Team Building Today For Tomorrow

Team building is a planned process that enables a group with common organizational goals to analyze itself and improve its effectiveness. Building a productive work team will allow your organization to meet increased service demands efficiently and to develop solutions to specific work problems.

The "task oriented" approach of this program focuses on the five major areas of concern in team building: goal setting and prioritizing, role analysis and clarification, management of group processes, examination of relationships among employees doing the work, and interfacing with the rest of the organization. After analyzing the concepts of team building and outlining the roles of team members, we give participants the opportunity to practice a variety of team development techniques.

After this program, you will know how to use team building to improve morale and secure good employee relations. You will be able to integrate employee motivation and goal achievement by employing team building as a source of collective creative energy.

Objectives

For more information regarding our on-site training programs e-mail: info@aeschwartz.com


Testimonials

"I found the information on the motivation clear and very beneficial. It will help me with a particular employee at the bank."
Mary Ellen Mana, Branch Manager Safety Fund National Bank

"Andrew is a clear speaker and presents topics well. I learned that the key to successful management is the relationship between the employee and management and how to establish a stronger trust."
Michelle Agostinelli, Traffic Analyst OK Grocery Company

"I learned to improve my skills in order to manage with a team approach."
Jane Blinkhorn, Chief Administrator State Mutual Companies


TEAM LEADERS AND TEAM MEMBERS

The role of the middle manager changes when relating as a peer, or employees. Decisions must be replaced by suggestions which may not be endorsed or accepted. The team leader is now a team member. The job of the middle manager is more complex than one who has never done it might expect. Changing from boss to employee while moving from a work team meeting to a full depart- mental one is one of the most difficult parts of being a middle manager. The middle manager must cope simultaneously with the demands of two important, and sometimes agnostic groups within the company.

THE TEAM LEADER

As a team leader, middle managers must perform two main functions which place them at a focal point within the company. First, they must organize and develop a working team of employees so that they function as a harmonious unit. Workers must be trained and placed so that their various skills and functions supplement the efforts of others. Team-leading middle managers must consider themselves responsible for making their workers feel as satisfied with their jobs as possible. This usually includes valuing their ideas and opinions in an outward manner, listening to complaints and commending a good performance while evenhandedly reprimanding a poor one. In addition, a leaders, middle managers must recognize the very different natures of people in order to balance group personalities. Skills and work ability are only half of what comprises a good worker. Emotions play a large role in every facet of an employee’s life.

TEAM BUILDING -- MIDDLE MANAGEMENT

In discussing the middle management role, a simple analogy serves to illustrate the position’s importance. Middle management is akin to the ignition key which harnesses the power of the car for the driver. They serve as the link between the controlling part of the system and that part of the system that provides the force for action. To convert this analogy into business terms, we see the middle manager as a team leader as well as one who reports as an integral part of a larger team. The middle manager fills the gap between upper-level management and the working class.