Teamwork Document

8/6/2019 Teamwork Document

http://slidepdf.com/reader/full/teamwork-document 1/22

Coming together is a beginning.

Keeping together is progress.

Working together is success.(Henry Ford)

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

The nice thing about teamwork is that you always have others on

your side.

(Margaret Carty)



A team is “two or more people who must coordinate their activities

to accomplish a common goal”. The common goal and the required

coordination make them a team. It is mot enough for people to want

to coordinate because it would be nice. Coordination must be

required to accomplish the task in order to be a team.

Teamwork is the ability to work together toward a common vision.

The ability to direct individual accomplishments toward

organizational objectives. It is the fuel that allows common people

to attain uncommon results.

WHAT IS TEAM WORK?

Teamwork is defined in Webster's New World Dictionary as "a joint

action by a group of people, in which each person subordinates his

or her individual interests and opinions to the unity and efficiency of

the group." This does not mean that the individual is no longer

important; however, it does mean that effective and efficient

teamwork goes beyond individual accomplishments. The mosteffective teamwork is produced when all the individuals involved

harmonize their contributions and work towards a common goal.

NATURE OF TEAMWORK

• Teams aren’t just groups of people

• Teams don’t just happen. You have to build them.

• Teamwork means people cooperating to meet common goals.



One of the first

things that an instructor must recognize is the difference between an

individual working as part of a group and an individual working as

part of a team. Below is a list of the differences that exist between

these categories. After reading through the list, it should be clear

what the difference is and which one would be ideal in a classroom

and the workplace.

GROUPS TEAMS

• Members work

independently and

they often are not

working towards the

same goal.

• Members work

interdependently and work

towards both personal and

team goals, and they

understand these goals are

accomplished best by

mutual support.

• Members focus mostly

on themselves because

they are not involved

in the planning of their group's objectives and

goals.

• Members feel a sense of

ownership towards their

role in the group because

they committedthemselves to goals they

helped create.

• Members are given

their tasks or told what

their duty/job is, and

suggestions are rarely

welcomed.

• Members collaborate

together and use their

talent and experience to

contribute to the success of

the team's objectives.

• Members are very

cautious about what

they say and are afraid

to ask questions. Theymay not fully

understand what is

taking place in their

group.

• Members base their

success on trust and

encourage all members to

express their opinions,varying views, and

questions.

• Members do not trust

each other's motives

because the do not

fully understand the

role each member

plays in their group.

• Members make a

conscious effort to be

honest, respectful, and

listen to every person's

point of view.



• Members may have a

lot to contribute but

are held back because

of a closed

relationship with each

member.

• Members are encouraged

to offer their skills and

knowledge, and in turn

each member is able

contribute to the group's

success.• Members are bothered

by differing opinions

or disagreements

because they consider

it a threat. There is not

group support to help

resolve problems.

• Members see conflict as a

part of human nature and

they react to it by treating

it as an opportunity to hear

about new ideas and

opinions. Everybody

wants to resolve problems

constructively.

• Members may or may

not participate in

group decision-

making, and

conformity is valued

more than positive

results.

• Members participate

equally in decision-

making, but each member

understands that the leader

might need to make the

final decision if the team

can not come to a

consensus agreement.

Before an effective team can be developed, the organizational

environment itself must foster teamwork. Accordingly an effective

organization must:

• Share a vision or sense of purpose that all its employees canarticulate.

• Develop a structure appropriate for the organizational

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 emphasizes personal

performance and allows employees to fulfill themselves in their jobs.

This emphasis is the key to the team–development process.

The following are eight characteristics of effective teams the were

identified by Larson and LaFasto in their book titled Teamwork:What Must Go Right/What Can Go Wrong (Sage Publications 1989).



• The team must have a clear goal. Avoid fuzzy, motherhood

statements. Team goals should call for a specific performance

objective, expressed so concisely that everyone knows when the

objective has been met.

• The team must have a results-driven structure. The teamshould be allowed to operate in a manner that produces results. It

is often best to allow the team to develop the structure.

• The team must have competent team members. In the

education setting this can be taking to mean that the problem

given to the team should be one that the members can tackle

given their level of knowledge.

• The team must have unified commitment. This doesn't

mean that team members must agree on everything. It means that

all individuals must be directing their efforts towards the goal. If an individual's efforts are going purely towards personal goals,

then the team will confront this and resolve the problem.

• The team must have a collaborative climate. It is a climate

of trust produced by honest, open, consistent and respectful

behavior. With this climate teams perform well...without it, they

fail.

• The team must have high standards that are understood

by all. Team members must know what is expected of them

individually and collectively. Vague statements such as "positive

attitude" and "demonstrated effort" are not good enough.

• The team must receive external support and

encouragement. Encouragement and praise works just as well in

motivating teams as it does with individuals

• The team must have principled leadership. Teams usually

need someone to lead the effort. Team members must know that

the team leader has the position because they have good

leadership skills and are working for the good of the team. The

team members will be less supportive if they feel that the teamleader is putting him/her above the team, achieving personal

recognition or otherwise benefiting from the position.

The main value of teams is their ability to assemble and empower

employees to use their talents to improve the organization. In more

fully participating in decisions and planning how work will be

performed, employee contribution and, for most, job satisfaction areincreased.



Why teamwork? Because it improves

• Quality

• Flexibility

• Coordination

• Satisfaction and Development

• Productivity/Cost

Teamwork is an important aspect that should be provided by both

employers and employees. In today's work environment, the concept

of working together to get an assignment done is as nonexistent as

co- workers becoming acquainted outside the workplace.

When a person is faced with co-workers who don't want to work, he

or she ends up having to do work that others fail to complete or start

an assignment over because someone did not do it right. It can be

stressful and downright disgraceful because not only does thedepartment work ethics look bad on the employees, but to the

company as well.

There are certain characteristics to remember when knowing the

values of teamwork. The most important factor in teamwork is

foundation. Knowing which position each person is within a team

can help co-workers provide the work they're strong in; that way

assignments can be completed on time and without problems.

Having respect for one another is also very important.

No one would want to work with someone that is rude andinsensitive towards everyone in the office. Being able to show

discipline and professionalism can provide imperative discussions

that can help the work environment run smoothly. Finally, if a

problem arises in a department, don't hesitate to speak up on the

issue. One of the main reasons co-workers failed to work as a team

because people do not voice their opinions on certain matters. Being

quiet and reserve does not always work in the workplace; try gaining

a voice because people will respect you more if you express your

ideas.

BENEFITS OF TEAMWORK

• Enhances success.



• Promote creativity.

• Builds synergy.

• Promotes trade-off and solves problems.

• Is fun and reduces tension and conflicts.

• Helps both large corporations and small groups.

• Responds to the challenge of change.

PITFALLS TO SIDESTEP

• Negative synergy - when the team doesn’t get its act together

• Excessive independence - the do-your-own thing syndrome

• Excessive time needed to build and maintain the team - if

company culture is not team oriented.

• Slow decision making - consensus takes time and patience

ESSENTIALS OF A TEAM

• A “Charter” Mission - reason for working together.

• Interdependency

• Commitment to benefits of group problem solving/decision

making

• Accountability as a Functioning Unit

• Defining the Mission.



A mission is your team’s ultimate purpose.

o Why do we exist?

o Who do we serve?

• Communicating the Vision and Formulating Overarching

Goals.o A vision is something to aspire to. It is not a mystical

thing, but a practical thing. The vision is, a way of

communicating the organization’s strategy and

objectives so that they excite people, challenge people

and attract them.

• Developing a Code of Ethics.

o How are we going to behave toward one another?

o Which are the team’s Values?

• Establishing Roles.

o Functions

o Authority

o Accountability

o Priorities

• Blending Individual Styles.

o Utilizing strengths, minimizing weaknesses

o Motivating various styles

o Managing conflict successfully

• Managing team performance conflict successfully.

o Determining success criteria

o Formulating a Consensus and “By-In”

o Performing a Resource Audit

• Evaluating the success criteria

• Marketing the team

• Celebrating success-recognition.

• Action-Planning



• Each Goal is the Responsibility of all Team Members:

Each person feels 100% responsibility for the attainment of

the team goals. In contrast, individuals seek additional

responsibility and authority in winning environment

.• Team Goals are as important as Individual Goals: Each

member of a winning team is aware of the need to help

achieve team goals as well individual goals, in fact, each

member feels a sense of failure as his or her individual goals

are reached but the team goals are not.

• Individual Competitiveness is reduced on a Winning

Team: Instead of excessive competition and conflict, we find

cooperation and a willingness to help and serve others. Both

the Winning Team leader and members are vigilant in

eliminating excessive, unproductive conflict.

• Communication is Increased among Team Members: This

open, honest communication is invaluable in aiding Winning

Team goal achievement.

• Mutual Understanding, Respect, and Cooperation exist

among Team Members: As each accepts the importance of

the other team members, the natural barriers break down.

There is an energy and enthusiasm in working together.

• The Winning Team Leader Concentrates on Leading the

Team and Refuses to Manage on a One-To-One Basis:

The team leader sets the tone for the team and emphasizes

team accomplishment, instead of individual management, the

team members are convinced of the loyalty and unselfish

motivation of the Winning Team Leader.

• Winning Teams are highly Productive: When people

outside the team think about, they feel that the Winning

Team is committed to excellence and it shows trough

increased productivity.

• Willingness to sacrifice and to make Commitments:

Winning Teams are characterized by high commitment,

loyalty, dependability and a willingness to sacrifice for other

team members, and for the team itself. People outside the

team notice this spiritedness and dedication.



This list is used during the research cycle to observe how well a

team is working together

• LISTENING:

The students in this team listen to each other's ideas. You will

observe the students "piggy-backing" (or building) off each other's

ideas.

• QUESTIONING:

The students in this team question each other. You will observe the

students interacting, discussing, and posing questions to all membersof the team.

• PERSUADING:

The students in this team use persuasion. You will observe the

students exchanging, defending, and rethinking ideas.

• RESPECTING:

The students in this team respect the opinions of others. You willobserve the students encouraging and supporting the ideas and

efforts of others.

• HELPING:

The students in this team help each other. You will observe the

students offering assistance to each other.

•SHARING:

The students in this team share. You will observe the students

offering ideas and reporting their findings to each other.

• PARTICIPATING:

The students in this team participate. You will observe each student

contributing to the project.



ADVANTAGES OF TEAM WORK

TEAM = Together Everyone Achieves More

The key advantage of teamwork is a better end result. Your

organization should find your teams to be more responsive to the

changing needs of the marketplace. Teams can be closer to

customer's needs, more informed about advanced technology, and

faster to respond than traditional hierarchies.

• More input leads to better ideas and decisions.

• Higher quality output.

•

Involvement of everyone in the process.• Increased ownership and buy-in by members.

• Higher likelihood of implementation of new ideas.

• Widens the circle of communication.

• Shared information means increased learning.

• Increased understanding of other peoples perspectives.

• Increased opportunity to draw on individual strengths.

• Ability to compensate for individual weaknesses.

• Provides a sense of security.

• Develops personal relationships



Fostering teamwork is creating a work culture that values

collaboration. In a teamwork environment, people understand and

believe that thinking, planning, decisions and actions are better when

done cooperatively. People recognize, and even assimilate, the belief

that “none of us is as good as all of us.”

It’s hard to find work places that exemplify teamwork. In America,

our institutions such as schools, our family structures, and our

pastimes emphasize winning, being the best, and coming out on top.

Workers are rarely raised in environments that emphasize true

teamwork and collaboration. Organizations are working on valuing

diverse people, ideas, backgrounds, and experiences. We have miles

to go before valuing teams and teamwork will be the norm.

You can, however, create a teamwork culture by doing just a few

things right. Admittedly, they’re the hard things, but with

commitment and appreciation for the value, you can create an

overall sense of teamwork in your organization.

CREATE A CULTURE OF TEAMWORK

To make teamwork happen, these powerful actions must occur.

• Executive leaders communicate the clear expectation that

teamwork and collaboration are expected. No one completely

owns a work area or process all by himself. People who own

work processes and positions are open and receptive to ideas and

input from others on the team.

• Executives model teamwork in their interaction with each

other and the rest of the organization. They maintainteamwork even when things are going wrong and the temptation

is to slip back into former team unfriendly behavior.

• The organization members talk about and identify the

value of a teamwork culture. If values are formally written and

shared, teamwork is one of the key five or six.

• Teamwork is rewarded and recognized. The lone ranger,

even if she is an excellent producer, is valued less than the

person who achieves results with others in teamwork.

Compensation, bonuses, and rewards depend on collaborative practices as much as individual contribution and achievement.

• Important stories and folklore that people discuss within

the company emphasize teamwork. (Remember the year the

capsule team reduced scrap by 20 percent?) People who “do

well” and are promoted within the company are team players.

TIPS FOR TEAM BUILDING



Do you immediately picture your group off at a resort playing games

or hanging from ropes when you think of team building?

Traditionally, many organizations approached team building this

way. Then, they wondered why that wonderful sense of teamwork,

experienced at the retreat or seminar, failed to impact long term

beliefs and actions back at work.

I’m not averse to retreats, planning sessions, seminars and team

building activities – in fact I lead them - but they have to be part of a

larger teamwork effort You will not build teamwork by “retreating”

as a group for a couple of days each year. Think of team building as

something you do every single day.

• Form teams to solve real work issues and to improve real

work processes. Provide training in systematic methods so

the team expends its energy on the project, not on figuring

out how to work together as a team to approach it.

• Hold department meetings to review projects and

progress, to obtain broad input, and to coordinate shared

work processes. If team members are not getting along,

examine the work processes they mutually own. The

problem is not usually the personalities of the team

members. It’s the fact that the team members often haven’t

agreed on how they will deliver a product or a service or the

steps required to get something done.

•

Build fun and shared occasions into the organization’sagenda. Hold pot luck lunches; take the team to a sporting

event. Sponsor dinners at a local restaurant. Go hiking or to

an amusement park. Hold a monthly company meeting.

Sponsor sports teams and encourage cheering team fans.

• Use ice breakers and teamwork exercises at meetings. I

worked with an organization that held a weekly staff

meeting. Participants took turns bringing a “fun” ice breaker

to the meeting. These activities were limited to ten minutes,

but they helped participants laugh together and get to know

each other – a small investment in a big time sense of team.

• Celebrate team successes publicly. Buy everyone the same

t-shirt or hat. Put team member names in a drawing for

company merchandise and gift certificates. You are limited

in teamwork only by your imagination.

http://humanresources.about.com/od/involvementteams/a/team_building.htm





Take care of the hard issues above and do the types of teamwork

activities listed here. You’ll be amazed at the progress you will make

in creating a teamwork culture, a culture that enables individuals to

contribute more than they ever thought Team Development

Successful team building has far reaching ramifications for your

organization. Improve the way team members interact and you will

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

your organization’s public image. Once you establish an effective

team 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





Teamwork divides the task and doubles the success.

Teamwork has become an important part of the working culture and many businesses now look at teamwork skillswhen evaluating a person for employment. Most

companies realize that teamwork is important becauseeither the product is sufficiently complex that it requires ateam with multiple skills to produce, and/or a better

product will result when a team approach is taken.Therefore, it is important that employees learn to functionin a team environment so that they will have teamwork

skill when they are at their work.

Teamwork is essential in any circumstance, because life is

all about decisions. Being able to learn from life'sexpectations will help individuals in future endeavors and to provide better assessments for the people theyencounter.

The path to greatness is along with others.(Baltasar Gracion, Spanish Priest)





You and your companions have just survived the crash of a small

plane. Both the pilot and co-pilot were killed in the crash. It is mid-

January, and you are in Northern Canada. The daily temperature is

25 below zero, and the night time temperature is 40 below zero.

There is snow on the ground, and the countryside is wooded with

several creeks criss-crossing the area. The nearest town is 20 miles

away. You are all dressed in city clothes appropriate for a business

meeting. Your group of survivors managed to salvage the following

items:

• A ball of steel wool

• A small ax

• A loaded .45-caliber pistol• Can of Crisco shortening

• Newspapers (one per person)

• Cigarette lighter (without fluid)

• Extra shirt and pants for each survivor

• 20 x 20 ft. piece of heavy-duty canvas

• A sectional air map made of plastic

• One quart of 100-proof whiskey

• A compass

• Family-size chocolate bars (one per person)

Your task as a group is to list the above 12 items in order of

importance for your survival.

List the uses for each. You MUST come to agreement as a group.

EXPLANATION

Mid-January is the coldest time of year in Northern Canada. The

first problem the survivors face is the preservation of body heat and

the protection against its loss. This problem can be solved by building a fire, minimizing movement and exertion, using as much

insulation as possible, and constructing a shelter.

The participants have just crash-landed. Many individuals tend to

overlook the enormous shock reaction this has on the human body

and the deaths of the pilot and co-pilot increases the shock.

Decision-making under such circumstances is extremely difficult.

Such a situation requires a strong emphasis on the use of reasoning

for making decisions and for reducing fear and panic. Shock would

be shown in the survivors by feelings of helplessness, loneliness,

hopelessness, and fear. These feelings have brought about morefatalities than perhaps any other cause in survival situations.



Certainly the state of shock means the movement of the survivors

should be at a minimum, and that an attempt to calm them should be

made.

Before taking off, a pilot has to file a flight plan which contains vital

information such as the course, speed, estimated time of arrival, typeof aircraft, and number of passengers. Search-and-rescue operations

begin shortly after the failure of a plane to appear at its destination at

the estimated time of arrival.

The 20 miles to the nearest town is a long walk under even ideal

conditions, particularly if one is not used to walking such distances.

In this situation, the walk is even more difficult due to shock, snow,

dress, and water barriers. It would mean almost certain death from

freezing and exhaustion. At temperatures of minus 25 to minus 40,

the loss of body heat through exertion is a very serious matter.

Once the survivors have found ways to keep warm, their next task is

to attract the attention of search planes. Thus, all the items the group

has salvaged must be assessed for their value in signaling the

group’s whereabouts.

The ranking of the survivors’ items was made by Mark Wanvig, a

former instructor in survival training for the Reconnaissance School

of the 101st Division of the U.S. Army. Mr. Wanvig currently

conducts wilderness survival training programs in the Minneapolis,

Minnesota area. This survival simulation game is used in military

training classrooms.

RANKING

• CIGARETTE LIGHTER (WITHOUT FLUID)

The gravest danger facing the group is exposure to cold. The

greatest need is for a source of warmth and the second greatest

need is for signaling devices. This makes building a fire the first

order of business. Without matches, something is needed to

produce sparks, and even without fluid, a cigarette lighter can do

that.

• BALL OF STEEL WOOL

To make a fire, the survivors need a means of catching he sparks

made by the cigarette lighter. This is the best substance for

catching a spark and supporting a flame, even if the steel wool is

a little wet

• EXTRA SHIRT AND PANTS FOR EACH SURVIVOR



Besides adding warmth to the body, clothes can also be used for

shelter, signaling, bedding, bandages, string (when unraveled),

and fuel for the fire.

• CAN OF CRISCO SHORTENING

This has many uses. A mirror-like signaling device can be madefrom the lid. After shining the lid with steel wool, it will reflect

sunlight and generate 5 to 7 million candlepower. This is bright

enough to be seen beyond the horizon. While this could be

limited somewhat by the trees, a member of the

group could climb a tree and use the mirrored lid to signal search

planes. If they had no other means of signaling than this, they

would have a better than 80% chance of being rescued within the

first day.

There are other uses for this item. It can be rubbed on exposed

skin for protection against the cold. When melted into an oil, the

shortening is helpful as fuel. When soaked into a piece of cloth,melted shortening will act like a candle. The empty can is useful

in melting snow for drinking water. It is much safer to drink

warmed water than to eat snow, since warm water will help

retain body heat. Water is important because dehydration will

affect decision-making. The can is also useful as a cup.

• 20 X 20 FOOT PIECE OF CANVAS

The cold makes shelter necessary, and canvas would protect

against wind and snow (canvas is used in making tents). Spread

on a frame made of trees, it could be used as a tent or a wind

screen. It might also be used as a ground cover to keep the

survivors dry. It’s shape, when contrasted with the surrounding

terrain, makes it a signaling device.

• SMALL AX

Survivors need a constant supply of wood in order to maintain

the fire. The ax could be used for this as well as for clearing a

sheltered campsite, cutting tree branches for ground insulation,

and constructing a frame for the canvas tent.

•

FAMILY SIZE CHOCOLATE BARS (ONE PER PERSON)

Chocolate will provide some food energy. Since it contains

mostly carbohydrates, it supplies the energy without making

digestive demands on the body.

• NEWSPAPERS (ONE PER PERSON)

These are useful in starting a fire. They can also be used as

insulation under clothing when rolled up and placed around a

person’s arms and legs. A newspaper can also be used as a

verbal signaling device when rolled up in a megaphone-shape. It

could also provide reading material for recreation.



• LOADED .45-CALIBER PISTOL

The pistol provides a sound-signaling device. (The international

distress signal is 3 shots fired in rapid succession). There have

been numerous cases of survivors going undetected because they

were too weak to make a loud enough noise to attract attention.The butt of the pistol could be used as a

hammer, and the powder from the shells will assist in fire

building. By placing a small bit of cloth in a cartridge emptied

of its bullet, one can start a fire by firing the gun at dry wood on

the ground. The pistol also has some serious disadvantages.

Anger, frustration, impatience, irritability, and lapses of

rationality may increase as the group awaits rescue. The

availability of a lethal weapon is a danger to the group under

these conditions. Although a pistol could be used in hunting, it

would take an expert marksman to kill an animal with it. Then

the animal would have to be transported to the crash site, whichcould prove difficult to impossible depending on its size.

• QUART OF 100 PROOF WHISKEY

The only uses of whiskey are as an aid in fire building and as a

fuel for a torch (made by soaking a piece of clothing in the

whiskey and attaching it to a tree branch). The empty bottle

could be used for storing water. The danger of whiskey is that

someone might drink it, thinking it would bring

warmth. Alcohol takes on the temperature it is exposed to, and a

drink of minus 30 degrees ahrenheit whiskey would freeze a

person’s esophagus and stomach. Alcohol also dilates the bloodvessels in the skin, resulting in chilled blood belong carried back

to the heart, resulting in a rapid loss of

body heat. Thus, a drunk person is more likely to get

hypothermia than a sober person is.

• COMPASS

Because a compass might encourage someone to try to walk to

the nearest town, it is a dangerous item. Its only redeeming

feature is that it could be used as a reflector of sunlight (due to its

glass top).

• SECTIONAL AIR MAP MADE OF PLASTIC

This is also among the least desirable of the items because it will

encourage individuals to try to walk to the nearest town. It’s

only useful feature is as a ground cover to keep someone dry.

HOW TO SCOREEach team should list its top 5 choices in order prior to seeing the

answer sheet. To award points, look at the ranking numbers on this

answer sheet. Award points to each team’s top choices according to

the numbers here. For example, the map would earn 12 points,



while the steel wool would earn 2 points. Lowest score wins (and

survives).

SUBMITTED TO

SIR. ASIF KHURSHID

SUBMITTED BY KOKAB ISHAQ

SP06-BBA-039

SAIMA TABBASUM

SP06-BBA-029

MEHREEN SALEEM

SP06-BBA-019

JASIA SARMAD

SP06-BBA-049

HIRA HAYYAT

SP06-BBA-013

Date post:	07-Apr-2018
Category:	Documents
Upload:	mohsin-ali
View:	218 times
Download:	0 times

Teamwork Document

Documents