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D R MODY
ZAR DI
CONSULTANTS
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INTRODUCTION
A. FROM THE BEGINNING OF TIME, PEOPLE HAVE
LIVED IN GROUPS.
1. AS FAMILIES
2. WORKING GROUPS
3. FOR THE PROTECTION OF PEOPLE.

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4. FOR WAGING WARS ARMIES
5. GOVERNMENT
6. RECREATION PURPOSES
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B. GROUP BEHAVIOUR RANGES FROM TOTAL CHAOS
TO DRAMATIC SUCCESS.
C. GROUPS MOST SUCCESSFUL WHEN THEY BECOME
PRODUCTIVE UNITS OR TEAMS.
D. MOST MANAGERS SEEM CONTENT WITH AVERAGE
/ MEDIOCRE.
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E. SOME MANAGERS PERFORM BETTER UNDER THE
SAME CIRCUMSTANCES WORKING CONDITIONS /
TECHNOLOGY BY :
1. ESTABLISHING A CLIMATE
WHERE PEOPLE GIVE THEIR BEST.
2. INCULCATING A WIN-WIN CLIMATE.
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II. WHAT DOES TEAM BUILDING
INVOLVE ?
A. EFFECTIVE PLANNING
1. TEAM PEOPLE EXPECT THE LEADERS TO HAVE
VISION.
2. THEY EXPECT THEIR LEADERS TO KNOW HOW
TO CO-ORDINATE WITHIN THE GROUP AND WITH
OTHER GROUPS.

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4. THEY EXPECT THEIR LEADERS TO KNOW
WHAT THEIR GOALS ARE AND HOW TO REACH
THEM

5. THE TEAM LEADER MUST BE AN EFFECTIVE
PLANNER.
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B. STRENGTHENING ORGANISATION
SKILLS
1. KEY STRENGTH OF A GOOD LEADER - HE MUST BE
A VISIONARY.

2. HE ENVISIONS A BETTER FUTURE FOR HIS
PEOPLE THAN THE PRESENT CONDITIONS.
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B. STRENGTHENING ORGANISATION
SKILLS
3. LEADER MUST BE ABLE TO :
a) DIVIDE WORK INTO LOGICAL TASKS /
GROUPING.
b) SECURE RESOURCES FOR GOAL ACHIEVEMENT.
c) ASSIGN TASKS AND RESPONSIBILITIES.
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3. LEADER MUST BE ABLE TO :
d) ESTABLISH GUIDELINES.
e) DESIGN EFFECTIVE INFORMATION SYSTEMS.
f) ESTABLISH COMMUNICATION NETWORKS.
B. STRENGTHENING ORGANISATION
SKILLS
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C. BUILDING A MOTIVATING
CLIMATE
1. A TEAM LEADER LIKE A SPORTS TEAM MANAGER
MUST KEEP THE GAME PLAN IN MIND.
2. HE SHOULD KNOW WHEN TO MODIFY / ADJUST
THIS PLAN SO AS TO KEEP THE TEAM FOCUSSED
ON TARGET.
3. THE LEADER MUST BE SENSITIVE TO BE NEEDS OF
HIS TEAM MEMBERS.
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4. HE SHOLD ENSURE THAT THEY MUST KNOW WHAT
IS EXPECTED OF THEM.
5. THE TEAM LEADER SHOULD GIVE NECESSARY
TRAINING PERIODICALLY TO ALL OF HIS TEAM
MEMBERS.
6. WHENEVER NECESSARY TECHNICAL,
ADMINISTRATIVE / MANAGERIAL SKILLS MUST BE
UPDATED.
C. BUILDING A MOTIVATING
CLIMATE
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7. THE TEAM LEADER MUST MEASURE THE
PERFORMANCE OF HIS TEAM MEMBERS
REGULARLY AND GIVE APPROPRIATE FEEDBACK.

8. HE SHOULD GIVE THE REQUISITE ASSISTANCE TO
HIS TEAM MEMBERS WHENEVER NECESSARY.
C. BUILDING A MOTIVATING
CLIMATE
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9. THE TEAM LEADER MUST ENCOURAGE HIS
MEMBERS TO INDICATE PERSONAL GROWTH
DEVELOPMENT.

10. THE TEAM LEADER MUST RECOGNISE AND
REWARD GOOD PERFORMANCE.
C. BUILDING A MOTIVATING
CLIMATE
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D. ESTABLISH A CONTROL SYSTEM
FOR ENSURING GOAL ACHIEVEMENT
1. CONTROL SYSTEM NECESSARY TO ENSURE THAT
THE PROJECT IS ON COURSE/ON SCHEDULE.

2. THE PROJECT HAS TO PROGRESS ACCORDING TO
PLAN.
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3. THE CONTROL SYSTEM ENSURES THIS, AS A
RESULT OF WHICH THE OBJECTIVE IS ACHIEVED.

4. CONTROLS TO BE ESTABLISHED DURING THE
PLANNING PROCESS.

5. THIS SHOULD BE SIMPLE AND POSSIBLE.
D. ESTABLISH A CONTROL SYSTEM
FOR ENSURING GOAL ACHIEVEMENT
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E. SELECTING QUALIFIED PEOPLE
1. WHEN SELECTING QUALIFIED / RIGHT KIND OF
PERSONS, IT IS ESSENTIAL TO :
a) ANALYSE JOB REQUIREMENTS.
b) SKILLS AND KNOWLEDGE REQUIREMENTS.
c) ATTITUDE OF THE APPLICANT TOWARDS WORK.
d) ATTITUDE OF THE APPLICANT TOWARDS CO-
WORKERS.
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2. ESSENTIAL THAT THE APPLICANT IS ASSESSED AS
TO HOW HE WILL WORK UNDER TEAM
CONDITIONS.

3. THE APPLICANT MUST UNDERSTAND THE JOB
REQUIREMENTS.
E. SELECTING QUALIFIED PEOPLE
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4. HE MUST UNDERSTAND PERFORMANCE
STANDARDS EXPECTED.

5. SELECTED PERSONS MUST BE PLACED IN
POSITIONS WHERE THERE IS A POTENTIAL
FOR SUCCESS.
E. SELECTING QUALIFIED PEOPLE
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F. MAKING TRAINING USEFUL
1. PERIODICAL PERFORMANCE APPRAISAL
ESSENTIAL FOR EMPLOYEES CAREER
DEVELOPMENT.
2. IMPORTANCE OF TRAINING MUST BE
REINFORCED.
3. EMPLOYEES MUST BE SENT FOR TRAINING
REGULARLY.
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4. WHEN THEY GO ON TRAINING CO-WORKERS
COVER THEIR WORK.

5. ALL HELP TO BE PROVIDED SO THAT EMPLOYEES
DEVELOP THEIR OWN ACTION PLAN.
E. SELECTING QUALIFIED PEOPLE
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6. THEY SHOULD BE ENCOURAGED TO APPLY NEW
TECHNOLOGIES LEARNT DURING TRAINING.

7. EMPLOYEES SHOULD EVALUATE TRAINING.
E. SELECTING QUALIFIED PEOPLE
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G. MAKING COMMITMENT
POSSIBLE
1. HIGHEST LEVELS ACHIEVED WITH TEAM
COMMITTED TO TASK.

2. FULL USE MADE OF ALL MEMBERS TALENTS.

3. COMMITMENT CANNOT BE FORCED.
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4. IT IS SELF-GENERATING
a) DEVELOPS THROUGH FEELLING OF
INVOLVEMENT
5. TEAM COMMITMENT LEVEL HIGH WHEN THEY
KNOW THEY HAVE CONTRIBUTED TO THE
ORGANISATIONS SUCCESS
6. EACH MEMBER MUST BE MADE TO FEEL
IMPORTANT
a) HE HAS A PERSONAL STAKE IN THE COMPANY
G. MAKING COMMITMENT
POSSIBLE
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H. SETTING GOALS AND
STANDARDS
1. CHALLENGING AND ACHIEVABLE GOALS -
NECESSARY FOR IMPLEMENTING OF ACTION
PLANS.

2. BY PARTICIPATION WITH TEAM.

3. ENSURING COOPERATION, SUPPORT AND
FOLLOW-UP ON WORKING PROGRESS ALSO
NECESSARY.
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I. PROBLEM SOLVING TECHNIQUES
1. PROBLEM SOLVING PROCESS MUST BE SIMPLE.
a) ALL TEAM MEMBERS MUST BE AWARE OF THIS.
2. BASIC APPROACH.
a) STATE THE PROBLEM.
b) GATHER FACTS AND INFORMATION.

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c) RESTATE THE PROBLEM

d) IDENTIFY ALTERNATIVE SOLUTIONS
e) EVALUATE ALTERNATIVES

f) TAKE A DECISION AND IMPLEMENT IT
g) EVALUATE RESULTS
I. PROBLEM SOLVING TECHNIQUES
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J. COLLABORATION AS A SOURCE
OF POWER IN TEAM BUILDING
1. BRING TEAM MEMBERS TOGETHER TO
COLLABORATE, COLLECTIVELY ON PROJECTS OF
MUTUAL INTEREST.
2. TEAM MEMBERS GENERATE IDEAS AND
SUGGESTIONS FOR IMPROVEMENT OF
PRODUCTIVITY.
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3. COLLABORATION ACHIVES AWARENESS OF
INTERDEPENDENCE.

4. COLLABORATION MAKES TEAMS ACHIEVE HIGH
LEVELS OF PERFORMANCE.
J. COLLABORATION AS A SOURCE OF
POWER IN TEAM BUILDING
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5. COLLABORATION BRINGS ABOUT RECOGNITION
AND MUTUAL SUPPORT IN A TEAM.

6. COLLABORATION BRINGS ABOUT COMMITMENT
AND CONFIDENCE.
J. COLLABORATION AS A SOURCE OF
POWER IN TEAM BUILDING
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K. FACILITATE OPEN
COMMUNICATION
1. THE BEST LEADERS HAVE ALWAYS BEEN GOOD
COMMUNICATORS
2. OPENNESS IN COMMUNICATION IMPROVES :
a) PRODUCTIVITY
b) BETTER PROBLEM SOLVING
c) REDUCE GRIEVANCES
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d) IDEAS FOR IMPROVEMENT AND
METHODOLOGY

e) IMPROVED WORKING RELATIONSHIPS

f) GREATER PERSONAL SATISFACTION
K. FACILITATE OPEN
COMMUNICATION
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I. UNDERSTANDING AND
RESOLVING CONFLICT
1. TEAM LEADERS MUST ACCEPT CONFLICTS
2. CONFLICTS OF TWO TYPES -

a) EMOTIONAL
b) TASK RELATED
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3. 5 METHODS OF CONFLICT RESOLUTION:-
a) AVOIDANCE
b) ACCOMMODATING
c) WIN / LOSE
d) COMPROMISING
e) PROBLEM SOLVING
I. UNDERSTANDING AND
RESOLVING CONFLICT
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M. BUILDING TRUST
1. TRUST - ONE OF THE MOST ESSENTIAL OF
FACTORS FOR TEAM BUILDING.

2. THE TEAM LEADER MUST BE HONEST AND FAIR TO
ALL OF HIS TEAM MEMBERS.
3. GOALS MUST BE CLEARLY AND CONSISTENTLY
ADMINISTERED.

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4. THE TEAM MEMBERS MUST HAVE CONFIDENCE IN
THEIR LEADER
5. OPEN AND HONEST TWO-WAY COMMUNICATION
PROCESS VERY ESSENTIAL
6. THIS PROMOTES MUTUAL LOYALTY,
COMMITMENT AND RESPECT FOR EACH OTHER
M. BUILDING TRUST
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N. USE PRAISE WISELY
1. A GOOD LEADER PRAISES HIS SUBORDINATES
WHEN HE HAS TO.
2. IT MAKES PEOPLE FEEL GOOD ABOUT
THEMSELVES, THEIR WORK / THEIR
CONTRIBUTIONS.
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O. FEEDBACK
1. POSITIVE RECOGNITION WHEN THINGS ARE DONE
CORRECTLY.
2. ENCOURAGES SIMILAR PERFORMANCE IN FUTURE.
3. CORRECTIVE ACTION TO REDIRECT INAPPROPRIATE
OR INADEQUATE PERFORMANCE.
4. SETS THE STAGE FOR FUTURE SUCCESS
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P. DISCIPLINE
1. A GOOD TEAM LEADER MAINTAINS CONTROL.
2. HE CREATES AN ENVIRONMENT WHERE TEAM
MEMBERS ALSO EXERCISE SELF-CONTROL.
3. DISCIPLINE ONE OF THE MOST BASIC
REQUIREMENTS FOR TEAM BUILDING ALONG
WITH TRUST ,OPENNESS AND COMMUNICATION.
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Q. CONCLUSIONS DRAWN
1. TEAM MEMBERS RECOGNISE AND UNDERSTAND
THAT THEIR INTER DEPENDENCE AND SUPPORT
WILL LEAD TO GOAL ACCOMPLISHMENT.

2. TEAM MEMBERS ARE COMMITED TO ACHIEVING
GOALS THEY HAVE ESTABLISHED.
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3. TEAM MEMBERS CONTRIBUTE TO
ORGANISATIONS SUCCESS BY APPLYING THEIR
UNIQUE TALENTS AND KNOWLEDGE OF TEAM
OBJECTIVES.

4. TEAM MEMBERS WORK IN A CLIMATE OF TRUST
AND ARE ENCOURAGED TO EXPRESS OPENLY.
Q. CONCLUSIONS DRAWN
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5. TEAM MEMBERS PRACTICE OPEN AND HONEST
COMMUNICATION AND MAKE EFFORTS TO
UNDERSTAND EACH OTHERS VIEW POINTS.

6. TEAM MEMBERS ARE ENCOURAGED TO DEVELOP
SKILLS AND APPLY THEM WITH THE FULL
SUPPORT OF THE TEAM.

Q. CONCLUSIONS DRAWN
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7. TEAM MEMBERS RECOGNISE THE CONFLICT
WHEN IT ARISES AND WORK TO RESOLVE IT
QUICKLY AND CONSTRUCTIVELY.

8. TEAM MEMBERS PARTICIPATE IN DECISIONS
AFFECTING THE TEAM FOR POSITIVE RESULTS.
Q. CONCLUSIONS DRAWN
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