGH DEVELOPING TEAM-PROFILE BASED ON INDIVIDUAL MEMBER’S RESPONSES TO THE INSTRUMENT.( U. PAREEK). 2. ROLE- NEGOTIATION APPROACH: TEAM-BUILDING CAN BE DONE USING ROLE-NEGOTIATION MODEL BY HARRISON). THIS REFERS TO SHARING IMAGES OF THE TEAM MEMBERS WITH EACH OTHER.
?
THE TEAM DECIDE WHAT ARE THE SPECIFIC ACTIONS TO BE TAKEN BY THE TEAM MEMBER TO MAKE IT EFFECTIVE. THIS IS BASED ON SUCH EXPECTATIONS, NEGOTIATIONS BETWEEN THE TEAM MEMBERS FOR COLLABORATION.
?
?
?
?
?
BELBIN HAD SUGGESTED EIGHT TEAMROLES MODEL.( DISCUSSED) THE BEHAVIOUR MODIFICATION MODEL: TEAM-BUILDING PROCESS COULD BE MADE EFFECTIVE THROUGH IMPROVING INDIVIDUAL ORIENTATIONS. COLLABORATION DEPENDS ON THE INDIVIDUAL’S ORIENTATION STYLE & ATTITUDES.
?
?
?
ACCORDING TO THIS APPROACH, SOME INSTRUMENTS ARE USED TO HELP INDIVIDUALS EXAMINE THEIR STYLE & ORIENTATIONS, IN ORDER TO INCREASE THEIR EFFECTIVENESS BY MODIFYING THEIR BEHAVIOUR. THIS ENHANCES INDIVIDUAL’S POTENTIAL FOR COLLABORATION & TEAM-BUILDING. THE CONCEPT OF POWER COULD ALSO BE USED TO HELP TEAM MEMBER’S.( PERSUASIVE-POWER)
?
?
TEAM-BUILDING COULD BE ATTEMPTED BY CREATING ARTIFICIAL TEAMS IN WHICH PEOPLE HAVE THE OPPORTUNITY TO EXPERIMENT & LEARN FROM THEIR BEHAVIOUR IN A LESS THREATENING CONTEXT. VARIOUS GAMES OR EXERCISES COULD BE USED, LIKE BROKEN SQUARES, HOLLOW-SQUARES, WIN AS MUCH YOU CAN.
DYER(1978), HAD DEVELOPED FIVE STAGES OF TEAM-BUILDING: ? 1. DATA STRENGHENING. ? 2. DATA ANALYSIS. ? 3. ACTION PLANNING. ? 4. IMPLEMENTATION. ? 5. EVALUATION. IN THIS APPROACH, THE DIAGNOSIS IS DONE ON THE BASIS OF QUESTIONNAIRES, INTERVIEWS, OBSERVATIONS.
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?
EMPHASIS ON THE POSITIVE ASPECTS OF INDIVIDUALS, INCLUDING INSPIRING DREAMS & APPRECIATING POSITIVE QUALITIES IN EACH OTHER. COOPERRIDER & WHITNEY(1999), FOCUSSED ON INCREASING COLLABORATION AMONGST PEOPLE FOR STRONG TEAMS.
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THE TEAM MAY PREPARE A COMMON VISION OF A DESIRABLE FUTURE. THE PROJECTION MAY BE NEXT FIVE YEARS OR SO WITH SPECFIC ACHIEVEMENTS IN CONSIDERATIONS. FORCE-FIELD ANALYSIS: THE TEAMS MAY IDENTIFY THE FORCES, WHICH ARE POSITIVE & HELPING THE TEAMS TO MOVE FORWARD IN THE DESIRED DIRECTIONS.
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?
THE RESPONSIBILITY OF MONITORING THE ACTIONS TAKEN BY THE TEAMS WOULD TAKEN-UP BY ONE OR TWOMEMBERS & TEAM SHOULD MEET PERIODICALLY TO REVIEW THEIR PROGRESS. THE AREAS OF INTER-TEAM & INTRATEAM CONFLICTS SHOULD ALSO BE TAKEN INTO CONSIDERATION.
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? ? ? ?
? ?
1. MEMBERS COMMITTED TO GROUP GOALS. 2. FRIENDLY BEHAVIOUR. 3. CONFRONT CONFLICTS EQUALLY. 4. UNDERSTANDING. 5. INVOLVED IN DECISION-MAKING PROCESS. 6. INDIVIDUAL DIFFERENCES. 7. CONTRIBUTE IDEAS & SOLUTIONS.
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8. REWARD TEAM -EFFORTS. 9. APPRECIATE COMMENTS ABOUT TEAM-PERFORMANCES. 10. REVIEWS.
?
?
doc_700273269.pptx
This is a presentation describing about the team build process, differentiates between work groups and teams and explains team building model.
A TEAM IS A GROUP OF INDIVIDUALS WHO WORK IN A FACE-TO-FACE RELATIONSHIP TO ACHIEVE A COMMON GOAL & INDIVIDUALS SHARE COMMON ACCOUNTABILITY FOR THE OUTCOME.
?
THE DIFERENCE BETWEEN THE WORKGROUP & TEAMS COULD BE IDENTIFIED THROUGH THE FOLLOWING SLIDES:
ISSUES. PURPOSE. WORK PRODUCTS. PROCESS. LEADERSHIP. MEETINGS.
WORK-GROUPS SAME AS ORG. INDIVIDUALS. DISCUSS, DECIDE & DELEGATE. A SINGLE LEADER. EFFICIENT.
TEAMS. SPECIFIC. COLLECTIVE. DISCUSS, DECIDE & DELEGATE. SHARED. OPEN. PROBLEMSOLVING.
ACCOUTABILITY.
INDIVIDUAL.
INDIVIDUAL &
?
? ?
?
?
?
NORMALLY, A TEAM HAS THE FOLLOWING CHARACTERISICS: 1. MEMBER’S ARE INTERDEPENDENT. 2. COMMON GOALS. 3. CONTRIBUTION’S OF EACH MEMBER EQUALLY IMPORTANT. 4. CONGRUENCE OF GOALS & OBJECTIVES. HUMANISATION AT WORK PLACE.
?
?
? ?
A NO. OF RESEARCH HAS BEEN CONDUCTED ON GROUP FORMATION & DEVELOPMENT. EXAMPLES LIKE BENNIS & SHEPARD, GIBB, TUCKMAN & JENSON & YALOM ETC, SUMMARISED THE VARIOUS THEORIES, SUGGESTED FIVE STAGES OF GROUP DEVELOPMENT: 1. FORMING. 2. STORMING.
3. NORMING. ? 4. PERFORMING & ? 5. ADJOURNING. THIS MODEL IS WIDELY ACCEPTED. KORMANSKI & MOZENTER(1987), INTEGRATED THE VARIOUS THEORIES & SUGGESTED THE FOLLOWING STAGES OF TEAM DEVELOPMENT, EXHIBITED IN THE NEXT SLIDE.
?
STAGES ONE. TWO.
THEME. AWARENESS. CONFLICT.
TASK-OUTCOME. COMMITMENT. CLARIFICATION.
RELATIONSHIPOUTCOME. ACCEPTANCE. BELONGING.
THREE.
FOUR. FIVE.
COOPERATION.
PRODUCTIVITY SEPARATION.
INVOLVEMENT.
ACHIEVEMENT. RECOGNITION.
SUPPORT.
PRIDE. SATISFACTION.
?
1. AWARENESS: AT THIS STAGE, INDIVIDUALS GET TO KNOW EACH OTHER.
?
BY KNOWING THE GOALS OF THE TEAM, THEY COMMIT THEMSELVES TO THE GOALS & AGREE TO WORK TOGETHER, & HAVE SUFFICIENT KNOWLEDGE ABOUT THE ASSIGNMENT AT HAND.
?
AT THIS STAGE THEY SEARCH DEEPER & BEGIN TO ASK QUESTIONS. AS RESULT THE MATTERS ARE SORTED & CLARIFIED. THEY MAY ALSO FIGHT WITH EACH OTHER & IN THE PROCESS, RESOLVE ANY HOSTILITIES & ULTIMATELY LEADING TO A FEELING OF SENSE OF BELONGINGNESS IN THE GROUP.
?
?
?
THE MEMBERS ACCEPT OWNERSHIP OF THE TEAM GOALS & GET INVOLVED WITH THOSE GOALS, WITH RESOLVED FEELINGS & SUPPORTING EACH OTHER.
?
AT THIS STAGE, THE ACTUAL ACHIEVEMENT OF GOALS/OUTCOME. THE TEAM MEMBERS FEEL PROUD OF THEIR ACHIEVEMENT.
?
?
?
?
?
ONCE THE GOALS ARE ACHIEVED, SOME SPECIFIC TEAMS MAY DECIDE TO ACCEPT DISSOLUTION OF TEAMS. SOMETIMES A TIME-BOUND PROJECTS COME TO A CLOSE. THE TEAM-MEMBERS EXPERIENCE A HIGH SENSE OF SATISFACTION FROM WORKING WITH EACH OTHER. THIS IS THE STAGE OF CLOSURE OF ONE TASK ON WHICH THE TEAM IS WORKING.
?
?
?
BELBIN IDENTIFIED EIGHT TEAM ROLES TO BE ACCOMPLISDED BY THE TEAM ITSELF: 1. CHAIRMAN/COODINATOR: BE A STABLE, DOMINANT, AN EXTROVERT & PREOCCUPIED WITH OBJECTIVES. NORMALLY HE IS A PERSON OF CHARACTER & DISCIPLINE & QUANTIFIES OBJECTIVES, ESTABLISH PRIORITIES, SUMS-THEM UP & COME TO CONCLUSION.
?
?
?
2. SHAPER: SUCH A PERSON IS ANXIOUS, DOMINANT & AN EXTROVERT. NORMALLY, THE INDIVIDUAL IS OUTGOING, HAVING ABUNDANT ENERGY & EASILY FRUSTRATED. THE INDIVIDUAL PROVIDES SHAPE TO THE TEAM’S EFFORT & PUSHES FOR DECISIONS & SOMETIMES BECOMES ABRASSIVE.
?
?
?
3. PLANT: SUCH PERSONS ARE HAVING A VERY HIGH IQ LEVEL BUT HAVING INTROVERT PERSONALITY. THEY SCATTER THE SEEDS OF IDEAS FOR OTHER’S TO NOURISH & ARE MORE CONCERNED WITH BASIC ISSUES. SUCH PEOPLE ARE USUALLY VERY SENSITIVE & CAN WITHDRAW AT ANY POINT OF TIME WITHOUT ANY PRIOR NOTICE.
?
?
?
4. MONITOR/ EVALUATOR : THEY ARE CRITICAL & CAN MAKE UNBIASED ANALYSIS & SOMETIMES THEY ARE CONSIDERED AS A DESTROYER OF IDEAS. HE/SHE LACKS WARMTH BUT ARE RARELY WRONG. 5. COMPANY WORKER: THEY ARE STABLE. CONTROLLED & PRACTICAL ORGANISER & HAVING ADAPTABILITY SKILLS.
?
?
?
6. RESOURCE-INVESTIGATER: THEY ARE DOMINANT, FRIENDLY, RELAXED, EXTROVERT & PROBABLY THE MOST POPULAR MEMBER OF THE TEAM. THEY BRING OUTSIDE RESOURCES & KEEP IN TOUCH WITH REALITY. 7. TEAM-WORKER: THEY ARE SENSITIVE, EXTROVERT, CONCERNED WITH THE NEEDS OF PEOPLE & ARE LOYAL TO THE TEAM.
?
?
8. COMPLETOR/ FINISHER: THEY ARE ANXIOUS, AN INTROVERT & SEROIULY WORKS FOR THE DETAILS OF THE PROJECT/ ASSIGNMENTS UNDERTAKEN BY THEM. INFACT BELBIN HAD DEVELOPED INTRUMENTS TO IDENTIFY THESE ROLES, WHICH COULD BE USED IN SELECTION, FORMATION OF TEAMS, PLACEMENTS & DIAGNOSIS OF TEAMS & ITS TEAM EFFECTIVENESS.
?
?
?
?
?
MARGERISON & McCANN(1990): THEY HAVE IDENTIFIED (9) TEAM ROLES: 1. CREATER: INITIATES CREATIVE IDEAS. 2. PROMOTER: CHAMPIONS IDEAS AFTER THEY ARE INITIATED. 3. ASSESSORS: OFFERS INSIGHTFUL ANALYSIS OF OPTIONS. 4. ORGANIZER: PROVIDES STRUCTURE.
?
?
?
?
5. PRODUCER: PROVIDES DIRECTION & FOLLOW-THROUGH. 6. CONTROLLER: EXAMINES DETAILS & ENFORCES RULES. 7. ADVISER: ENCOURAGES THE SEARCH FOR MORE INFORMATIONS. 8. LINKER: COORDINATES & INTEGRATES.
?
PRADIP KHANDEWALA(1992), HAD DONE HIS PIONEERING STUDIES ON THE TURNAROUND STRATEGY OF AN ORGANISATION & COCLUDED THAT ‘THE GREAT PERSON MODEL’ OF TURNAROUND TO BE REPLACED BY THE ‘ GROWING TEAM MODEL OF TURNAROUND FACILITATION.
?
?
?
LAHKANPAL NATIONAL LIMITED IS A JAPANESE JOINT VENTURE OPERATING IN INDIA, PRODUCING NOVINO BATTERIES. IN 1990, THE COMPANY LAUNCHED THE HUMAN (21) CAMPAIGN OF INNOVATION TO DOUBLE THE PERFORMANCE OF THE COMPANY BY 1993. THE CAMPAIGN WAS DESIGNED BY MITSUSHITA ELECTRIC, ONE OF THE OWNERS OF LAKHANPAL.
?
THE COMPANY BROCHURE DESCRIBED, ‘’ HUMAN 21’’, AS A CAMPAIGN TO USE ALL THE POTENTIAL ENERGIES WITHIN THE STAFF IN A VISIBLE & PRONOUNCED MANNER SO THAT THE COMPANY COULD BE FULLY READY TO MEET THE CHALLENGES OF THE 21.ST CENTURY.
?
SEVENTY-TWO SUB- THEMES WERE IDENTIFIED & TEAMS WERE FORMED TO PERSUE ONE OF THESE.
SOME OF THE SUB-THEMES WERE: 1. SYSTEM FOR IMPROVING THE HEALTH OF THE EMPLOYEES. 2. REDUCTION OF THE REJECTION OF GOODS CELLS BY 50%. 3. REDUCTION OF MANPOWER BY 50% IN PARTS SECTION.
?
?
?
?
?
?
4. REDUCTION OF FALLING OF BATTERIES JACKETS BY 50%. 5. ACHIEVEMENT OF ZERO AGEING OF A PARTICULAR TYPE OF BATTERY. 6. CUTTING OF WATER CONSUMPTION BY 50%. 7. REDUCTION OF TOTAL INVENTORY BY 50%. 8. DOUBLING OF COMPUTER UTILIZTION.
?
?
?
9. REDUCTION OF THE IMPORT OF SPARES BY HALF. 10. REDUCE THE ELECTRICAL BREAKDOWN TIME BY 50%. 11. INCREASE OF OUTPUT OF THE BATTERY BY 70%, WITHOUT INCREASING THE MANPOWER. 12. IMPROVING IN THE WORKING AREA & WORKING CONDITIONS.
?
?
?
?
?
?
13.REDUCTION OF TELRPHONE EXPENSES BY 50%. 14. BEAUTIFICATION OF RECEPTION AREA. 15. LIFETIME EMPLOYMENT & CAREER DEVELOPMENT PLANS FOR EMPLOYEES. 16. DOUBLING OF SALES VOLUME. 17. ANNUAL GENERAL MEETINGS TO BE CONDUCTED WITHIN THREE MONTHS OF YEAR ENDING.
18. REDUCING THE MANUAL WORKLOAD IN PREPARING ACCOUNTS BY 50% THROUGH COMPUTERIZATION. 19.DOUBLING THE PRODUCTIVITY OF EVERY SECTION OF THE COMPANY. THE STRATEGY WAS TO ACHIEVE LARGE IMPROVEMENTS THROUGH TEAM-EFFORT IN VARIOUS SPECIFIC AREAS OF OPERATIONS.
?
Q.NO.(1): DESCRIBE THE FEASIBILITY OF SUCCESS OF THIS TURNAROUND STRATEGY OF THE ORG.
?
Q.NO.(2): IS IT THE CORRECT PROCESS?
JUSTIFY?
?
?
?
?
MCGREGOR & LIKERT, HAVE DRAWN ATTENTION TO THE IMPORTANCE OF TEAMS IN 1960, & LISTED A NO. OF CHARACTERISTICS OF EFFECTIVE WORK-GROUPS & TEAMS. THE NO. IN THE EXHIBIT REFERS TO THE SERIAL NO. OF THE SUGGESTIONS GIVEN BY DYERS. THE CHARACTERISTICS ARE EXHIBITED IN THE NEXT SLIDE.
S.NO. 1. 2
CHARACTERISTICS COMMITMENT. ROLE CLARITY.
MCGREGOR. ------------------3, 9
LIKERT. 8, 12, 13. 23.
3.
4. 5.
SELF-DISCLOSURES.
OPENESS COMPETENCE
5,7,8,11.
--------------------1.
17.
1. 15, 16
Sr. No 6.
CHARACTERISTICS CREATIVITY
MCGREGOR. ---------------------
LIKERT. 18,19.
7.
8. 9. 10.
COLLABORATION
CONGRUNCE. SUPP. LEADERS. MGT.OF POWER.
-------------------1. -------------------------------------2,6,10
1.
15,16. 2, 4,9,14. 3,5,6,7 & 11. 10, 24. 20, 21 & 22.
?
?
?
THE PROCESS OF MAKING THE TEAM EFFECTIVE IS KNOWN AS TEAM BUILDING. THERE ARE A NO. OF APPROACHES TO THE TEAM BUILDING PROCESS: 1. JOHARI-WINDOW APPROACH: IT INVOLVES HELPING INDIVIDUALS TO TAKE RISKS & FRANKLY EXPRESS THEIR OPINIONS & REACTIONS, HELPING THEM TO ACCEPT FEEDBACK .
?
?
?
THIS CAN BE ACCOMPLISHED THROUGH DEVELOPING TEAM-PROFILE BASED ON INDIVIDUAL MEMBER’S RESPONSES TO THE INSTRUMENT.( U. PAREEK). 2. ROLE- NEGOTIATION APPROACH: TEAM-BUILDING CAN BE DONE USING ROLE-NEGOTIATION MODEL BY HARRISON). THIS REFERS TO SHARING IMAGES OF THE TEAM MEMBERS WITH EACH OTHER.
?
THE TEAM DECIDE WHAT ARE THE SPECIFIC ACTIONS TO BE TAKEN BY THE TEAM MEMBER TO MAKE IT EFFECTIVE. THIS IS BASED ON SUCH EXPECTATIONS, NEGOTIATIONS BETWEEN THE TEAM MEMBERS FOR COLLABORATION.
?
?
?
?
?
BELBIN HAD SUGGESTED EIGHT TEAMROLES MODEL.( DISCUSSED) THE BEHAVIOUR MODIFICATION MODEL: TEAM-BUILDING PROCESS COULD BE MADE EFFECTIVE THROUGH IMPROVING INDIVIDUAL ORIENTATIONS. COLLABORATION DEPENDS ON THE INDIVIDUAL’S ORIENTATION STYLE & ATTITUDES.
?
?
?
ACCORDING TO THIS APPROACH, SOME INSTRUMENTS ARE USED TO HELP INDIVIDUALS EXAMINE THEIR STYLE & ORIENTATIONS, IN ORDER TO INCREASE THEIR EFFECTIVENESS BY MODIFYING THEIR BEHAVIOUR. THIS ENHANCES INDIVIDUAL’S POTENTIAL FOR COLLABORATION & TEAM-BUILDING. THE CONCEPT OF POWER COULD ALSO BE USED TO HELP TEAM MEMBER’S.( PERSUASIVE-POWER)
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TEAM-BUILDING COULD BE ATTEMPTED BY CREATING ARTIFICIAL TEAMS IN WHICH PEOPLE HAVE THE OPPORTUNITY TO EXPERIMENT & LEARN FROM THEIR BEHAVIOUR IN A LESS THREATENING CONTEXT. VARIOUS GAMES OR EXERCISES COULD BE USED, LIKE BROKEN SQUARES, HOLLOW-SQUARES, WIN AS MUCH YOU CAN.
DYER(1978), HAD DEVELOPED FIVE STAGES OF TEAM-BUILDING: ? 1. DATA STRENGHENING. ? 2. DATA ANALYSIS. ? 3. ACTION PLANNING. ? 4. IMPLEMENTATION. ? 5. EVALUATION. IN THIS APPROACH, THE DIAGNOSIS IS DONE ON THE BASIS OF QUESTIONNAIRES, INTERVIEWS, OBSERVATIONS.
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EMPHASIS ON THE POSITIVE ASPECTS OF INDIVIDUALS, INCLUDING INSPIRING DREAMS & APPRECIATING POSITIVE QUALITIES IN EACH OTHER. COOPERRIDER & WHITNEY(1999), FOCUSSED ON INCREASING COLLABORATION AMONGST PEOPLE FOR STRONG TEAMS.
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THE TEAM MAY PREPARE A COMMON VISION OF A DESIRABLE FUTURE. THE PROJECTION MAY BE NEXT FIVE YEARS OR SO WITH SPECFIC ACHIEVEMENTS IN CONSIDERATIONS. FORCE-FIELD ANALYSIS: THE TEAMS MAY IDENTIFY THE FORCES, WHICH ARE POSITIVE & HELPING THE TEAMS TO MOVE FORWARD IN THE DESIRED DIRECTIONS.
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THE RESPONSIBILITY OF MONITORING THE ACTIONS TAKEN BY THE TEAMS WOULD TAKEN-UP BY ONE OR TWOMEMBERS & TEAM SHOULD MEET PERIODICALLY TO REVIEW THEIR PROGRESS. THE AREAS OF INTER-TEAM & INTRATEAM CONFLICTS SHOULD ALSO BE TAKEN INTO CONSIDERATION.
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1. MEMBERS COMMITTED TO GROUP GOALS. 2. FRIENDLY BEHAVIOUR. 3. CONFRONT CONFLICTS EQUALLY. 4. UNDERSTANDING. 5. INVOLVED IN DECISION-MAKING PROCESS. 6. INDIVIDUAL DIFFERENCES. 7. CONTRIBUTE IDEAS & SOLUTIONS.
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8. REWARD TEAM -EFFORTS. 9. APPRECIATE COMMENTS ABOUT TEAM-PERFORMANCES. 10. REVIEWS.
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doc_700273269.pptx