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"ABSTRAKInstitusi X merupakan institusi pendidikan non gelar yang terus berusaha untuk menjadi salah satu yang terbaik dalam dunia pendidikan non gelar di Indonesia. Dengan visi untuk menjadi referensi dan preferensi bagi mitra bisnis dan karyawannya, institusi X berupaya menangkap permintaan pasar dengan menawarkan program pengembangan sumber daya manusia yang siap digunakan di tempat kerja yang mendukung kinerja perusahaan. Tidak tercapainya target pada tahun 2015 serta pensiunnya dua manajer senior secara bersamaan tanpa ada kader turut berperan dalam mempercepat terjadinya restrukturisasi dalam institusi X. Masalah berkembang ketika tim kerja yang baru ini harus memformulasikan SOP untuk timnya. Ketidakjelasan tugas, peran, kurangnya arahan dan pengawasan, serta terhambatnya komunikasi dalam tim karena komposisi tim yang kurang tepat membuat penugasan SOP semakin sulit. Di saat bersamaan, pimpinan sebagai salah satu faktor yang berperan dalam proses pengembangan tim diperlukan untuk mendorong dan memotivasi tim terkait dengan restrukturisasi yang dilakukan. Rancangan intervensi yang diajukan untuk meningkatkan efektivitas tim adalah dengan workshop dan kegiatan mentoring mengenai tugas, peran, dan SOP kepada tim yang direstrukturisasi.

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ABSTRACTInstitution X is a non-degree educational institution that strives to be one of the best in the fields of the non-degree education in Indonesia. With a vision to become a reference and preference for business partners and employees, Institution X attempts to capture the market demand by offering human resource development program that is ready to be used in the workplace to support the company's performance. Not achieving its targets in 2015, and the retirement of its two senior managers at the same time without regeneration are some factors to speed up the restructuring process. Problems appear when the new working team has to formulate its own SOP. Unclear tasks, ambigous roles, lack of direction and supervision, and the ineffective communication within the team formulating the SOP assignment makes it more difficult to realize the team effectiveness. At the same time, leadership as one of the factors that plays an important role in the development process of the team is required to encourage and motivate the team members related to the restructuring. The design of interventions is proposed to improve team effectiveness by providing workshops and mentoring activities regarding the tasks, roles, and SOP to the restructured team."

"Penelitian ini dilakukan untuk mengetahui efektivitas program team building untuk meningkatkan kerja tim. Mengetahui hambatan atau masalah yang terjadi di organisasi ini dan apa intervensi yang dapat dilakukan maka melalui survey organization blockage kepada 60 karyawan dilanjutkan dengan wawancara kepada CEO, HR manager, kepala unit dan staf maka ditemukan bahwa core problem di PT XX ini adalah lemahnya kerja tim. Intervensi yang dilakukan di organisasi ini adalah program team building diakomodir dari Noe, Hollenback, Gerhart, dan Wright 2009, p307 dengan metode Adventure Learning, Team Training, dan Action Training Noe, 2005 . Untuk mengetahui efek dari program team building ini dilakukan evaluasi kembali kepada karyawan yang hasilnya adalah bahwa program team building ini apabila diadakan secara rutin setahun dua kali akan membawa membawa efek yang positif lebih positif kepada setiap indvidu, yang kemudian menjadi efekyang positif pada kerja tim, sehingga dapat meningkatkan kerja tim di PT XX. Kata kunci: Kerja tim, intervensi, team building.

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This study was conducted to determine the effectiveness of team building programs to improve teamwork. Knowing the obstacles or problems that occur in PT XX through the survey organization to 60 employees blockage followed by an interview to the CEO, HR manager, head of the unit and the staff it was found that the core problem in PT XX this is the weakness of teamwork. Interventions in this organization is a team building program accommodated from Noe, Hollenbeck, Gerhart and Wright 2009, P307 method Adventure Learning, Team Training, and Action Training Noe, 2005 . To determine the effect of team building programs have re evaluated to employees that the result is that the team building programs have if held on a regular basis twice a year will bring bring a positive effect to the individual, who later became a positive effect on teamwork, so as to improve teamwork at PT XX."

"Penelitian ini dilakukan untuk meningkatkan feedback environment para anggota tim yang nantinya diharapkan akan dapat meningkatkan kualitas team member exchange sehingga nantinya diharapkan kerjasama antar anggota dalam tim meningkat. Berdasarkan data awal yang diperoleh, diketahui bahwa kerjasama tim pada PT.X masih perlu untuk ditingkatkan. Salah satu hal yang dapat menyebabkannya adalah feedback environment yang belum mendukung terjadinya pertukaran umpan balik antar anggota tim, sehingga dapat menyebabkan kualitas hubungan antar anggota tim menjadi kurang baik, hal ini dapat mengarah kepada kinerja tim yang kurang optimal. Untuk mengetahui apakah asumsi peneliti benar, dilakukan penelitian untuk melihat korelasi antara feedback environment dengan kualitas team member exchange. Hasil menunjukkan bahwa terdapat hubungan yang positif dan signifikan antara feedback environment dan kualitas team member exchange. Berdasarkan hal tersebut, peneliti berusaha untuk meningkatkan feedback environment melalui pemberian pelatihan team building. Untuk mengetahui efek dari pelatihan team building ini, peneliti membandingkan skor alat ukur feedback environment (Steelman, Levy & Snell, 2004) dan kualitas team member exchange (Seers, Petty & Cashman, 1995) antara sebelum dan setelah pelatihan team building. Hasil menunjukkan bahwa pelatihan team building yang diberikan belum berhasil untuk meningkatkan feedback environment dan kualitas team member exchange.

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This research is aimed to improve feedback environment poses by team member. By improving feedback environment, researcher assume there will be improvement on team member exchange quality, so team performance will improve also. Based on initial data, result showed that at PT.X, the teamwork still need to improve. One of the reason is the feedback environment poses by team member didn't support feedback exchange between team members, thus it can cause poor team member exchange quality which affect poor team performance. To determine whether the assumption is true, researcher correlates the feedback environment and team member exchange quality.

Result showed that there is a significant and positive correlation between feedback environment and team member exchange quality. Therefore, the researcher improves the feedback environment by giving team building training for PT.X employees. To determine the effect of the training, researcher compare the feedback environment (Steelman, Levy & Snell, 2004) and team member exchange (Seers, Petty & Cashman, 1995) inventory score of before and after the training. Result showed that the training haven't improve whether the feedback environment nor team member exchange quality."

"Successfully achieve business objectives through the use of teams. Why work in teams? Simply put, PERFORMANCE! Teams vastly outperform the combined output of individuals in traditional work settings. But high performance teams require planning, accountability, and commitment. This book gives you the tools you need to build a case for teaming in your organization, set performance goals, and continually measure team effectiveness. You?ll learn how to identify and foster the characteristics of successful teams, define responsibilities for team members, and overcome common obstacles to high performance. What?s more, you will put your newfound skills to the test using real-world business case scenarios provided throughout the book. And you?ll gauge the effectiveness of your own team with in-depth self-assessment exercises. The skills you will master here can be applied to any team situation?from a single work unit team to wider multi-unit teams spanning the organization. Readers will learn how to: ? Identify the best type of team for your organization ? Perform the essential ?getting off to a good start? steps ? Define key responsibilities for team members and team leader ? Set the best goals against which to measure performance ? Anticipate and address team transitions. This is an ebook version of the AMA Self-Study course."

"Workplace teams learn to function as effective units when they have the tools and techniques to be greater than the sum of their parts. Now thoroughly updated and expanded, The Team-Building Tool Kit provides practical advice to guide team coaches, leaders, and members to high-performance results."

"Permasalahan kerjasama merupakan salah satu masalah yang dapat menjadi faktor penghambat tercapainya efektivitas tim dalam Organisasi X. Begitu pentingnya tim dalam organisasi, maka perlu bagi organisasi X membentuk tim yang efektif sehingga dapat mencapai tujuan yang diharapkan organisasi. Salah satu cara yang dapat digunakan untuk mengatasi permasalahan tersebut adalah dengan melakukan program team building.Team building merupakan serangkaian proses yang dilakukan untuk meningkatkan kerjasama anggota dalam suatu tim sehingga efektivitas tim dapat tercapai. Salah satu faktor yang berpengaruh terhadap efektivitas tim adalah faktor kepribadian. Dalam tugas akhir ini, team building akan dilakukan melalui pelatihan "Pengenalan diri sendiri dan orang lain" berdasarkan prinsip-prinsip MBTI. Dalam pelatihan ini, peserta diajak untuk mengenali tipe kepribadian diri sendiri dan tipe kepribadian rekan kerjanya, menentukan tujuan tim, memahami peran serta dan tanggungjawabnya dalam organisasi, serta mengidentifikasi permasalahan yang dapat mengganggu pelaksanaan tugas dan kerjasama di dalam tim. Dengan adanya usulan rancangan pelatihan ini, anggota Organisasi X diharapkan dapat memahami cara-cara seseorang dalam hal memperoleh energi; mengumpulkan, mengolah, dan menyimpulkan informasi; menyelesaikan permasalahan, serta mengambil keputusan sehingga dapat meminimalkan munculnya perbedaan persepsi antar anggota mengenai tugas-tugas yang harus dilakukan dan perilaku yang harus ditampilkan dalam tim. Dengan demikian, diharapkan anggota organisasi X dapat bekerjasama secara lebih baik lagi."

"Contrary to popular opinion, brainstorming isn't magic. Truly productive brainstorming sessions are dependent on the ability of the leader to create the right environment and let his or her people's ideas flow. Filled with clear, concise guidance and quick, easily implemented techniques, this book provides supervisors, managers, and team leaders the fun, proven activities they need to get idea-packed brainstorming sessions started, and keep them going. Readers will discover how to: ask questions that provoke responses and inspire creativity; react to and record ideas in a way that encourages participants and prompts more input; sort and categorize lengthy lists; evaluate ideas; prioritize the most useful concepts and expand on them; and more. Containing sample dialogues, as well as resources for virtual team brainstorming, this indispensible book gives readers the activities they need to generate great ideas, fast."

"This issue defines a self-directed work team (SDWT) as a small group of people who are empowered to manage themselves and their daily work. Inside you'll learn the steps involved to achieve a cultural transformation to a team-based culture. It clarifies both the trainer's and management's role in the transition."