Department: medical laboratory service Level IV

TVET –Program Title: medical laboratory service Level IV Level: IV Year: III

Course /Module Title: Develop Team & Individuals Ac. Year: 2013

Nominal Duration: 25HRS Hours: Periods / Week: Semester: II

Course / Module Code: HLT MLS4 M14 10 11 Program: (Reg/Ext) Regular

Name of the Trainer: Fuad.y

Course / Module Description This module aims to provide the learners with the knowledge,
skills and right attitudes required to determine individual and team development needs
and facilitate the development of the workgroup.

This module covers the knowledge, skills and right attitudes in monitoring and support data conversion..

Leaning Outcomes (Objectives):

At eh end of the course / Module, the trainee will able to :

LO1: Provide team leadership

LO2: Foster individual and organizational growth
LO3: Monitor and evaluate workplace learning
LO4: Develop team commitment and cooperation
LO5: Facilitate accomplishment of organizational goals

Course / Module Assessment Methods: Continuous assessment (test, group work, etc)

References:

1. Internet

Page | 1
LO 1: Team Building and leadership
Team Management: The direction to a group of individuals who work as a unit.
Effective teams are result-oriented and are committed to project objectives, goals and
strategies.
Team: Two or more people working interdependently towards a common goal. Getting a
group of people together does not make a “team.” A team develops products that are the
result of the team's collective effort and involves synergy.
Team Building: The process of gathering the right people and getting them to work
together for the benefit of a project

Role: A unit of defined responsibilities that may be assumed by one or more individuals.

Norms: Acceptable standards of behaviors within a group that are shared by group
members. They tell members what they should and should not do depending on the
circumstances.
The goal of team building is to create high-performance teams with the following eight
attributes:

1. Participative leadership. Creating interdependency by empowering, freeing up, and

serving others.
2. Shared responsibility. Establishing an environment in which all team members feel as
responsible as the manager for the performance of the work unit.
3. Aligned on purpose. Having a sense of common purpose about why the team exists and
the function it serves.
4. Strong communication. Creating a climate of trust and open, honest communication.
5. Future focused. Seeing change as an opportunity for growth.
6. Focused on task. Keeping meetings focused on results.
7. Creative talents. Applying individual talents and creativity.
8. Rapid response. Identifying and acting on opportunities.

Page | 2
Team versus group
Some experts say it is a mistake to use the terms group and team interchangeably.
A team is “a small number of people with complementary skills who are committed to a
common purpose, performance goals, and approach for which they hold themselves mutually
accountable.” A small number of people means between 2 and 25 team members. Effective
teams typically have fewer than 10 members. Thus, a group becomes a team when the
following criteria are met:
1. Leadership becomes a shared activity.
2. Accountability shifts from strictly individual to both individual and collective.
3. The group develops its own purpose or mission.
4. Problem solving becomes a way of life, not a part-time activity.
Because of conflicts over power and authority and unstable interpersonal relations, many
work groups never qualify as a real team. 27 The distinction has been described as follows:
“The essence of a team is common commitment. Without it, groups perform as individuals;
with it, they become a powerful unit of collective performance.

LO 2: Improving Organizational Performance

Organizations that want to improve their performance can use a combination of HR
systems to get these improvements. For example, performance measurement systems
help underperforming companies improve performance.
Each department sets measurable goals in line with these indicators, and a gain
compensation to the firm’s earnings.
A profit-sharing plan will likely encourage employees to monitor one another’s
behavior because “loafers” would erode the rewards for everyone. Moreover, profit
sharing should lead to greater information sharing, which increases the productivity
and flexibility of the firm.

Page | 3
The role of HR is changing. Previously considered a support function, HR is now
becoming a strategic partner in helping a company achieve its goals.

The Importance of Human Capital

Employees provide an organization’s human capital. Your human capital is the set of
skills that you have acquired on the job, through training and experience, and which
increase your value in the marketplace.
Focus on Outcomes
Unfortunately, many HR managers are more effective in the technical or operational
aspects of HR than they are in the strategic, even though the strategic aspects have a
much larger effect on the company’s success
HR executives need to understand the company’s goals and strategy and then provide
employees with the skills needed. Too often, HR execs get wrapped up in their own
initiatives without understanding how their role contributes to the business.
LO3: Monitor and evaluate workplace learning

Work teams have a much greater chance of being effective if they are nurtured and
facilitated by the organization. The team’s purpose needs to be consistent with the
organization’s strategy. Similarly, the level of participation and autonomy needed for teams
to be effective requires an organizational culture that values those processes. Team members
also need appropriate technological tools and training. Teamwork needs to be reinforced by
the organizational reward system, which means moving away from pay and bonuses related
solely to individual performance.
How to Build Trust
Trust needs to be earned; it cannot be demanded. The following six guidelines relate to
building and maintaining trust:

Page | 4
1. Communication. Keep team members and employees informed by explaining policies and
decisions and providing accurate feedback. Be candid about one’s own problems and
limitations. Tell the truth.
2. Support. Be available and approachable. Provide help, advice, coaching, and support for
team members’ ideas.
3. Respect. Delegation, in the form of real decision-making authority, is the most important
expression of managerial respect. Actively listening to the ideas of others is a close second.
(Empowerment is not possible without trust.)
4. Fairness. Be quick to give credit and recognition to those who deserve it.
Make sure all performance appraisals and evaluations are objective and impartial. 35
5. Predictability. Be consistent and predictable in your daily affairs. Keep both expressed
and implied promises.
6. Competence. Enhance your credibility by demonstrating good business sense, technical
ability, and professionalism.

Self-managed teams are defined as groups of workers who are given administrative
responsibility for their task domains. Administrative responsibility involves delegated
activities such as planning, scheduling, monitoring, and staffing. These are activities
normally performed by managers. In short, employees in this unique work group’s act as
their own supervisor.39 Self-managed teams are variously referred to as semiautonomous
work groups, autonomous work groups, and super teams.
Something much more complex is involved than this apparently simple label suggests.
The term self-managed does not mean simply turning workers loose to do their own thing.
Indeed, an organization embracing self-managed teams should be prepared to undergo
revolutionary changes in management philosophy, structure, staffing and training practices,
and reward systems. Moreover, the traditional notions of managerial authority and control
are turned on their heads. Not surprisingly, many managers strongly resist giving up the reins
of power to people they view as subordinates.

Page | 5
Cross-Functional Teams A common feature of self-managed teams, particularly among
those above the shop-floor or clerical level, is that they are cross-functional teams. In other
words, specialists from different areas are put on the same team. Among companies with
self-managed teams, the most commonly delegated tasks are work scheduling and dealing
directly with outside customers

The least common team activities are hiring and firing. Most of today’s self-managed teams
remain bunched at the shop-floor level in factory set

LO4 : Develop team commitment and cooperation

There are several types of teams. The choice of type depends on the task to be performed,
the organizational context and the resources available. Carefully consider if some routine
tasks will need to be performed on an ongoing basis. A permanent core structure team at
steering committee level may be considered

Having the right core team can make or break a project. Therefore, great care should be
taken when selecting team members. It might be very useful to consider the following
elements:
3.1 Team size
3.2 Overall team composition
3.3 Team member selection and exclusion criteria
3.4 Member recruitment process

3.1 Team size

-Recommended size is a team of 3-12 members. A team of 5-7 members is the best.
--Small teams (3 or 4 members) work faster and tend to
produce results quickly, but there is less diversity.
-Teams greater than 7 or 8 members require an expert

Page | 6
facilitator and the creation of sub teams to operate effectively. They have the potential for
generating more ideas and be more diverse.

3.2 Overall team composition

Ensure that the team represents the stakeholders involved in the project. A well-rounded
team includes a mix of members from relevant units/organizations involved in the project
having a wide range of experience and skills. Consider members who:
-belong to relevant partners organizations or organizational units of the project
-have different abilities such as:
- technical expertise and skills,
- administrative skills (e.g. problem-solving and decision-making skills),
- interpersonal and communication skills.

TEAM DEVELOPMENT

Team development is an important factor in the creation of high performing teams.

The TDM indicates the degree to which a team has and uses the components needed
for highly effective teamwork. Teamwork components consist of cohesiveness (a
sense of “oneness” or working well together), communication (including
participation, problem-solving, and decision-making), role clarity (understanding the
roles of each team member), and goals and means clarity (agreement on the team’s
goals and the strategies to achieve them).

Stages of Team Development:

The TDM describes eight stages of team development – determined by the four
components described above and the level at which that component has been achieved

Page | 7
(in place or firmly in place). Movement from one stage to the next is more of a flow in
the direction of development of a team than a distinct step on the ladder of team
development.
Scores on the measure are interval (one point is the same size anywhere on the scale)
and measures team development on a yardstick. Scores range from 0-100 where 0 =
no team development, and 100 = full team development. The following graphic shows
the eight stages:

Page | 8
LO5 Facilitate accomplishment of organizational goals

The Components of Team Development:

Cohesiveness: The first component put into place as a team develops is cohesiveness
(attraction of the members to the team). Cohesiveness is the social glue that binds the
team members together as a unit. Without cohesiveness, it is extremely difficult for a
team to attain the other components of a developed team.

When a team is cohesive, team members:

• are attracted to the team,
• find membership in the team to be a personally meaningful experience,
• enjoy the company of the other team members,
• support, nurture, and care for each other,
feel free to share ideas and suggest ways to improve team function,
• feel they are using their unique skills for the benefit of the team,
• have a strong “we” feeling, and
• Routinely develop creative solutions to problems.

Communication: The next component of team development is communication.

Communication involves a full range of topics, including decision-making and
problem-solving. Effective communication becomes easier once the team has
developed a certain level of cohesiveness. Communication is, of course, key, since
further team development and effective functioning cannot occur without team
communication.

When a team is effectively communicating, team members:

Page | 9
• Always freely say what they feel and think,
• are always direct, truthful, respectful, and positive,
• Openly discuss all decisions before they are made,
• handle conflict in a calm, caring, and healing manner,
• Openly explore options to solve problems when they arise,
• do not talk about each other behind their back, and
• do not have a hidden agenda.

Role Clarity: The next component to becoming part of a higher functioning team is
clear role definitions and expectations. The role of “team member” supersedes
individual professional roles. While professional roles brought to the team give the
team its potential strength, equally, if not more, important for team development is
that individuals feel equally valued as members of the team. Additionally, team
members should know who is doing what and what other team members expect of
them.
When a team achieves role clarity, team members:
• feel that accomplishments of the team are placed above those of individuals,
• understand the roles and responsibilities of all other team members, and
• have a clear understanding of what other team members expect of them.

Goals & Means Clarity : The final component of team development to become a
fully functioning and high-performing team is clearly defining team goals and the
means to be used to reach these goals.
When a team achieves goals and means clarity, team members:
• have clarified and agreed upon what the real work of the team is,
• Clearly understand the goals of the team,
• agree on how to reach the team goals, and
• agree upon clear criteria for evaluating the outcomes of the team.
Page | 10