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Training bag: Building and managing teams

Training bag: Building and managing teams

Editor review:
Update 2023
English - Arabic

Success Partners

This bag has been selected for our collection of the highest rated and trusted bags by companies around the world

الرئيسية 8 الرئيسية الرئيسية 9 الرئيسية الرئيسية 10 الرئيسية الرئيسية 6 الرئيسية
Training Bag: Building and managing teams

Training bag: Building and managing teams

Training bag: Building and managing teams

Introduction to the program

 

Working in team spirit is one of the secrets of the success of the organizations And the ability to root this culture within the organization and spread this culture and emphasize it and practice it effectively with the conviction of all members of the organization and compatibility within the strategy of gain and gain make the organization effective in achieving its goals, The requirements of modern management emphasize these contents as a basis for administrative success and achieving the functional satisfaction of the employees and in this training portfolio we seek to give participants the skills of teamwork according to a well-established scientific methodology and practical applications from the reality of administrative practices.

The management theories that emerged in the mid-twentieth century contributed to the trend towards concern for the human element and gave comprehensive quality management concepts additional support to planned and thoughtful teamwork, Teams were one of the pillars of this methodology.

Jablonsky defined overall quality management as “using teams in a collaborative form to perform the work by moving the talent and potential of all employees of the organization to continuously improve productivity and quality” and the Japanese are considered to be among the first to apply comprehensive quality management, And quality rings, And the task forces, influenced by dr. Edward Deming.

The influence of Henry Fayol (1949), They continue to pay attention to the human element of organizations, as the potential of the individual remains latent unless it is freed and released through collective action.

In clear progress towards the collective management, And management in a team spirit, William O’Shea introduced the Z theory, known as the Japanese model of management, in 1981 and emphasized the interest in the human element and the management of workers in a way that made them feel the spirit of the community.

Comprehensive quality management has also been defined as a collaborative pattern of performance and achievement based on the common capabilities and talents of employees to improve productivity and quality through teams, With the rapid development of technology and communications, And the globalization of administrative thought, The globalization of organizations continues to involve all workers in the success industry and give them a wider range of freedom to work and act, And take responsibility, And encourage self-monitoring.

We can therefore say that the transformation, administrative change and prevalence of diverse management concepts have been in favour of concern for and interest in the human element as a member of a cooperative working group.

Team concept:

The team is a group of individuals working together to achieve specific and common goals, Some define the team as “a group of individuals characterized by the presence of integrated skills among themselves, And the team members have common goals and one purpose, In addition, there is a common entrance to work among themselves.”

The task forces are “groups created within the organizational structure to achieve a specific goal or task that requires coordination, interaction and integration among team members, The team members are responsible for achieving these goals, There is also a great deal of empowerment for the team in making decisions.” The team is ultimately a means of enabling individuals to work together as a homogeneous unit, The word community is often used when we talk about community dynamics, but when it’s about practical applications, we use the word team.

Most groups that are not considered task forces are merely bringing together a number of individuals or personalities, each of whom may be seen as more important than the priorities that the majority of the group’s members seek to achieve, so the group or group can be defined as:
“Any form of collective formation based on the motives of a sense of belonging to a particular group, It also drives social acceptance and carries a kind of material and moral connection between the members of the unity of its objectives and trends.”

The community can also be defined as:

“A reasonable number of individuals ranging from two to twenty-five individuals, including a kind of cohesion and consistency in their activities, and the manifestations of regularity and conduct appear within one of the common principles and objectives.”

The group has a common set of goals that they work to achieve and there is harmony between them because there are common characteristics in the cultural or educational background, or the functional state Interaction and participation are also available and work is independent of the official organization of the organization.

It is therefore clear that what distinguishes the teams from the group is the importance of having the integrated skills of the team since it is tasked with performing an integrated work that requires the availability of this set of different and diverse skills.

The concept of team building:

Team building is defined as a mixture of feedback and procedural consultation input that aims to improve the effectiveness of the group’s productive and behavioral work by focusing on working methods and procedures and personal relationships, It is also defined as a series of activities designed to improve individual performance.

Team-building activities are seen as a way to positively influence relationships between individuals with a view to better performing and uniting their efforts towards the tasks assigned to them to reach the organization’s goals in the best possible way.

Team-building is a carefully planned event for a group of individuals who are jointly linked to some kind of objective within the organization with the aim of improving the ways and methods in which the work is performed.
The aim of introducing a good team-building methodology therefore makes the community a cohesive and homogeneous unit characterized by effectiveness and fruitful interaction among members to eventually be an integrated group committed to working towards specific objectives.

Training bag to train leaders in team building

Therefore, this training portfolio aims to train and qualify leaders and all employees organizations at all levels to build and lead the teams in their organizations professionally and professionally according to a legalized scientific methodology this training bag is a basic training program for all administrative leaders, especially in the field of management.

In our success skills for human development, we focus on designing our training bags to be based on a real training need that meets the needs of organizations and their incumbents, And to be based on a tight scientific academic framework compatible with what is offered to students in international universities and academic institutes, so we focus on the scientific methodology in designing our training bags and to be designed and controlled by specialists in the field of training bag, However, we are distinguished by the interesting training method that moves this training bag from its rather monotonous academic framework to an academic training framework focused on training concerns that stimulate active learning.

Where this training bag works to provide a comprehensive knowledge vision of the art of managing educational projects professionally and professionally, This bag is not limited to this presentation, Rather, it goes beyond it to practical experiences from the reality of actual practices from our training, educational, administrative and advisory experiences that we transfer to the participants in the training program.

This experience provided by this training bag coincides with the directions of the Foundation for Success Skills for Human Development, which takes care of the synergy of the theoretical and applied aspects in the context of practical training finds a place in theoretical thinking and practice in the training room. And in light of this trend, Success skills look forward to providing a training bag in which participants find what meets their training needs, and what they benefit from in their administrative practices.

We look forward to this training bag, and other than what we produce in the skills of success for human development, An entry point for a broader and in-depth dialogue leading to the creation of interactive administrative climates that lead to a shift in the overall administrative process, And what is going on in the training room in particular in its social framework in all its dimensions.

We have focused on the skills of success for human development to be this bag starting to provide a fun and useful training program and therefore it is a real training operator in which the participant learns and practices in an active learning method that makes participants the focus of the training process.

 

 

Training Bag: Building and managing teams

Training bag: Building and managing teams

 

Targeted from the training program
Objectives of the training program

 

Training bag objectives :

First : The general goal of the training bag :

By the end of this training program, we expect that the participants have achieved the following results (God willing):

Contribute to introducing participants to the concept of the team and its mechanisms of construction and the importance of developing the spirit of the community among the participants in the team, and mechanisms to increase the degree of cohesion of groups, Rooting the values of the community and unifying the vision among the team members, which increases the effectiveness of the teams and reduces friction and conflict between teams within the organization through the vision unit.

Second: Detailed objectives :

This training bag aims to give participants the following knowledge and skills :

1– Introducing participants to the concept of the team and important management concepts and terminology for the correct management practice in the field of management leadership of the teams.
2– Introducing participants to a course of group dynamics and the life cycle of the team and its components.
3– Introducing participants to team management strategies.
Introducing participants to the administrative tools that contribute to the success of the team.
5– Enabling participants to practice the administrative tools used in the work of effective teams in a practical and practical way that contributes to acquiring the skills necessary for the management leadership of the team.

 

Cognitive and knowledge units of the training program

 

Knowledge and knowledge units included in the training bag :

Participants in this training program will learn the following knowledge and knowledge training units:

The first training module: the concept of teams :
This training unit includes the following skilled and cognitive training vocabulary:
The emergence and development of the methodology of the teams:
The concept of the staff.
The concept of team building.
The team between the team and the team.
The difference between the team and the committee.
A comparison between the concepts of learning and education.
The objectives of building teams.
Indicators of the need to build teams.
The benefits of managing and building teams.
Effective team properties:
• When can we say that the team is effective.
• Characteristics and features of team members.
• The qualities of an effective team.
Team types:
Senior management teams.
• Functional teams.
Multifunctional task forces.
• Quality control services.
Self-directed task forces.
Self-managed task forces.
• Virtual teams.

The second training unit: the methodology of building teams .
This training unit includes the following skilled and cognitive training vocabulary:
The characteristics of teamwork.
The qualities of collective behavior.
Elements of community cohesion:
Group cohesion factors.
• Group disintegration factors.
The integrated portal of group behavior determinants (teamwork laboratory).
The concept of group dynamics.
The life cycle of the group.
The stages of team building:
• Formation phase.
• The phase of storming (conflict).
• The stage of cooperation.
• Performance stage.

Training Unit 3: The impact of leadership in building teams.
This training unit includes the following skilled and cognitive training vocabulary:
Leadership patterns and their impact on teams.
The extent to which the manager moves with subordinates in the working groups.
Guidance skills within the staff.
Managing communication within the team.
Incentive mechanisms within the team.
Disciplinary measures and their impact on the effectiveness of groups and teams.

The fourth training unit: the roles of the members of the team .
This training unit includes the following skilled and cognitive training vocabulary:
The concept of the task.
Delegate skills within the team.
Roles played by individuals within teams.
The impact of self-situations on the performance of team members in their tasks.
Or interactive communication networks that are spoken, crossed and hidden and adapted to increase the effectiveness of the team.

The fifth training unit: the roles of the members of the team .
This training unit includes the following skilled and cognitive training vocabulary:
The concept of the task.
Delegate skills within the team.
Roles played by individuals within teams.
The impact of self-situations on the performance of team members in their tasks.
Or interactive communication networks that are spoken, crossed and hidden and adapted to increase the effectiveness of the team.

6th Training Unit: Applied Tools for Team Management :
This training unit includes the following skilled and cognitive training vocabulary:
• Brainstorming brainstorming:
• Questions of knowledge knowledge questions
• S.W.O.T Analysis Internal and External Environment Analysis Model
• Fish Bone Strategies Strategy
• Table cause and effects table and effects table.
• Model design tool of scientific research (questionnaire design research).
• Design Objectives goal design
Analysis of objectives
• General Goal Impact Audit Model R. R . R . O . E
• Hash structure (division) work Breakdown Structure (WBS)
• S target audit model. M . A . R . T
Delegation of authority
Flow Charts
• Model checking the elements of good objective
• Build of educational performance indicators
• Gantt chart chart
• Problem-solving and decision-making decision-making
• Disney Creativity Strategy
Cycle of change cycle
• Japan’s Continuous Improvement Kaizen Strategy
• Deming Cycle Improvement Department.

 

To order:
info@hakapetk.com
00966 – whatsapp+Viber 0567518848 available

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™IMAS

Within the concepts of designing systematic systems in training, the IMAS matrix comes as a tool of the contemporary training industry, which deals with the mechanism of assembling the elements of the training package in an integrated and coherent form to ensure that these elements are compatible with achieving training objectives and raising the efficiency of performance as a participant, trainer and organizer. It enables the developer to develop a well-thought-out professional training scenario and manage the training session time. The session can address any topic.

Technical and Vocational Training Corporation

A methodology was designed for internal quality in its training units, which includes five main criteria, including management, leadership, trainers, services provided to trainees, curricula, and training environment, with the aim of developing the quality of training provided in training facilities to keep pace with the needs of the local labor market.

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It is the first program of its kind in the evaluation and classification of training packages, and aims to be an important reference for companies and institutions to ensure the quality of training provided to their cadres in order to develop, develop and improve performance. Making these standards international is not only because they are spread over more than one continent and hundreds of countries and organizations, but also because they are compatible with many. Australian, Japanese, Canadian and American technologies.

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