TEAM BUILDING

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TEAM

• “Team is a small number of people

• With complementary skills
• Who are committed to a common purpose.
• Common performance goals
• An approach for which they hold themselves
mutually accountable”.

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TEAM BUILDING
• Team building is the process of turning a group of
individual contributing employees into a
cohesive team.
• A team is a group of people organized to work together
interdependently and cooperatively to meet the needs
of their customers by accomplishing their purpose and
goals.

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5 ESSENTIAL STEPS TO DEVELOP YOUR
TEAM
1) Ensure that each person truly understands
their role.
2) Provide training and development tools.
3) Step away and let them do their job.
4) Meet with team members regularly to
discuss goals.
5) Game plan for their growth.
Advantages Of Team
1. Fosters Creativity and Learning.
2. Blends Complementary Strengths.
3. Builds Trust.
4. Teaches Conflict Resolution Skills.
5. Promotes a Wider Sense of Ownership.
6. Encourages Healthy Risk-Taking.
Leading Team
1. Create an environment of leadership: - At all levels. When you
consider the caliber of team members you find in the military
your first inclination might be to wonder how they recruit and
develop such selflessness. Such an attitude of service and
loyalty to the person to your right and left. But with further
consideration, one will realize that it is more about the
environment and culture that creates these attitudes and
makes them a reality.
2. Make the team feel safe: -Management and leadership are
different disciplines. You cannot manage a team into combat.
They must be led. It is hard to think that anyone would feel
safe in a combat situation. It is all about trust and loyalty.
When you trust the leadership and the team members to your
right, left and rear, you have an overwhelming sense of
comfort. When bullets start flying, politics go out the window.
You are fighting to protect your teammates and nothing more.
Leading Team
3. Actively manage through adaptive change: - This is critical in
combat as in business. All businesses experience change,
especially growing businesses in dynamic industries. Great
leaders know when it's time for change, even if it means
reinventing your business. This can be a scary thing for the
team and often things get worse before they get better.
4. Be a servant to your team: - I recently finished reading Steven
Pressfield's historical fiction “The Afghan Campaign” about
Alexander the Great's invasion of the Afghan kingdoms in 330
B.C. And Alexander, in all his ambition and arrogance, was at
heart, the epitome of a true servant leader. He led from the
front affording himself no additional comforts that his men
didn't have during their brutal trek through the Hindu Kush
Mountains.
Leading Team
5. Always eat last: - Traditionally, in the
military the officers eat last at chow time.
This is a simple but impactful gesture of
leadership. When you sacrifice for your
team, they will sacrifice for you. It is the
team that must execute on a daily basis
and therefore it is imperative they have the
resources to do so, even before you do.
TEAM MEMBERSHIP
A person belonging to a specific group
of people involved in attempting to achieve
a common goal. For example, a team
member could be one of several
institutional investors trading the asset
markets together, or a business person
working closely with others within their
company.
Characteristic Of A Good Team
Member
What are the qualities of good team members?
1. Honest and Straightforward. A good team member is up
front. He/she doesn’t play games, or lead others on. You
can count on a good team member to tell you what’s what,
whether it is good news or bad news.
2. Shares the Load. A good team member does his or her fair
share of the work. There is a sense of equity and fairness,
which is critically important for team members’
collective motivation.
3. Reliable. The good team member can be counted on. She or
he meets deadlines and is on time.
4. Fair. A good team member takes appropriate credit, but
would never think of taking credit for someone else’s work.
Characteristic Of A Good Team
Member
5. Complements Others’ Skills = An important
characteristic of effective work teams is the shared
capacity: Every member has areas of strength and some
weak spots. A good team member provides some unique
skills and/or knowledge that moves the team forward.
6. Good Communication Skills = Teamwork is social, so
good team members need to be skilled, and tactful,
communicators.
7. Positive Attitude = No one would follow a pessimistic
leader, and the same goes for team members. A positive,
can-do attitude is critical for the good team member.
CHARACTERISTICS OF TEAM
1. A team includes few people because functioning, interaction
and influence process in a team can only occur with small
number of members in team.
2. Team includes people with complementary or mix skills that is
appropriate to the task to be done.
3. Team has a common purpose and common performance goals.
Common goals sets the direction of the team. A team has a
common task. work in same department and reports to same
supervisors.
4. Team has a common approach towards work, social norms,
attendance at meetings, norms regarding behavior attitudes
etc.

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CHARACTERISTICS OF TEAM
5. They plan, control and improve their own work process.
6. They set their own goals and inspect their own work.
7. They create their schedules and review their performance.
8. They prepare their own budgets and co-ordinate.
9. They keep inventory records and deals with suppliers.
10. They are responsible for acquiring any training according to
requirements.
11. They are empowered to share various management and
leadership functions.
12. Team is mutually accountable for results rather than
individually. Mutual accountability is a promise that members
make to each other to do everything possible to achieve their
goals.

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PURPOSE OF TEAMS

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PURPOSE OF TEAMS
The purpose of creating teams is to provide a framework
that will increase the ability of employees to participate in
planning, problem-solving, and decision-making to better
serve customers. Increased participation promotes: A better
understanding of decisions. More ownership of decisions,
processes, and changes.

Organizations are much more likely to perform well when

their people work effectively as a team. This is because good
teamwork creates synergy – where the combined effect of
the team is greater than the sum of individual efforts. As
well as enhancing organization’s performance good
teamwork benefits individuals too.

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PURPOSE OF TEAMS

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TURNING GROUPS INTO EFFECTIVE TEAMS
All teams are groups but not all groups are teams. Teams often are difficult to
form because it takes time for members to learn how to work together. People
in every workplace talk about building the team, working as a team, and my
team, but few understand how to create the experience of team work or how
to develop an effective team. Belonging to a team, in the broadest sense, is a
result of feeling part of something larger than oneself. It has a lot to do with
your understanding of the mission or objectives of your organization.

In a team-oriented environment, one contributes to the overall success of the

organization. One works with fellow members of the organization to produce
these results. Even though you have a specific job function and you belong to
a specific department, you are unified with other organization members to
accomplish the overall objectives. The bigger picture drives your actions; your
function exists to serve the bigger picture.

It is on record that teams are better than groups, because they are more
flexible and responsive to dynamic environment. A work group has no
opportunity to involve in collective works.
DIFFERENCE BETWEEN A GROUP AND A
TEAM
It is the work team whose members ‘work intensely on a specific, common
goal using their positive synergy, individual and mutual accountability, and
complementary skills
DIFFERENCE BETWEEN A GROUP AND A TEAM
Team-building helps to increase intra-group and inter-group
effectiveness to bring members together, make them share their
perception of each other and understand each other’s point of
view.

Thus, resolve problems and work together in a cooperative and

collaborative mode. Teams can be of four types – problem-
solving teams (only making suggestion), self-managed, teams
(operate without a manager), cross-functional teams (a group of
experts from different specialities), and virtual team (members
collaborate online). In terms of size, teams may be institutional
(comprising of hundreds of members) and operational (a small,
cooperative group, in regular contact and contributes
responsibly to achieve task at hand).
5 P’S OF TEAM BUILDING
• A strong team raises the bar for performance. Whether
you’re leading a strong team or are a member of one, we
find these points help address larger issues, and many of
the little problems take care of themselves.
• Before we start with the main five, there are two
themes that happen to start with the letter P that tie
each of these together :

• Please – we always ask for input, behavior changes, or

solutions to our shared problems, and

• Praise – we reward any successes, no matter how small.

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5 P’S OF TEAM BUILDING

1. Presence
2. Planning
3. Proactivity
4. Practicality
5. Patience

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5 P’S OF TEAM BUILDING
• 1) Presence – By far the most important element in my opinion. In
order to follow through on any initiative, a team needs to be cohesive,
and complementing of each other. The only way to establish this
foundation is a want to be around the team and learn about the
individual members. What values are important to them? What
constitutes a good vs a bad day? Who are they drawn to for guidance?
What contributions make them the most proud? Spending time with
the team is the best way to find out.
• 2) Planning – Having a vision and verbalizing it to the team can’t be
understated. In prior posts, I have explored the need to share and
engage others as their approaches may be different, but their visions
for the team, for the business, for themselves may overlap quite a bit.
Together, the strategic plan has input from everyone directly involved
with its execution. Potential barriers are identified early on, and
individuals are coached to have ownership over their separate pieces of
the shared plan. Short-term goals are evaluated, and long-term or
stretch targets are adjusted accordingly.

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5 P’S OF TEAM BUILDING
• 3) Proactivity – This element requires a bit of finesse. Usually borne
out of crisis, being proactive serves to not just correct a known
problem, but to prevent it from happening in the first place. A definite
challenge is proving that the time invested to make a change in
behavior, saves the time spent reacting to an undesirable outcome. An
example of this would be calling a family member before processing an
expensive prescription. This step may offset (or in many cases, save)
the time spent correcting the issue after upsetting the customer when
they arrive. The key here is the culture change that comes with it.
When there are many crises, and therefore, many undesirable
outcomes, being proactive is an easier sell. Once the bulk of those are
rectified, being proactive becomes the team thought-process
and raises the standard of performance. The crises are no longer
obvious and staff are much more in control of their work volume,
meaning they’re better prepared for the next inevitable wave of
change.

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5 P’S OF TEAM BUILDING
• 4) Practicality – Especially in the beginning, before real bonds are formed
between team members, it’s essential to have some ‘easy wins’. These are
very realistic, functional process changes that when realized, benefit
everyone equally. One pharmacy example was to implement
communication stamps and initialing hard copies. The stamps sent
consistent messages to assembly staff and the initials identified the
person sending the message in case clarification was needed.
• 5) Patience – This is the toughest element to master. I’ve been blessed to
be a part of a number of excellent teams. Some I have had the privilege to
lead, others I was made to feel like an important cog in a high-powered
machine. The grander the scope or the larger the team, the more energy
needs to be invested to keep the train moving. Coaching requirements are
unique to the individuals on the team. Some may grab concepts faster
than others. Inconsistency with words and actions is expected. Mistakes
will be made. Those frustrations are the necessarily evil to grow people.
Once they see the value of being around, planning ahead, being proactive
and thinking practically, they will make the performance of everyone
around them a little bit better.

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5 P’S OF TEAM BUILDING

• To finish off, team-building is hard. Although

that’s admittedly a crude statement to make,
there’s no point in mincing words. Sometimes,
people associate ‘team-building’ with ice-breakers,
or performing tasks with blindfolds and obstacle
courses. These exercises may highlight the need to
work together and be comfortable with one
another, but unless those lessons are translated to
the vision and the tasks at hand, they run the risk
of being footnotes left behind in the annals of
history.

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TYPES OF TEAMS
1. Work Teams: Work teams are the teams formed for specific work purpose in the
organization such as developing and manufacturing new products, providing
costumer services by effectively using organizational resources. Work teams are
highly empowered.
2. Problem Solving Teams: These are the temporary team established to solve the
specific problems of workplace and usually disbanded or gets separated after
solving the particular assigned problem.
3. Cross-Functional Teams: Cross-functional teams are the teams in which all the
team members come from different functional areas and specialized fields and
generally offer recommendations for solving particular problem. Members of the
team usually work on some hierarchal level at different departments or area of
specialization.
4. Virtual Teams: These are the teams that never actually meet together in the same
room. Their activities take place on the computer via tele conferencing and other
electronic information system.
5. Self-Managing Teams: These are the teams empowered to make decisions required
to manage themselves on a day-to-day basis. Members have to make decisions on
work scheduling, training, allocation of work, evaluating performance etc. Members
are collectively held responsible for the teams overall

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In 1965, a psychologist named Bruce Tuckman said
that teams go through 5 stages of development:
forming, storming, norming, performing and
adjourning. The stages start from the time that a
group first meets until the project ends.

Tuckman didn’t just have a knack for rhyming.

(Although, it does make the stages easier to
remember.) Each is aptly named and plays a vital
part in building a high-functioning team.
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Each stage plays a vital part in
building a high-functioning team

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#1 Forming Stage
The first stage of team development is forming, which is a lot like orientation day
at college or a new job. You could even compare it to going out on a first date.
The team has just been introduced and everyone is overly polite and pleasant. At
the start, most are excited to start something new and to get to know the other
team members.
During this stage, you may discuss:
Member’s skills, background and interests
Project goals
Timeline
Ground rules
Individual roles
As the group starts to familiarize themselves, roles and responsibilities will begin
to form. It is important for team members to develop relationships and understand
what part each person plays.
But, because this stage focuses more on the people than on the work, your team
probably won’t be very productive yet.

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#2 Storming Stage
Have you ever reached the point in a relationship where you become aware of a person’s
characteristics and they frustrate or annoy you?
Perhaps they squeeze the toothpaste from the top of the tube instead of the bottom? Eat with
their mouth open? Or they listen to the same Drake song 15 times in a row?
Well, congrats, you’ve entered the storming stage.
Being in a team is like being in a relationship. At first, you may think someone is perfect and
flawless. But, then you realize that they aren’t. Once you’re aware of their flaws, you either
learn to embrace them or the relationship will end quickly.
In the storming stage, the reality and weight of completing the task at hand have now hit
everyone. The initial feelings of excitement and the need to be polite have likely worn off.
Personalities may clash. Members might disagree over how to complete a task or voice their
concerns if they feel that someone isn’t pulling their weight. They may even question the
authority or guidance of group leaders.
But, it is important to remember that most teams experience conflict. If you are the leader,
remind members that disagreements are normal.
Some teams skip over the storming stage or try to avoid conflict at whatever cost. Avoidance
usually makes the problem grow until it blows up. So, recognize conflicts and resolve them
early on.

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#3 Norming Stage
During the norming stage, people start to notice and
appreciate their team members’ strengths. Groups start to
settle into a groove. Everyone is contributing and working as
a cohesive unit.
Of course, you may still think that your tech guy’s choice in
music is obnoxious. But, you also admire his knowledge of
web design and coding skills, and value his opinions on
anything tech-related.
Storming sometimes overlaps with norming. As new tasks
arise, groups may still experience a few conflicts. If you’ve
already dealt with disagreement before, it will probably be
easier to address this time.
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#4 Performing Stage
If you’ve reached the fourth stage, pat yourself on the back.
You’re on your way to success.
In the performing stage, members are confident, motivated
and familiar enough with the project and their team that they
can operate without supervision. Everyone is on the same
page and driving full-speed ahead towards the final goal.
The fourth stage is the one that all groups strive to reach. Yet,
some do not make it. They usually fail to overcome conflict
and can’t work together.

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#5 Adjourning Stage
In 1977, Tuckman added a fifth stage called
adjourning. (Sadly, not a perfect rhyme.)
Once a project ends, the team disbands. This
phase is sometimes known as mourning
because members have grown close and feel
a loss now that the experience is over.

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TEAM PERFORMANCE
• Team Performance.
A team is a dynamic system
of interrelationships
between a group of people,
linked to a common
purpose. Teams exist to
produce results. The nature
and measure of results vary
from team to team, yet
ultimately all teams are
evaluated on their ability to
produce results over time.
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TEAM PERFORMANCE
A team is a dynamic system of
interrelationships between a group of people,
linked to a common purpose. Teams exist to
produce results. The nature and measure of
results vary from team to team, yet
ultimately all teams are evaluated on their
ability to produce results over time. Although
there are times when a team must stay
focused on the task, deadline and
deliverables, the intensity of that focus is not
sustainable. Burnout is predictable and
eventually leads to disappointing results.
Regardless of our differences, human beings
share a basic need for affiliation. We want to
belong to a group and make emotional
connections. In a recent survey, over half
cited relationship-oriented behaviors as the
most treasured team member traits.

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TEAM PERFORMANCE

• Motivated Minds can help your team manage the delicate

balance between relationship and results. We’ll help your team
operate synergistically, generating high levels of productivity and
positivity.
• We work with teams who want to:
1. Expand leadership capacity and impact
2. Accelerate relationship and results
3. Engage in open and candid dialogue
4. Develop powerful terms of engagement
5. Build on collective strengths
6. Maximize team dynamics
7. Create a common vision and values

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MODEL LEADS TO MORE EFFECTIVE TEAMS

• How can managers and team leaders improve poor team results? How
can successful teams be even more effective? Dr. Robert Ginnett of
the Center for Creative Leadership has developed the Team
Effectiveness Leadership Model, which can be used to identify what is
required for a team to be effective and point the leader either toward the
roadblocks that are hindering the team or toward ways to make the
team even more effective. This model (depicted below) uses a systems
theory approach with inputs on the left (i.e., individual, team, and
organizational factors), processes in the center (i.e., what one can tell
about the team by observing team members), and outputs on the right
(i.e., how well the team did in accomplishing its objectives). One way to
explore the model is to go through it in reverse order looking at outputs
first, then the process stage, and then inputs.

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MODEL LEADS TO MORE EFFECTIVE TEAMS

• Outputs : Outputs are the results of the team's work.

A team is effective if (a) the team's product or service
meets its stakeholders' standards for quantity, quality,
and timeliness; and (b) if the group process that occurs
while the group is performing its task enhances its
members' ability to work together as a team in the
future. And an equally important result of a team
working effectively is the satisfaction its members
derive from that work as individuals. Those team
results depend on the group process and the inputs
available to the team.

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MODEL LEADS TO MORE EFFECTIVE TEAMS
• Process : The model identifies four Process Criteria yardsticks managers
can use to examine the ways in which teams work. If a team is to perform
effectively, it must:
• work hard enough (P-1 Effort);
• have sufficient knowledge and skills to perform the task (P-2 Knowledge &
Skills);
• have a strategy to accomplish its work or ways to approach the task at
hand (P-3 Strategy); and
• have constructive and positive group dynamics among its members (P-4
Group Dynamics).
• Research has shown consistently that effective group dynamics are the
foundation upon which other team work proceeds. If the team is ultimately
to achieve the valued outcome measures of effectiveness, a firm foundation
of effective group process is critical. (Note that Group Dynamics is depicted
as the foundation of Process Criteria. This "foundation" concept appears in
other sections of the model as well.)

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MODEL LEADS TO MORE EFFECTIVE TEAMS

• Inputs : Inputs are what is available to

teams as they go about their work. The
model shows multiple levels in the input
stage. Input factors at both the individual
and organizational levels affect the team
design level as indicated by the direction of
the arrows between these levels.

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MODEL LEADS TO MORE EFFECTIVE TEAMS
Applying the Model: An Example

• The best way to understand how this model can help managers analyze team performance is to run through
an example. Suppose a manager discovers that a team's members are not working very hard. Looking at the
model's Process Criteria, an initial diagnosis would suggest a problem of effort P-1). Instead of either
encouraging or threatening the team members to get them to work harder, the manager could first consider
the model's inputs to see if an underlying problem can be identified. The component in each input section with
the number that correspond to the initial problem offers a natural starting point because the items have been
numbered systematically to align related concepts.

• The Individual Inputs piece of the model asks managers to look at the interests and motivations of the
individual team members (Level I-1, corresponding to a P-1 diagnosis), because team members who are
interested in the group's task will be more likely to succeed at it. If the manager finds that the team members
do in fact have an interest in the task, the model then leads the manager to consider another possibility.

• The model emphasizes the way teams are influenced by both individual and organizational level inputs. So the
next step is to look at the Organizational Input level. At the organization level, the model suggests the
manager examine the system of rewards (or disincentives) (O-1) that may be impacting the team. If the
individuals have no incentives provided by the organization for putting forth effort, they might not be very
inclined to work hard, or at all. Or the reward system may be structured to promote only individual
performance. Such reward structures are inconsistent with team tasks where interdependence and cooperation
among members is necessary.

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MODEL LEADS TO MORE EFFECTIVE TEAMS
• If the manager concludes that both the individual and organizational level
factors do support the team's ability to perform the task, the model offers
yet another area to explore. Problems can also occur at the Team Design
level. Here, it is likely a poorly designed task (T-1) is the culprit. If a job is
meaningless, lacks sufficient autonomy, or provides no knowledge of
results, team members may not put forth much effort.
• Using this model, a manager can find key points at various levels of the
input stage that would impact the way the team went about its work. In
this example, a process level problem with effort was diagnosed and the
model led the manager to examine the "1" level factors at the individual,
organizational, and team levels as the most likely locations for finding
input problems.
• Of course, additional factors impact teams and team effectiveness,
including complex interactions among the variables described in this
model. Even so, this model can be useful for understanding how teams
operate and can help managers analyze problems and lead more effectively.

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FEATURES OF EFFECTIVE TEAMS

• 1. Clear Goals: Clarity in goals, objectives or task of the team give them
the clear knowledge of the results to be achieved by them as well as the
process or directions which they have to follow for achieving goals.
• 2. Relevant Skills: Members of effective team should have the relevant
technical, managerial & interpersonal skills to achieve the desired goals
and objectives.
• 3. Mutual Trust: Effective team’s members should have high level mutual
trust i.e. members must believe in integrity, character and ability of one
another. This trust creates a good organizational culture.
• 4. Unity in Commitment: Members of an effective team have unified
commitment and dedication towards team & team goals. They have a
desire to show synergy to achieve team goals.
• 5. Good Communication: Members of effective teams should have good
interpersonal skills among team members. This develops a good
understanding & co-operation among members.

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FEATURES OF EFFECTIVE TEAMS
• Negotiating Skills: Effective teams should be flexible in nature and team
members should posses adequate negotiating skills and ability to reconcile
the differences and conflicts.
• 7. Effective Leadership: Effective leadership is required for building and
managing the effective team and team members. Good leaders self-
confidence of team members and guide & support them.
• 8. Supportive Environment: Supportive environment is essential for
effective team work. Effective team should have proper training system,
required resources and supportive human resource management.
• 9. Team Rewards: Effective team should be rewarded for their efforts
towards goals achievement. Rewards can be financial or non-financial like
recognition in nature. Team Rewards helps in enhancing motivation and
confidence of team members.
• 10. Clarify of Role: Effective team can be build if the members of team are
clear with their role or job they have to perform for achieving team
objectives.

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ADVANTAGES OF TEAM
• 1. Synergy : Team have the potential to create higher level of productivity due to
positive synergy created by all the team members which results in effective results in
performance of the team more than the performance or results of individual members.
• 2. Improve organizational Communication: Team encourages interactions which
lead to effective interpersonal communication and good understanding between all
members in organization. This also leads to effective ways of resolving conflicts
among members.
• 3. Commitment Towards Goals: Team creates a common commitment upon
specific goals that results in high degree of commitment to common team goals. The
individual give priority to common goals than to their personal goals.
• 4. Flexibility: Members in team are more flexible and responsive to change than
individually or in other form of grouping. Teams have the capability to quickly
assemble, deploy, refocus and disband.
• 5. Effective Job Training: Team work or team goals always need effective job training
to be achieved. Through training the team members can build their technical,
decision-making and interpersonal skills.
• 6. Enhances Employee Motivation: Work team encourages employee motivation as
it increase employee involvement and make the employees to perform better making
them realize that their contribution is important for he success of team.
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STEPS FOR EFFECTIVE TEAM WORK

• 1. Proper Selection of Team Members: Team members should be

selected on the basis of their knowledge skill and relevant experience
required for accomplishing team goals. Selection of team members should
be done very carefully because effective team members can only help in
achieving the main purpose or objectives of teams. Team members should
have effective technical problem, interpersonal skills and problem solving
skills.
• 2. Setting Challenging Goals:- Goal of team should be challenging
which requires focus, attention unified efforts and cohesiveness from the
team members to achieve them. There should be unified commitment of
team members towards goals.
• 3. Time Boundation: Team work is performed better under pressure of
time. All the team members should be made realize that goal to be
achieved are urgent and important and those have to be achieve in
particular time period. More urgent and meaningful target leads to more
effective team performance.

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STEPS FOR EFFECTIVE TEAM WORK
• 4. Establish Proper Rules and Regulations: To get effective results, a
team must develop rules of conduct for the members. These rules are
related with:-
• 1. Punctuality and Regularity
• 2.Confidentiality
• 3. Proper Behavior amongst members
• 4. Respect and Dignity Among members.
• 5. Relevant Communication
• 6. Task Oriented Approach
• 7. Constructive Confrontation i.e. no Finger Painting
• 5. Selection of Right People for Right Job: Principle of “Right man for
right job” should be followed by the team. Team members should be
selected according to the needs and preference of team job. Members
should be given their job roles according to the skills and qualities they
posses required for achieving team goal i.e. people who are appropriate for
the job should be placed for doing that particular job.
•

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STEPS FOR EFFECTIVE TEAM WORK

• 6. Establish Accountability: All teams members are

individually and mutually accountable for team purpose,
goals and outcomes. Every member should be very clear as to
what they are individually responsible for or else members try
to take advantage of group efforts because their individual’s
contributions can’t be identified.
• 7. Development Trust: There should be high level mutual
trust among members and they should believe in integrity,
character, competence consistency, loyalty and openness
towards each other.
• 8. Rewards and Recognition: Rewards and recognition can
improve team efforts and commitments, suitable rewards can
be given to the team members for their contributions.
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SKILLS NEEDED FO REFLECTIVE TEAM BUILDING
• 1. Effective Leadership: - Leadership is about getting others to take action.
If leadership effectiveness is lacking then team directions will be disturbed
and proper efforts will not be put by team members to achieve goals and
objectives. Effective leadership result in high productivity, less stress, high
motivation, more profits, creativity, clear vision good communication and
ability to attract and retain the right people.
• 2. Communication Skills: - For effective team management proper
communication and interpersonal skills is required. Team members should
involve in free flow and exchange of information, thoughts and ideas
amongst each other so that goals and objectives could be efficiently achieved.
Goals and task roles should be properly communicated to all the team
members. Group behavior should also be communicated.
• 3. Effective Listening: - Effective listening is a very important skills for team
building. Listening is an important part of the communication process. It
demand intellectual, perhaps even emotional effect and total concentration,
Listening helps in making team members more clear about goals, objectives
of teams as well as directions and process needed to be followed to achieve
those goals.

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SKILLS NEEDED FO REFLECTIVE TEAM BUILDING

• 4. Collaboration: - Collaboration enables understanding team process.

Collaboration implies that team members are walking together effectively
and efficiently interpersonally. Developing team through collaboration
involves understanding roles and responsibilities of members, team leaders,
managers and organizational involvement
• 5. Risk taking & innovation skills:- changing scenario in corporate usually
involves creative thinking, unique solutions and new ideas as well as
reasonable risk taking ability. Employees having these qualities can form a
better team.
• 6. Co-ordination :- Team co-ordination is necessary among members for
the effective functioning. Team is coordinated by central leadership that
assist team to obtain team spirit, unity and successful accomplishment of
goals.
• 7. Technical & Problem Solving Skills: Team members should have
required technical knowledge, skills, experience &problem salving skills
required for achieving team goals.

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TEAM DEVELOPMENT
• 1. Balanced Roles: - People with different work preferences
must gain entry into teams rather than like minded people so
that different roles could be assigned to different people
according to their knowledge, skill and experience. Proper size
of team involves members ranging between 5 to 12.
• 2. Open Communication: - Communication should be open
flexible and capable of building trust among people.
• 3. Handling Stress: Working in team the key skill which is
developed is the ability to recognize that when either
individual or collective stress is becoming a problem and how
to reduce it.
• 4. Team Goals: Team make sense only when there is a
common goal which requires collective action. Goals provides
the objective, purpose as direction to the team.
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TEAM DEVELOPMENT

• 5. Review Performance: For a team success there must be

proper control over the team's activities and outcomes so that
proper performance could be ensured.
• 6. Shared Leadership: Teams need different form of
leadership at different times. Both leaders and members must
be willing to exchange roles depending on situations.
• 7. Facilitation Skills: Team meetings should be well
organized, allowing enough room for all to express their
feelings and thoughts properly.
• 8. Consensus: Team decisions need to be based on consensus
i.e. all the members should commonly or in majority should
be agreed in implementing some important decisions.

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Skill Development
Skills development is the process of
(1) identifying your skill gaps, and
(2) developing and honing these skills.
It is important because your skills determine
your ability to execute your plans with
success.
Types Of Skills
1. Soft Skills = Soft Skills are interpersonal, or people, skills. They are somewhat difficult to
quantify and relate to a person’s personality and ability to work with others. Author Daniel
Goleman's well-known book Emotional Intelligence discusses soft skills and their
importance in the workplace. This skill set includes good communication, critical thinking,
empathy, and conflict resolution, among other skills.
2. Hard Skills = Hard Skills are quantifiable and teachable; they include specific knowledge
and abilities required for a job. Examples of hard skills include computer programming,
accounting, mathematics, and data analysis. Some can be learned on the job, while others,
such as surgical skills, are first learned in a classroom and then refined through work
practice.
3. Hybrid Skills = Hybrid Skills include a combination of technical and non-technical skills.
Many positions require employees to incorporate both soft and hard skills in their skill set to
succeed in the role.
4. Transferable Skills = Transferable Skills can apply to many different career fields. These
include soft skills like critical thinking and problem solving, or hard skills such as writing
and math ability.
5. Job-specific employment skills = Job-specific employment skills are those necessary for a
particular position. For example, a hair stylist must know hair-colouring techniques, a
payroll clerk must have payroll skills, and a nutritionist must have diet management
knowledge.
Purpose Of Writing Business Letters
• To explain or justify actions already taken: "Given that situation,
we have determined that the best course of action is to reject all
current bids and to seek others."
• To convey information, as in a research report or the promulgation
of a new company policy: "Management wants all employees to
know that the floggings will stop as soon as we have evidence of
improved morale."
• To influence the reader to take some action: "I hope that you will
find that our new, Web-based cash management services can
reduce your capital requirements and save you money."
• To deliver good or bad news: "Unfortunately, the engine fire you
reported occurred one day after the expiration of the warranty
period."
• To direct action: "Your team should complete and deliver the
product specifications by May 1.
Business Writing Style
• "Business writing legitimately varies from the
conversational style you might use in a note sent by e-
mail to the formal, legalistic style found in contracts. In
most e-mail messages, letters, and memos, a style
between the two extremes generally is appropriate.
• "The best writers strive to write in a style that is so
clear that their message cannot be misunderstood. In
fact, you cannot be persuasive without being clear. One
way to achieve clarity, especially during revision, is to
eliminate overuse of the passive voice, which plagues
most poor business writing. Although the passive voice
is sometimes necessary, often it not only makes your
writing dull but also is ambiguous, uninformative, or
overly impersonal.
Non – Verbal Communication
Nonverbal communication is the sending or receiving of wordless messages. We
can say that communication other than oral and written, such
as gesture, body language, posture, tone of voice or facial expressions, is
called nonverbal communication.
Nonverbal communication is all about the body language of speaker.
Nonverbal communication helps receiver in interpreting the message received.
Often, non-verbal signals reflect the situation more accurately than verbal
messages.
Sometimes nonverbal response contradicts verbal communication and
hence, affect the effectiveness of message.
Non – Verbal Communication have the following three elements:
1. Appearance
• Speaker: Clothing, hairstyle, neatness, use of cosmetics
• Surrounding: Room size, Lighting, Decorations, Furnishings
2. Body Language
• Facial expressions, Gestures, Postures.
• Sounds = Voice Tone, Volume, Speech rate.
Preparing the Venue
It is important to arrive early in order to
familiarize yourself with the venue and any
audio-visual equipment that you will be using.
If you are presenting in a familiar setting, for
example within your own organization the
room and its layout will be familiar. However,
you may be presenting at a location that you
have never seen before - the boardroom of a
host organization, a hotel suite or an
exhibition. Where this is the case it is
important to plan your arrival at the venue well
ahead of time.
Channels Of Communication
1. Formal Communication Channels: - A formal communication
channel transmits information such as the goals, policies and
procedures of an organization. Messages in this type of
communication channel follow a chain of command. This
means information flows from a manager to his subordinates
and they in turn pass on the information to the next level of
staff.
An example of a formal communication channel is a
company's newsletter, which gives employees as well as the
clients a clear idea of a company's goals and vision. It also
includes the transfer of information with regard to memoranda,
reports, directions, and scheduled meetings in the chain of
command.
A business plan, customer satisfaction survey, annual reports,
employer’s manual, review meetings are all formal
communication channels.
Channels Of Communication
2. Informal Communication Channels: - Within a formal working
environment, there always exists an informal communication network.
The strict hierarchical web of communication cannot function
efficiently on its own and hence there exists a communication channel
outside of this web. While this type of communication channel may
disrupt the chain of command, a good manager needs to find the fine
balance between the formal and informal communication channel.
An example of an informal communication channel is lunchtime
at the organization's cafeteria/canteen. Here, in a relaxed atmosphere,
discussions among employees are encouraged. Also managers walking
around, adopting a hands-on approach to handling employee queries
is an example of an informal communication channel.
Quality circles, team work, different training programs are outside
of the chain of command and so, fall under the category of informal
communication channels.
Channels Of Communication
3. Unofficial Communication Channels: - Good managers will recognize
the fact that sometimes communication that takes place within an
organization is interpersonal. While minutes of a meeting may be a
topic of discussion among employees, sports, politics and TV shows
also share the floor.
The unofficial communication channel in an organization is the
organization's 'grapevine.' It is through the grapevine that rumours
circulate. Also those engaging in 'grapevine' discussions often form
groups, which translate into friendships outside of the organization.
While the grapevine may have positive implications, more often than
not information circulating in the grapevine is exaggerated and may
cause unnecessary alarm to employees. A good manager should be
privy to information circulating in this unofficial communication
channel and should take positive measures to prevent the flow of false
information.
An example of an unofficial communication channel is social
gatherings among employees.
Barriers To Communication
The various inadequacies that can be identified through
communication evaluation are required to be analyzed in terms of
various factors - obstructions and barriers - that impede flow
communication. Any managerial action in this regard can be effective
only when it strikes at the very root of the factors that lie at the very
root of the problem. From this viewpoint, identification of different
factors is necessary.
There might be a number of such barriers impeding the flow of
communication in the organization. These may be classified as:
(i) External .
(ii) Organizational.
(iii) Personal factors.
However, such a classification does not suggest that these are mutually
exclusive. Rather, such a classification is helpful in understanding
the nature of communication barriers.
Written Business Communication
In written business communication, written signs or symbols are used to communicate. A written
message may be printed or hand written. In written communication message can be transmitted
via email, letter, report, memo etc. Message, in written communication, is influenced by the
vocabulary & grammar used, writing style, precision and clarity of the language used.
Written Communication is most common form of communication being used in business. So, it is
considered core among business skills.
Memos, reports, bulletins, job descriptions, employee manuals, and electronic mail are the types of
written communication used for internal communication. For communicating with external
environment in writing, electronic mail, Internet Web sites, letters, proposals, telegrams, faxes,
postcards, contracts, advertisements, brochures, and news releases are used.

Advantages of Written Communication: - Messages can be edited and revised many times before it is
actually sent. Written communication provides record for every message sent and can be saved for
later study. A written message enables receiver to fully understand it and send appropriate
feedback.
Disadvantages of Written Communication: - Unlike oral communication, written communication does
not bring instant feedback. It take more time in composing a written message as compared to word
of mouth and number of people struggles for writing ability.
Essentials of Business Letter
Business letters, to be good and effective, must contain
certain essentials. In other words, business letters should
conform to certain minimum standards of letter-writing. One
can look at these essentials from different angles—language,
content, context, length, structure, layout, taste, tone, impact
and purpose orientation. Any letter is amenable to description
in terms of these characteristics or features. To qualify the letter
should measure up as good when viewed from any of these
considerations. It may or may not encompass all these features.
Nevertheless, a good letter-writer should have a clear
understanding of all the characteristics that make the letter
effective. In order to be clear about what is a good letter, it is also
very necessary to know what is a bad letter. While a good letter
can be good on many counts, a bad letter may have one
undesirable feature which can mar the beauty of the entire
letter.
Different Kinds Of Business Letters
1. Sales Letters: - Typical sales letters start off with a very strong statement to capture the
interest of the reader. Since the purpose is to get the reader to do something, these letters
include strong calls to action, detail the benefit to the reader of taking the action and
include information to help the reader to act, such as including a telephone number or
website link.
2. Order Letters: - Order letters are sent by consumers or businesses to a manufacturer, retailer
or wholesaler to order goods or services. These letters must contain specific information
such as model number, name of the product, the quantity desired and expected price.
Payment is sometimes included with the letter.
3. Complaint Letters: - The words and tone you choose to use in a letter complaining to a
business may be the deciding factor on whether your complaint is satisfied. Be direct but
tactful and always use a professional tone if you want the company to listen to you.
4. Adjustment Letters: - An adjustment letter is normally sent in response to a claim or
complaint. If the adjustment is in the customer’s favor, begin the letter with that news. If
not, keep your tone factual and let the customer know that you understand the complaint.
5. Inquiry Letters: - Inquiry letters ask a question or elicit information from the recipient.
When composing this type of letter, keep it clear and succinct and list exactly what
information you need. Be sure to include your contact information so that it is easy for the
reader to respond.
Different Kinds Of Business Letters
6. Follow-Up Letters: - Follow-up letters are usually sent after some type of initial
communication. This could be a sales department thanking a customer for an order, a
businessman reviewing the outcome of a meeting or a job seeker inquiring about the status
of his application. In many cases, these letters are a combination thank-you note and sales
letter.
7. Letters of Recommendation: - Prospective employers often ask job applicants for letters of
recommendation before they hire them. This type of letter is usually from a previous
employer or professor, and it describes the sender’s relationship with and opinion of the job
seeker.
8. Acknowledgment Letters: - Acknowledgment letters act as simple receipts. Businesses send
them to let others know that they have received a prior communication, but action may or
may not have taken place.
9. Cover Letters: - Cover letters usually accompany a package, report or other merchandise.
They are used to describe what is enclosed, why it is being sent and what the recipient
should do with it, if there is any action that needs to be taken. These types of letters are
generally very short and succinct.
10. Letters of Resignation: - When an employee plans to leave his job, a letter of resignation is
usually sent to his immediate manager giving him notice and letting him know when the
last day of employment will be. In many cases, the employee also will detail his reason for
leaving the company.
Achievement of a Good Business
Letter
Before discussing the essentials of a good business letter, it
would be desirable to keep in view what such a letter can
achieve for business.
1. A good business letter can reach out and directly address
the target, be it a customer or a prospect or a patron or
the regulator.
2. A good business letter can address the prospect and set
the sales pitch.
3. A good business letter can act as an effective salesperson.
4. A good business letter can strengthen the bond and
provide further details to an existing customer.
5. A good business letter can, thus, act as your relationship
officer.
Achievement of a Good Business
Letter
6. A good business letter can dispel disinformation and create
goodwill.
7. It thereby acts as your ambassador.
8. A good business letter can make announcements, share relevant
information and keep you in touch with people who matter.
9. In this way, a good business letter can be your public relations
officer (PRO).
10. Well-written and imaginatively drafted letters can play the role of
a salesman, a relationship officer, an ambassador and a PRO for
business establishments.
11. This is true especially for small businesses which cannot afford to
employ people specifically for carrying out these functions.
Essential of a good Business Letter
1. Have Clarity: - A letter must have clarity. The underlying message
should be expressed in clear terms. Care should be taken to avoid
ambiguity.
2. Create An Impact: - The letter should create the necessary impact.
Behind every letter there is an objective and the letter should have a
clear purpose. The purpose of writing a letter is not just to reach out
to the customer. Every letter has an intended impact which must be
felt.
3. Contain Relevant Information: - The letter should provide the
relevant details forming part of the message. Facts, figures,
illustrations and other such information, which are both accurate
and reliable, as well as relevant to the context of the communication,
should be incorporated in the letter.
4. Use Brevity: - Any good communication—oral or written—should
necessarily incorporate this essential feature. Brevity is a very
important attribute for any business letter. For everyone connected
with business, time is of essence. The time that one can allot for
reading business letters is certainly limited.
Essential of a good Business Letter
6. Keep it simple: - Simplicity is the hallmark of any good communication. Simplicity
refers to the ease of understanding. Simple writing is the opposite of complex
and involved writing. The art of simple writing is mastered through conscious
effort and practice. A letter written in a simple, easy, informal style using easily
understood words catches the attention, and makes an impact.
7. Observe Timeliness: - Business letters, to be effective, should have proper
timing. Letters should be written and dispatched on time. Some messages
have a sense of urgency. They call for action, which is ‘immediate’ or ‘urgent’,
or within a given time frame. Letters which carry such messages should
reflect the associated urgency.
8. Use Suitable Language: - Language is an extremely important facet of
business communication. First and foremost, it is necessary to ensure that
the language used is appropriate, i.e. the language with which the reader is at
ease.
9. Effective Use Of Vocabulary or word power: - For the language to be effective,
an important prerequisite is abundant vocabulary or word power. Words are
the very essence of written communication. Words translate thoughts and
carry the message through to the reader.
Business Writing
1. Instructional Business Writing: - Instructional business writing provides the
reader with the information needed to complete a task. The task may
need be accomplished immediately or it may be for future reference.
This type of document must break down a process into steps that are
understandable to the reader. The written record must account for
reader’s knowledge of the area, the scope of the task while integrating
variations or potential problems.
Examples:
– User Manual: a guide focused on allowing the customer to use a product.
Effective user manuals are crucial to a good user experience and a happy
customer. User manuals are often considered part of technical writing, which
is closely related to business writing.
– Specifications: A technical document which provides an outline of a product
or process that allows it be constructed or reconstructed by an unfamiliar but
knowledgeable user, enabling effective distribution.
– Memo: A short notification of new information shared within a large group in
an organization. The memo may include a direct instruction or be a reference
on how to complete future tasks.
Business Writing
2. Informational Business Writing: - Not all business writing requires
action. A large volume of writing is created for reference or record.
This category can include some of the less glamorous but still essential
documents.
Recording business information accurately and consistently is
important for marking progress, predicting future work, as well as
complying with legal and contractual obligations.
– Report: perhaps the bulk of informational writing is report writing.
Organizations rely on reports to act, to communicate business and
technical information, to capture work completed, to record incidents, to
finalize projects and recommendations, and to act as an archive. A well
written report allows the reader to easily grasp the content and, if
applicable, make informed decisions.
– Financials: documents that outline the financial state of a company.
These statements provide a fiscal snapshot of a company over a defined
period.
– Minutes: a summary of the proceedings of a meeting. A record of
discussions, decisions, and assignments for attendees and others.
Business Writing
3. Persuasive Business Writing: - When people think of business writing,
they often think of the persuasive writing category. These documents
are generally associated with sales. The persuasive writing may be
direct, with focus on a specific item, or indirect, with focus on
developing the client relationship.
The goal is to two-fold: to convey information and to convince the
reader that the presented information offers the best value. The text is
written to impress the reader and sway their decision.
– Proposals: these documents outline an offer of a product or service to a
specific potential client. The proposal generally presents project overview,
benefits, timeline, costs, and competency.
– Sales Email: an email written to a large number of people to pitch a
product or service.
– Press Release: a text written for journalists and media presenting new
information. The text aims to persuade the reader to share the content
through their own channels.
Business Writing
4. Transactional Business Writing: - Everyday
communication falls under transactional business
writing. The majority of this writing is by email, but also
includes official letters, forms, and invoices. An easy way
to quickly improve your transactional business writing is
to take an online course.
These documents are used to progress general
operations. They are also used to convey good and bad
news, often associated with human resource processes.
• Emails: documents used to quickly communicate
information between staff or clients in business
activities.
• Dismissal notice: This letter provides the official
context and procedural details associated with
employment termination.
What is a Cover Letter
• A cover letter is a single-page letter written
to the person or organisation offering the job
you're applying for. A well-written cover letter
should introduce you and encourage the
person reading it to read your resume.
• Writing a cover letter should be part of every
job application you make, unless there are
clear instructions not to send one. These pages
will help you understand how to write a cover
letter and how to make it the best it can be.
Application Writing
Application writing is the
process or the act of writing
documents in relation to an
application. It can be for a job, an
internship, or a university
application. It is an important
writing skills to be familiar of.
Purpose Of Application Writing
• The purpose of an application formal writing is
dependent on the subject. Writing a university
application letter, for example, is intended for you
to get into a school to pursue your education as a
step to reach your dreams.
• In any target that you aim for your application letter,
the common ground purpose of why you are doing it
is to get in. The fact that you are applying means you
are expressing your will and intention to get a
position or a slot. That is why you cannot just write a
half-baked product. You need to give it with your
best shot.
Business Writing- Sales Related
You have seen salesmen showing products
launched by their company. They may also
show you the new offers by the company.
Sometimes you receive some emails or letters
regarding some offers and discounts from
some companies. You can easily notice all
these during festive seasons. These types of
letters or notices come under the category of
sales correspondence. A letter from an
organization to a supplier regarding the
demand of the supply is an example of a sales
letter.
Sales Correspondence
Sales Correspondence is a written
communication between two parties with the
motive of sales. A sales letter is a form of sale
correspondence. It is a letter that tries to sell a
product. Sales letters are an effective way to
communicate with clients.
It may target a specific group to grab their
attention. It is like a salesman discussing the
purpose but in the form of a letter. A sales
letter can be general or particular in nature.
Format Of Sales Letter
Tips for Writing Sales Letter
1. Introduce the ideas in a way that 11. Proper and complete details of the
compels the reader to take a product and availability.
positive action. 12. Always ask for attention, build
2. Introduce yourself and the product interest, desire, and call of action.
well. 13. Have a simple and convincing tone.
3. Be clear in what you are offering. 14. Avoid creating confusion and
4. Choose your words as per the uncertainty.
targeted audience. 15. Avoid being clever and funny.
5. Always use a headline. 16. Include your name, signature, and
6. Make the first sentence of each other contact details.
paragraph count. 17. Do not use fancy words or slangs.
7. Use of font styles, font sizes, 18. Always revise and edit the letter.
bullets, and numbering etc.
8. Use relevant statement showing
the credibility of the product.
9. Suitable closing sentences.
10. Correct use of salutation.
Credit Letters
What Is a Letter of Credit?
A letter of credit, or "credit letter" is a letter
from a bank guaranteeing that a buyer's payment to
a seller will be received on time and for the correct
amount. In the event that the buyer is unable to
make a payment on the purchase, the bank will be
required to cover the full or remaining amount of
the purchase.
An Example of a Letter of Credit
Citibank offers letters of credit for buyers in
Latin America, Africa, Eastern Europe, Asia, and the
Middle East who may have difficulty obtaining
international credit on their own. Citibank’s letters
of credit help exporters minimize the importer’s
country risk and the issuing bank’s commercial
credit risk.
Good News Messages
1. Positive news messages.
2. Thank you and appreciation messages.
3. Apologies.
4. Routine claims.
5. Routine requests.
6. Order acknowledgments.
7. Credit information messages.
8. Messages extending credit.

Good news and neutral news messages follow the

good news strategy. State the good or neutral news.
Provide adequate details or descriptions. End
pleasantly.
Indirect in bad news and persuasive
messages
In business writing, a bad-news message is a letter,
memo, or email that conveys negative or unpleasant
information—information that is likely to disappoint,
upset, or even anger a reader. It is also called an indirect
message or a negative message.
Bad-news messages include rejections (in response to
job applications, promotion requests, and the like),
negative evaluations, and announcements of policy
changes that don't benefit the reader.
A bad-news message conventionally begins with a
neutral or positive buffer statement before introducing
the negative or unpleasant information. This approach
is called the indirect plan.
Business Writing -Emails
TIPS
1. Subject line says a lot.
2. Start your email with greetings.
3. Say thank you.
4. Be clear and precise.
5. Save someone’s time.
6. Informal vs formal.
7. Everybody likes sandwiches or don’t avoid the negative.
8. The last vow.
9. Write a closing to your email.
10. Proofread your email.
Business Writing –
Memo, Circulars- Notices
Business Writing – Reports and
Proposals
Try to meet your readers’ expectations. Never let yourself
take the reader for granted. Whether the reader is a friend, a
relative, an acquaintance, or just someone who highly
recommends your service, make sure of the clarity of your report
because nobody like to struggle through a poorly written
document. Place yourself in the readers’ shoes before you begin
writing so that you are able to meet their expectations, without
having them lose interest at the first glance or as they read
further into it.
Avoid writing like an amateur. If you wish to improve your
skills of writing reports and proposals, you must develop and
retain your credibility with the readers. Therefore, always check
you facts and figures and never let your readers lose confidence
in you for making an incorrect or confusing statement. You must
write with clarity, showing your logical train of thoughts, and
ensure the authenticity of your statements.
Thank You
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