1.0 Objective: At the end of the session, the trainee should be able to state the characteristics of a talented team, distinguish the various types of teams, and list the guidelines to build an excellent team.
2.0 The Basic Of “Teams”
2.1 A team is a living, constantly changing, and dynamic force in which several people come together to work. The members of the team, discuss their objectives, assess ideas, decide and work towards their targets together. Teams outperform individuals acting alone, especially so when the performance requires multiple skills, judgments, and experience.
All the successful teams are characterized by the same fundamental features: strong and effective leadership, the establishment of precise objectives, taking informed decisions, the ability to act quickly to carry forward these decisions, communicating freely, developing the necessary skills and techniques to fulfill the assigned tasks.
2.2 The best way to understand teams is to look at their internal behavior. Their own stories reveal their accomplishments, skills, emotions, commitment, and logical presentation. It is, however, the result of pursuing a demanding performance challenge.
2.3 A team is a basic unit of performance for most organizations. Successful team experiences are memorable because both-what is accomplished and what each member learns in the process. Teams need to be flexible and responsive to changing events and demands, i.e. the demand of merging individual accountability with mutual accountability.
2.4 A team is a few people with complementary skills, who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.
2.5 Successful teams can be formed by 2 to 22 or even more people, but more important than size is the shape, the pattern, and the spirit of the team is due to which the members settle to perform their given tasks. The tasks that are to be performed by teams are basically categorized into three types.
2.6 Repetitive tasks: which require the members to assume different fixed roles. These tasks are usually familiar work performance and can be fulfilled independently.
2.7 Projects: which require creative input from members, though working in different roles. The major attribute is to work in unison and generate new products.
2.8 Partners: that demands constant and creative input and establishment of new work milestones. This style of working is more popular with senior levels of management.