Teamwork has many advantages: - PDF document

Teamwork has many advantages: People Development & Teamwork TrustThe turning point for the team approach -elimination of fear www.dti.gov.uk/quality/peoplepage 1 of 11 Monitor-EvaluatorTeam Workergives shape to the team effort, looking for pattern in discussions and practical considerationsMonitor-Evaluatorcontributes a measured and dispassionate analysis and, through objectivity, stopsand pursuing them logically. They are the teamÕs salesperson, diplomat, liaison ofÞcer and explorer.Team WorkerindividualÕs team role can be determined by the completion of a Belbin questionnaire.do, assume more than one role. In addition, analysing existing teams and their performance or behaviour,Conßict requires a team worker or strong co-ordinatorMediocre performance needs a resource investigator, innovator or shaperwww.dti.gov.uk/quality/peoplepage 2 of 11 Different roles are important in different circumstances, e.g, new teams need a strong shaper to getevaluator may be needed. Teams should, therefore, be analysed both in terms of what team rolesmembers can play, and also in relation to what team skills are most needed.individuals can be a frequent source of friction. However, this can largely be avoided by understanding andvaluing peopleÕs differences. The Myers Briggs Type Indicator (MBTI) is a powerful aid to both team andbased on identifying an individualÕs behavioural preferences on four scales:how we prefer to give/receive energy or focus our how we prefer to gather informationhow we prefer to make decisionshow we prefer to handle the outer worldand an individualÕs MBTI contains four Ð E or I, S or N, T or F, and J or P. Preference types should bewith a qualiÞed MBTI administrator.If each preference is represented by its letter, a personÕs type may be shown by a four letter code, of) who prefers to gather information byprefers to gather information by intuition () attitude towards the outer world. ISFJINFJINTJINFPINTPESFPENFPENTPESFJENFJENTJwww.dti.gov.uk/quality/peoplepage 3 of 11 types are seen by others as preferring to live in an orderly, planned fashion and liking to Clearly, there are more than sixteen personality types in the world, and it is important to stress that we canand do adopt all sixteen types in our day-to-day life. However, everyone has a preferred type, where theyFor teamwork, the preference types and their interpretation are very powerful, and can be used by anIt is imperative that the team does not skip those steps that require them to use their non-preferences, preferred function (T or F). So a strong ST type will prefer to gather facts (S) and think logically through thestrength, and allow both to operate more effectively. This has great implications for teamwork, and realadvantages can be gained if all team members know their MBTI preference and share them within www.dti.gov.uk/quality/peoplepage 4 of 11 Team developmentmore inward looking. There is more concern for the values, views and problems of others in the team.stage, conÞdence and trust begin to emerge, together with a moresystematic and open approach, leading to a clearer and more methodical way of working. There is greaterPerforming (productivity)stage includes ßexibility, leadership decided by situations, notprotocol, everyoneÕs energy is utilised and basic principles and social aspects of the organisationÕsTeams that go through these stages successfully should become effective process improvement teamsReview of the team processSound inter-group relationshipswww.dti.gov.uk/quality/peoplepage 5 of 11 A model for teamworkcircles overlap Ð the Òaction to changeÓ area, and there are three inter-related, but distinctive, requirementsTo do this, the team leader or facilitator must perform the following functions:SupportingCreate team spirit TaskTeamÕs www.dti.gov.uk/quality/peoplepage 6 of 11 Give new information to the teamReceive information from the teamTest the consequences of a proposed solutionauthority to act in the best interests of the organisation, with respect to the process they are aiming toTeam selection and leadershipTeam objectivesTeam meetingsTeam assignmentsTeam dynamicsTeam results and reviewsTeam Membership and Selectiongroups outside the process if their involvement is essential, and sometimes starting a team with one orTeam ObjectivesTeam Meetingan agenda should be prepared and circulated to each team member. It shouldTeam Assignmentstogether and agreement reached regarding individual responsibilities and timescales, all of which must bewww.dti.gov.uk/quality/peoplepage 7 of 11 Teamand create a culture of creativity, remove barriers to idea generation, encourage all members toTeams function most effectively when the Team Results are communicated and acted upon. Team Reviewswill assist team members to focus on their objectives and review progress as well as to deal withTrainingensure people understand the concepts of teamwork, plus the tools and techniques that are to beemployed during the improvement programme, such as those covered in the Process section.environment in which the organisation operates, its structure and most importantly, its people. Qualitytraining can be considered in the form of a cycle of improvement, the elements of which are:Review the effectiveness of the trainingobjectives are set, either to promote improvements or to raise the standards already achieved.achieve business goals. The Standard was developed during 1990 by the National Training Task Force inframework for improving an organisationÕs performance and competitiveness, through a planned approachwww.dti.gov.uk/quality/peoplepage 8 of 11 toThe Investors in People Standard is based on four key principles, as summarised in the following table: peopleÕs performanceequality of opportunityin the development of6 The development ofpeople is in line withthe organisationÕs aimshow they contribute toachievingtheorganisationÕs aimsTop management can describe strategies that they haveorder to improve the organisationÕs performanceencouraged to improve other peopleÕs performanceis recognisedTop management can describe strategies that they haveof the organisation at a level appropriate to their roleorganisationÕs aims and objectivesshould achieve, both for them and the organisationorganisationÕs aims and objectives www.dti.gov.uk/quality/peoplepage 9 of 11 * These are not exhaustive, and more can be found on the Investors in People website, @ www.iipuk.co.ukWorking to keep the culture of continuous improvement alive. effective in supportingdevelopment of peopleon the performance of12 The organisationTop management understands the overall costs and www.dti.gov.uk/quality/peoplepage 10 of 11 The practical beneÞts of working towards and achieving the Standard include: Improved earnings, productivity and proÞtability. Skilled and motivated people work harder and better. the bottom line. of the job. www.dti.gov.uk/quality/peoplepage 11 of 11