TEAM BULIDING

by

Dr David Swetnam
Paul Jonathan Ezaga 314190

16th of January, 2012

TABLE OF CONTENTS
1.0 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 2.0 2.1 Team Profile Development Plan.................................3 Team Members Familiarisation..................................3 Situational Analysis. ...............................................3 Goal Definition........................................................4 Road Map..............................................................4 Expectations.........4 Support or Needed Assistance..................................5 Goals Assessment and Appraisal...............................5 Feedback...............................................................5 Practical Example.........................................6 References.............................................................7

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1.0 TEAM PROFILE DEVELOPMENT PLAN

Through many years of experience, we've found that most teams fail because they have no clear picture of where they are heading or how they will get there. Successful teams need clear expectations and a common purpose. Some of these crucial issues that has led to teams being successful are;

1.1 TEAM MEMBERS FAMILIARISATION

Team members may be people from different cultures, sex, national origin, age or religion. Their work ethics and team performances would be shapened by these factors. Team members need to know and understand these different individual differences, the strengths and weaknesses so as maximize the benefits and minimize the barriers among team members can be harnessed to achieve maximum performance levels. The workplace behaviour of team members can be understood by examining their Work Values, Risk-Orientation and Preferences.

1.2 SITUATIONAL ANALYSIS

After team members familiarisation, then comes what is also

called a S.W.O.T Analysis. A Situational Analysis will allow us to look at the teams' key Strengths, Weaknesses, Opportunities and Threats and to determine whether the necessary resources are available to achieve the team's vision. It is useful to look at team
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balance, whether team members are likely to be risk averse or risk accepting, and whether conflicting values are likely to arise.

1.3 GOAL DEFINITION

The teams goals has to be clearly set out so that what is expected of everyone is defined. The team must begin with end in mind. As the saying goes, when your destination is known, you are halfway there. To work with energy, commitment and enthusiasm, a team needs to know where it is going. It has to have a vision that is aligned with the organization's mission and goals. It needs to understand its purpose - what makes it different from other teams, what its outputs are and what outcomes they lead to. A Team Purpose Statement can be used as a structure for the team to determine its specific purpose and how that aligns with the organizational vision.

1.4 ROAD MAP

To actualise the set goals, it is necessary to systematically set objectives, action-plans and measures of performance. Priorities have to be set, Notes and checklists, calendars and appointments have to be given their place. First things have to come first and less important ones later. It is important to plan the route from where you are now to where you want to be through looking at the types of tasks.

1.5 EXPECTATIONS
Team members feel more empowered when their roles are well defined and what is expected of each of them is clear. Role definition is very important since it demands responsibility and accountability. It also provides a basis for appraisal and assessment of results when compared with the goals and road of
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the team. The development of behavioural ground rules aligned with agreed shared team values is also important to ensure team survival.

1.6 SUPPORT OR NEEDED ASSISTANCE

Once the team finds answers to the first five questions, it can then focus on what support is required to deliver results. This means doing a training and development needs assessment and establishing ongoing systems of team learning so that all team members can continuously develop their skills.

1.7 GOAL ASSESSMENT AND APPRAISAL

A High-Energy Team is one that regularly reviews its effectiveness and continually improves its performance. Benchmarks for success can be established and procedures for learning from mistakes implemented. A regular process of 'Questioning' helps prevent complacency from developing.

1.8 FEEDBACK
In general, most teams will not attain high-energy levels unless there is adequate recognition for the accomplishments of all team members. This can be achieved through feedback, remuneration, fringe benefits and promotion.

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2.0 PRACTICAL TEAM BUILDING EXAMPLE

We were a team of three individuals. Our tasks were to carry out three(3) Optical Communications laboratory practical. The Laboratory tasks involved preparation for laboratory work, operation of laboratory apparatus and equipments, and taking of laboratory readings and preparation of laboratory reports which was due two weeks from the day of the laboratory practical. First and foremost, we introduced ourselves to each other and got to know ourselves, built relationship, knew our strengths and weakness based on tasks we had to carry out. Our goals were to carry out successful practicals and score maximum marks. I was more experienced being a second semester and my task was to prepare the first report and carry out final supervision of the two other reports that would be prepared by my team mates. The major laboratory work was shared among us. After each report preparation and grading, we appraised and assessed the outcome against our set goals and sought for ways for improvement. We got feedback from the laboratory officers and sought possible ways in which we could improve on the quality of our report and also on our grades.

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2.1

References

1. Team building Lecture slides 2. www.tmsinasia.com/conceptsen.html

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