TEAM WORK AND WORK ETHICS

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PURPOSE OF TEAM BUILDING

• Build and serve for high-performance

• Effective teams
• Help meet our goals and objectives.

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 OBJECTIVES

• Dynamics and skills involved

• How to effectively communicate
• How to define roles
• How to recognize and use helpful behavior
• How to avoid and overcome destructive behavior
• Steps in team decision making and problem solving

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WHAT IS A TEAM?

• A group organized to work together.

• A team is a group of individuals working

together to solve a problem, meet an
objective, or tackle an issue.

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PRINCIPLES OF TEAM BUILDING

• Mayo: confirmed relationship between

human factors and productivity
• Maslow: linked motivation and
performance
• Importance of relationship of team
members
• 2+2=5
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• The most basic of Maslow’s needs are physiological needs. Physiological needs refer to
the need for air, food, and water. Imagine being very hungry. At that point, all your
behavior may be directed at finding food. Once you eat, though, the search for food
ceases and the promise of food no longer serves as a motivator. Once physiological
needs are satisfied, people tend to become concerned about safety. Are they safe from
danger, pain, or an uncertain future? One level up, social needs refer to the need to
bond with other human beings, to be loved, and to form lasting attachments. In fact,
having no attachments can negatively affect health and well-being . The satisfaction of
social needs makes esteem needs more salient. Esteem needs refer to the desire to be
respected by one’s peers, feeling important, and being appreciated. Finally, at the
highest level of the hierarchy, the need for self-actualization refers to “becoming all you
are capable of becoming.” This need manifests itself by acquiring new skills, taking on
new challenges, and behaving in a way that will lead to the satisfaction of one’s life
goals. 7
MAYO’S THEORY OF MOTIVATION

• Based on analyzing the data Mayo proposed that

employees aren’t that motivated by pay and
environmental factors. Instead, positive relational factors
play a bigger role in productivity.
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• The importance of group working cannot be overstressed. It
is the group that determines productivity, not pay and not
processes.
• For example, if someone is working too fast they will be
ostracized from the group. Likewise, if someone is working
too slow the same thing will happen.
• Mayo created this matrix to show how productivity changed
in different situations.

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There are four positions in the matrix:
1. Groups with low cohesiveness and low norms
These groups are simply ineffective in terms of
productivity. A team like this wouldn’t last very long.
This is because nobody would be motivated to be
productive in any way.
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2. Groups with high cohesiveness and low norms
These types of teams have a negative impact on
productivity. Here the team gets on great, but
negative behaviors are encouraged rather than
positive ones. Gangs are often cited as examples of
this type of group.
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3. Groups with high norms but low cohesiveness
This type of team can have a limited positive impact
on productivity. This is because each team member
will be working towards their own success rather than
that of the team. If one team member does something
great, then good for them, but it doesn’t really
improve the productivity of the rest of the team.

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4. Groups with high norms and high cohesiveness
These are the teams that can make the greatest
positive impact on productivity. In this type of team,
each team member supports each other to succeed.
People are personally committed to their success and
also to the team’s success. A strong support network
forms within this type of team.

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WHY DO TEAMS WORK?

• Whole is greater than the

sum of its parts
• Individuals bring a range
of talents, knowledge,
experience, contacts, etc.
• Working together, a team
can accomplish more
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 INTANGIBLE BENEFITS

• Sense of accomplishment
• Self-fulfillment
• Esprit de corps: sense of unity and of
common interests and responsibilities, as
developed among a group of persons closely
associated in a task, cause, enterprise, etc.
• Get to know one another
• More participation in activities
• Enhance social interaction
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 BUILDING AN EFFECTIVE TEAM

• Get to know one another

• Establish consensus as to team’s purpose
• Identify available resources
• Establish rules of behavior
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ESTABLISH CONSENSUS FOR TEAM’S PURPOSE

• Short term team: once achieved, team disbands

• Long term team: on-going objective
• Establish specific objectives
• Establish its authority
• Reach consensus on expected results
• Establish a completion date

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IDENTIFY RESOURCES

• What’s the budget?

• Special equipment
• Time members can devote – get a commitment
• Special, relevant information
• Other teams and/or individuals
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 HELPFUL BEHAVIOR

• Be optimistic • Be open
• Be on time • Listen
• Support one another • Stay on track
• Be courteous • Share the work
• Be open minded • Complete your work
• Be honest • Present ideas, comments
• Participate clearly
• Be prepared
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 HARMFUL BEHAVIOR

• Constantly critical • Sub-conversations

• Dominate/monopolize • Simply agree with
everything
• Being manipulative
• Being judgmental • Avoid decisions
• Act bored/uninterested • Go off on tangent
• Do unrelated things • Name-calling
• Attack people/ideas
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 COMMUNICATIONS

• to make known
Behaviours affect • to have an interchange of ideas
communications!
• to express oneself in such a way
that one is readily and clearly
understood
• to be precise and to the point

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RUNNING A HIGH PERFORMANCE TEAM

• Keep each team member in the loop

• Thank dominating members for their
contributions, but ask them to allow
others to participate
• Get all members to participate
• Help members make their point clearly
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 WAYS TO INVOLVE TEAM MEMBERS

• Pass a baton
• Ask open-ended questions
• Call directly on non-participants
• Assign specific tasks
• Ask for opinion
• Rotate team roles
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 CONFLICTS

• Individuals attacking personalities or ideas

• Constant criticism of others points of view
• Displaying anger
• Showing contempt
• Unwilling to share the workload
• Non participation
• Gossip
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HANDLING TEAM CONFLICTS

• Identify/recognize problems
• Act quickly
• Formal conflict resolution
• Team needs to reach consensus
• Fire someone

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PROVIDING RECOGNITION

• Recognize individual team members

informally and continually
• Also provide formal recognition for special
accomplishments

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 MAKING TEAM MEETINGS FUN!

• Basic amenities for a comfortable meeting

• Appropriate equipment
• Good lighting and ventilation
• Quiet and place that avoids outside distractions
• Refreshments
• Icebreakers
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MAKING TEAM DECISIONS AND SOLVING PROBLEMS

• Gathering information
• Analyzing information
• Generating and analyzing ideas
• Examining solution alternatives
• Making decisions and gaining
consensus

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VALUES AND ETHICS
Core values:
• Integrity
• Commitment
• Excellence
• Passion
• Courage
• Responsibility
• Diversity
• Quality
• Agility
• Collaboration
• Leadership
 SUMMARY
• Importance of effective teams in solving problems
• A team is only as good as its members make it
• Every team member brings attributes
• Establish rules of behavior
• Maintain good communications
• Each member needs to participate
• Identify problems and resolve conflicts
• Recognition is important
• Make your meetings enjoyable
• Steps involved in making team decisions and solving problems
• Ways to make decisions and gain consensus
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