FINAL PRESENTATION OF ORGANIZATIONAL BEHAVIOUR AND ANALYSIS

1. FINAL PRESENTATION OF ORGANIZATIONAL BEHAVIOUR AND ANALYSIS Prepared for : Dr. S. Kumar Group : Dollar 2 A. R. S. BANDARA - PGIA / 06 / 6317 B. A. G. K. DIAS - PGIA / 06 / 6357 C. KOTAMBAGE - PGIA / 06 / 6367 H. SHANMUGASUNTHARAM - PGIA / 06 / 6329 M. G. P. DAMAYANTHI MENIKE - PGIA / 00 / 0145 N. T. AMARASINGHE - PGIA / 06 / 6334 N. RATNAYAKE - PGIA / 06 / 6347 S. M. N. S. SAMARAKOON - PGIA / 06 / 6364

2. PRESENTATION ON TEAM BUILDING Presented as an interview Team is a unit of two or more people who interact and co-ordinate their work to accomplish a specific goal. TTOGETHER EEVERY BODY AACHIEVE MMORE

3. TWELVE C’s FOR SUCCESSFUL TEAM BUILDING Commitment Clear Expectations Creative Innovation Competence Collaboration Control Communication Coordination Consequences Cultural change Context Charter

4. Clear expectation & Commitment

5. Clear expectations • Communicate team’s expectations clearly by the leadership • Understanding the purpose of creating the team • The team should be supported with enough resources • The work of the team should receive sufficient emphasis as a priority for time, discussion, attention and interest

6. Commitment • The extent of team members desire to participatein the team • The team members should perceive their service as valuable to the team and to their own careers • The leadership should recognize and reward the team member’s contributions • The expectation of the team members to grow and develop their skills on the team • The extent to which the team members are excited and challenged by the team opportunity

7. Creative innovation & Competence

8. Creative innovation • Value creative thinking, unique solutions, and new ideas • Reward people who take reasonablerisks to make improvements and those who fit in and maintain the status quo • Training and education necessary to stimulate new thinking

9. Competence • Participation of appropriate people with required knowledge, skills and capabilities to address the team’s goals and objectives • Adequate resources, strategies and support needed to accomplish its mission

10. Control & Collaboration

11. Control • Understanding of the boundaries. Define limitations at the beginning of the project before the team experiences barriers • Define team’s authority to make recommendations and to implement its plan • Express review process so both the team and sub team are consistently aligned in direction and purpose • Accountability of the team members for commitments and timely results

12. Collaboration • Understanding the stages of group development, roles and responsibilities of the team members • Working together effectively interpersonally • Joint participation in problem solving, process improvement, goal setting and measurement • Co-operation to accomplish the team charter • Establishment of group norms or rules of conduct in areas such as conflict resolution, consensus decision making

13. Coordination & Communication

14. Coordination • Leadership should assist the groups to obtain what they need for success • Priorities and resource allocation should be planned • Understanding the concept of the internal customer - the next process • Develop a competitor-focused, process-focused orientation and movingaway from traditional thinking

15. Communication • Clear understanding of the teams existence • Existence of methods to give feedbackand receive honest performance feedback • Important tactical information should be provided regularly by the team • Team members to communicate clearly and honestly with each other and bring diverse opinions to the table • Raise and address the necessary conflicts

16. Cultural change & Consequences

17. Cultural change • Building a collaborative, empowering team culture • It should eliminate the traditional, hierarchical team style and plan its process of rewarding and recognition of team members • Team should plan to use failures for learning of its future challenges • Team should recognize that the more it can change its climate to support teams, more it will pay back from the success of the teams

18. Consequences • Responsible and accountable for team achievements • Rewards and recognition when teams are successful • Respect towards reasonable risk and encouragement • Resolving problems rather than finger pointing • Designing reward systems that recognize both team and individual performance

19. Charter & Context • Assigned area of responsibility, designed its own mission and develop strategies to accomplish the mission • Communication of goals (Anticipated outcomes and contributions, timelines, measurement) • The team members should understand • Why they are in the team • How the strategy of using teams will help the Team to attain its communicated business goals • The team’s importance to the accomplishment of corporate goals • Where its work fits in the total context of the team’s goals, principles, vision and values

20. Conclusion Other attributes for successful Team Building Continuous improvements Self directed work teams Empowered teams A Team could be formed as • A Sports team • An Organizational team They could perform far better than their competitors by using Successful Team Building Techniques

21. THANK YOU !