|
|
|
|
Team formation has become the dominant structure for performance of work in the oil and gas industry. Well-organized, motivated and disciplined teams have created a leap improvement in the quality of work performed, and the attitude and contribution of people involved in them. The three main drivers of teams are people,
technology and profitability. With increased global prosperity, people’s
expectations from their work place have risen sharply. Continuous and rapid
growth of technology has created new levels of interdependency within the
organizations. And profitability requires us to compete with the best on a
global basis. Self-directed teams require a different
style and approach to management. Interdependence and teamwork are the essential
ingredients of success. A flatter and interdependent organization fosters
productivity more than the old vertical and functional structures. Empowered
self-directed teams are also self-motivated. The need for peer acceptance and
team excellence brings a higher level of motivation and productivity to the
organization. If empowerment and teamwork has been the
engine of modern profitability and progress, creativity has been its fuel. It
has helped individuals and organizations reach new summits of performance and
accomplishment. Innovative ideas are coming from all parts of the organization,
not just the technocrats. Importing external technology has necessitated new
ways of thinking and performing daily tasks. This has created new linkages and
substantially changed the work content and our needs from Management. Learning
the creative thought process has helped individuals and teams to direct their
creative talent in the right direction for better and faster results. Implementing teamwork is not an easy task. Some managers may see this as a threat to their authority. The employees themselves are not sure of the level and extent of their empowerment. Some are not comfortable with the idea of taking more responsibility for their own actions, and indeed even making decisions. If not done properly, the initial euphoria of the new process can soon lead to chaos and confusion. About
this Workshop. This Workshop is for the mid
and upper management of companies who would like to get a first hand appraisal
of the team-working process. While the concept of teamwork is universally
understood, details of its implementation vary at different locations around the
world. One of the main benefits of teamwork is the ability to take advantage of
the collective thinking capacity of team members to create better alternatives
for performance of work. Training the participants in the creativity processes
helps expedite this. Together, the
tow workshops form a very strong natural linkage to what actually happens in
organizations and how to get the most benefit from the transformation. Team
Work in the Oil and Gas Industry Duration: 5 days Fundamental Elements of Work Performance Leadership Key elements of performance Changing workforce dynamics Types of leaders Definition of team Technology as a driver for teams Drivers for building teams Work-design building blocks Team Building Blocks Barriers to teamwork
How teams are formed Team structure Types
of teams Application
of Teams in the Oil and Gas Industry Team participants Team objectives Team characteristics Team values Elements of a successful team Class exercise. Show the difference between individual and team performance by an example activity Building
a team charter Roles
of team constituents
Requirements
for a high performing team Communication systems How
to conduct effective team meetings
Feedback Decision-making Conflict resolution Styles of conflict management Conflict resolution techniques Class exercise. Teams practice the different conflict resolution techniques Causes
of poor performance Class exercise. Teams practice the different phases of discipline Different stages in the team life
Action planning Motivating the team
Class exercises. Assign a task to the team to go through all the different stages of team formation |