Integration and management team activity

GOAL

The growth performance of the Company through improving the efficiency of the management team, development of tools ensuring the quality and efficiency of management decisions

 

The RESULT

 

• Participants ' understanding of the relationship of the Company efficiency and team settings, and balance tactics;
• Develop skills and teamwork, focused on a single result. The prevention of the phenomenon of substitution for managerial purposes;
• The understanding and use of patterns of operation commands to ensure synergy;
• Define your own place in the team, taking responsibility in group activities, balance personal and collective interests;
• The use of positive conflict as a factor of increasing team productivity;
• Technologization of team activities, ensuring a collective focus on results;
• The development of the technology of collective decision-making in situations of conflict of interests.

 

THE CONTENT AND STRUCTURE

The dynamics of this training involves a step-by-step development of the participants in the seven core competencies of team activity. The conclusions of the participants from the resulting gaming experience is interpreted in 3 projections:

• Teamwork training participants;
• Leadership experience in team management and group dynamics;
• Individual integration ("adaptability") of the participant in a random team activities.

COMPETENCES OF TEAM ACTIVITIES

1. WORK WITH TEAM ATTITUDES AND GROUP VALUES

The objective of this module is "warming up" and introduction of the participants to the format command. During exercise understand the 3 types of command settings: advantages and limitations, which gives every tactic in the competition. Made diagnosis of the installations of the team members and the relationship of the obtained result with the business environment and the way of positioning company in the market.

2. ORIENTATION FOR A SINGLE RESULT

During the simulation games the team gains experience working together in the project, due to variability, providing a large number of options for substitution of the original target. During the discussion, participants explored the state of this phenomenon, and develop counter-measures the deviation of the team from key tasks.

3. COHERENCE, COORDINATION, ADAPTABILITY DECISION-MAKING

During the exercise the team is faced with a situation of information overload. Worked through a skill step-by-step improvement of the technology of group work. He acquires the ability to identify problem components, to generate a collective discussion of the solutions and test innovations in practice.

4. COLLEGIAL DECISION-MAKING, THE SEARCH FOR CONSTRUCTIVE COMPROMISE

During the simulation games the participants are put in terms of the need for the original individual, then group decisions. Exercise provokes an environment of competition and conflict of interests. As the discussion, the team develops the technology of collective decision-making and has the ability to sharpen it on simulation examples.

5. THE BENEFITS OF INTEGRATION AND THE PHENOMENON OF TEAM SYNERGY

The activity demonstrates the tools, team collaboration, increases efficiency and vitality of the group as a single organism. Examines the phenomenon of separation – the separation of teams into conflicting subgroups. Illustrates the risks and opportunities offered by this phenomenon. Trains the team's ability to constructively use the energy of conflict.

6. SYSTEM INTERACTION OF TEAM MEMBERS AND INTERNAL TEAM COMMUNICATION

The game simulates the activities of the group in terms of bureaucratic communication barriers. Also illustrates the typical problems of top, middle and line management in a hierarchically organized company. The exercise aims to overcome team communication barriers that distort and impede the harmonious and coordinated work. The team gets an illustration of the influence of personal and team responsibility for the overall effectiveness of the team.

7. THE ACTIVITIES OF THE TEAM IN TERMS OF GAME STRESS

This exercise simulates several stress factors: a time limit, high responsibility tasks, the need for trust, the fatality and hopelessness of the situation. As a result the command prints "dry residue" of the axioms and teamwork under stress.

METHODS

Training active forms of learning material on the professional life of the participants.

 

The ORGANIZATION

Duration: 2 training days, 16 academic hours

Number of participants: 12-16

Timing: the results of group recruitment

Format of training: public or corporate