Concept of team building
Effective teams share several characteristics:
- They operate with clearly defined goals and expectations.
- Their leaders lead by example, not by virtue of job titles.
- Their members are allowed a great deal of personal freedom to get the job done.
- They make decisions in groups.
- They share information.
- They set high standards for themselves.
- They are self–disciplined.
- They acknowledge one another’s contribution and support.
Before an effective team can be developed, the organisational environment itself must foster teamwork.
Accordingly an effective organisation must:
- Share a vision or sense of purpose that all its employees can articulate.
- Develop a structure appropriate for the organisational environment (e.g., a structure that works for a bank may not work for a fire department).
- Strike a balance between reason and intuition so that its employees are neither too oriented towards nor too disregarding of “hard” facts.
- Align employees so that everyone is going in the same direction.
This alignment occurs when management emphasises personal performance and allows employees to fulfil themselves in their jobs. This emphasis is the key to the team–development process.
Successful team building has far reaching ramifications for an organisation. Improve the way team members interact and we can improve their ability to solve problems. Better problem–solving means better efficiency in general. Increased efficiency tends to boost morale and productivity. It also helps to decrease stress, turnover and operating costs. And all of these improvements bolster an organisation's public image. Once an effective team is established it becomes more creative, more productive, self perpetuating, resilient, and confident.
In others words, workers will be more (happily) productive and management will at the same time be able to manage (plan, control, coordinate) better.
There are four key variables in the team development process.
- Universal relevance to any organisation. Anyone in any organisation can and should be encouraged to contribute. The more diverse the backgrounds the better potential for true team building and the greater potential impact on the 'bottom line'.
- Develops many areas for performance improvement during the team building training workshops.
- Easy to target key result areas, where performance is below what is required
- Old technology, old procedures, old policies, old methods, or
- New technologies, new procedures, new policies, new methods
Approach to team building is demonstrably better, more relevant and practical team building methodology that has an immediate impact.
- Content is relevant, interesting, challenging and rewarding, it taps into real world workplace experiences of your employees and solves their real-world work problems.
- Makes use of the wisdom and experience of people at all levels then uses this diversity to shape solutions to problems, to make tangible improvements.
- You can expect, if well supported back in their workplaces, your employees to make splendid contributions to operational improvement, after a workshop.