...High Performance Teams Waseem AL Rousan J3 M2 Assessment1 30675904 Waseem Al Rousan High Performance Teams Content J3 M2 Assessment1 30675904 Waseem Al Rousan Contents Introduction: ................................................................................................................................................. 2 What is a group ............................................................................................................................................. 2 Team Development Stages: Group Formation Theory (Tuckman’s 4/5 Stage Model) ................................. 3 Group performance theories ........................................................................................................................ 3 The T7 Model of Team Effectiveness ........................................................................................................ 3 Rubin, Plovnick, and Fry Model—The GRPI Model of Team Effectiveness .............................................. 4 Katzenbach and Smith Model—Focusing on Team Basics........................................................................ 6 High performing team case study/Umniah’s IT Infrastructure team ........................................................... 6 Team Performance Measurement and Management .............................................................................. 8 Team Behaviors and Values ...........................................................................
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...Leading High Performance Teams A high performance team is defined as (Field, 2011)” a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high level of collaboration and innovation, that produce superior results. The high performance team is regarded as tight-knit, focused on their goal and nothing else.” A high performance team is a rare group of individuals that can break boundaries, accomplish projects with almost unrealistic expectations and are committed to a higher expectation than regular teams. These teams have a strong identity of what they are trying to accomplish and they are a tight knit group that realizes that completing their objectives are more important than internal politics that might hinder the performance of the team. They all realize that their goal is one that is noble and performance of the team is greater than that of the individual. Members of these teams leverage each other’s strengths to help produce a more effective learning environment that produces a higher outcome than that of an individual group. There is a high level of comradery and fun within the group. Within that level of comradery is a level of trust and diversity that helps to coordinate success with the team efforts. The team needs to understand exactly what they are trying to accomplish. According to David Thiel (Thiel, 2009)there are five key factors that make up a high performance team: Clear:...
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...establishing self-directed, high-performing teams Some of the difficulties that managers may have when establishing self-directed, high- performance teams is that the team is not provided with a vision and directions. High performance teams are psychologically bound together by the team goals they work which help them to achieve their future aspirations. The manager is the team leader and should guide the team in the right direction. This vision can be articulated in various ways through images, words and experiences. The more experiences you can provide your team members with of the future, the more likely they are to understand where you want to take them and how they could get there. Managers need to discuss the expectations and establish objectives with the team. A manager needs to adjust their leadership styles to help their team members. Most team members need strong direction by the leader. This will help the team become stronger. Other difficulties managers have in establishing high performance team is not paying attention to the development needs of the team members. Some managers do not know what knowledge each team member needs to have to get the job done. Managers need to inspire, encourage, support and nurture the team’s personal development. Identification of the successful characteristic of establishing self-directed, high performing teams Some of successful characteristics of establishing self-directed, high performing teams are listed below: ...
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...High Performance Teams By: Charlene Denise Norwood Professor: Kate Spector MBA 6210 Building Relationships Abstract It’s essential for every organization to make sure that their goal is to motivate and help their employees demonstrate operating as a high performance team. Within every team, effective communication is extremely crucial between all members in order to see the success of the company. A divided team will not be able to stand against the fiery problems that arise within an organization if the foundation is not solid. In this paper I will be elaborating on communicating in teams, the organizational change, and organizational culture. Communicating in Teams Communications is the lifeblood of all organizations, so organizations are keeping pace by adopting social media and other emerging channels into their communications toolkit (McShane & Glinow, p. 260). It’s nearly impossible for an organization to stand without first laying a solid foundation of effective communication. While establishing effective forms of communication the leader has to make sure that they enjoy helping the team members develop into leaders themselves, by creating climates of support and accountability rather than blame (Pearce, 2007, para 8). Take steps to help team members grow into their jobs by learning new skills, and train them to take on more challenging tasks and responsibilities. Praise, them either privately or publicly depending on the circumstances...
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...Leading High Performance Teams – Larry Allen For our organization to become and remain successful, our teams must perform at a high level. We are committed to empowering and equipping our teams to successful, to become high performing teams. This approach is outlined well by Howard M. Guttman, in his article in CEO Magazine, Leading High-Performance Teams – “Horizontal, high performance teams with real decision-making clout and accountability for results can transform a company” (Guttman, 2008). Individuals perform better when they a part of a high performing team, and high-performing teams make successful organizations. Our organization’s application of Guttman’s concept of horizontal teams, are staff functioning not as hierarchical groups, but organic cross-functional, high-performance teams. As a new manager, you are leader not of only those that report to you, but you are a though leader. Think of yourself as a leader who happens to have people reporting to you, because that is exactly what your new role entails. Your first few days as a new manager can be a little intimidating, but be assured you’re not alone. Perhaps you can recall your first few days of high school. Those beginning days were likely not very productive. Most of your time, energy, and focus was probably spent figuring where your locker was, how to get to class, and not doing something to embarrass yourself. Likewise, the early days of leading your new team can be equally unproductive as team members...
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...First high-performance work teams need a profound sense of purpose and commitment to the team's members and to the mission. Secondly, they require more determined performance goals than normal teams. Thirdly, they need mutual responsibility and a clear understanding of members' tasks to the team and individual obligations. The fourth requirement is a various range of expertise that counterparts other team members. Lastly, they must be interdependent and have trust between one another. The use of work teams is extensive in all types of organizations throughout the world and with good reason. High-performance work teams have an advantage over the work of individuals because each member can offer new ideas, talent and viewpoints. In addition,...
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...Leading high-performance teams The team working is an important concept of the society wherein few people work together towards a common goal. In American culture, working in teams often considered contrary. Marvin Weisbord, author and organizational development expert, mentioned that, “Teamwork is the quintessential contradiction of a society grounded in individual achievement.” Still building, leading and organizing successful teams considered as a critical leadership task. It is always challenging to have people work together closely to achieve specific tasks in any team environment. The team is “a group of individuals who work together to produce products or deliver services for which they are mutually accountable.” -- Mohrman et al. The team is “a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.” -- Katzenbach and Smith The team is “two or more people who must coordinate their activities to accomplish a common goal.” -- Shonk High Performance Teams are always working collaboratively and effectively across the organization to accomplish given team tasks and objectives, delivers the competitive results quickly enough to remain as top performers. There are challenges such as team conflicts, obtaining maximum results from the teams and managing highly diverse teams – maintaining teamwork mentality as well capitalizing on the diversity of talents...
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...Effective high performance teams have several characteristics as listed below: • Clear Goals: Clear goals are critical to ensure that everyone on the team is heading in the same direction. Much time and money, and energy - to say nothing of motivation and enthusiasm - are lost when everyone on the team is not aiming for the same outcome. • Defined Roles: Usually members of a team have a fairly clear idea of what their roles are and it is only during times of crisis when role clarification poses a problem. But role issues may also come up during problem solving, when new roles may be required. They may also occur when the crisis is thought to be too daunting to manage or outside the team's scope or when there is a lack of clarify about who...
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...State Police High Performance Teams Analysis The State Police for any state uses the advances of a flexible, fluid interchanging operational structure. The State Police high performance teams become more than functioning officers behind the wheel of a police cruiser, at the controls of the helicopter, or underwater saving a child. Every high performance or learning team uses and involves group decisions for each situation may change at a moment’s notice. The elements for excellent high performance team-builds show in the supporting information. The advances of biometric, information, and electronic technology create the help each high performance, or learning organization needs for social survival. High Performance and Learning Team Elements The essential elements for building high performance police and learning teams begin three important stages; engaging, enabling, and energizing (Building Teamwork, 2012). The engaging stage defines first three elements as purpose, commitment, and trust. Starting with purpose for using the specialized team and goals. The reasoning foundation shows details for the operational support and resources for achieving the organizational goals. The commitment stage defines decisions of each individual in a team for becoming close-knit unit calmly working together. This collection of talented individuals agree to commit dedicated time, and training to achieve the goals for success. The importance of team trust shows a conscious commitment of each...
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...Diversity In Creating A High Performance Team The purpose of creating teams is to solve a problem or issue through the use of diverse ideas and solutions. There are many times in life, whether at work or at school that one will encounter a diverse mix of personalities. Workplace diversity is everywhere, from the small corner business to the fortune 500 company, and is one of the most important challenges facing companies today. This mix of diverse personalities, gender, race, experience, and culture is what makes a team successful. This is an example of a heterogeneous team. On the other hand, a team with the same make-up, or homogeneous, has limitations on creativity, viewpoints and ideas. This paper will look at cultural diversity and demographic characteristics, specifically age, gender, expertise/ experience and how each plays an integral part in the construction of a high performance team. Cultural diversity is an essential piece of the team-building puzzle. As stated earlier, a heterogeneous team usually equals a successful team. A culturally diverse team brings the obvious cultural differences in language, dress and traditions to the table. In addition, less tangible characteristic such as moral values are equally, if not more important. These different methodologies and teachings help influence the team's direction. Persons of Western culture will have a different set of beliefs and methodologies from those of Middle Eastern or Eastern ethnicity. When team members take the...
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...4.2. Group Theories 4 4.3. Team Theories 9 4.4. Conclusion 11 5. Part B 12 5.1. Introduction 12 5.2. Questionnaire 12 5.3. Questionnaire Scores 14 5.4. Tuckman Model: Johannesburg Central Team Score 15 6. Part C 15 6.1. Introduction 15 6.2. Team demographics 15 6.3. Team Effectiveness 16 7. Bibliography 21 FIGURES Figure 1: Approximation of the Punctuated Equilibrium Model. Figure 2: Asch Comparison Cards. Figure 3: Tuckman Model: Johannesburg Central Team Score TABLES Table 1: Relationship between Group Cohesiveness and Agreement with Organizational Goals. Table 2: Mature Work Group or Team Questionnaire. Table 3: Individual Team Member and Team Scores. 1. Executive Summary Group work and team work have especially become indispensible to the achievement of success in the world. Group work and team work have been used since the beginning of humanity. So what has changed? Competitiveness has forced a substantially, reduced cycle time requirement to turnaround capabilities and products in a much shorter period of time. An individual’s effort to achieve the required cycle time would not meet requirements on a number of levels: the requirement for various knowledge and skills, enhanced decision making by leveraging the strengths of diversity and assurance that the required quality would be met. However, group and team work has challenges. The strengths of a team can, if not managed carefully, lead to the failure of the team. The speed with which products...
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...Creating High-Performance Project And Process Teams CONTENTS 1. Executive Summary 2 2. Purpose 3 3. Discussions 3 4. Part A 3 4.1. Introduction 3 4.2. Group Theories 4 4.3. Team Theories 9 4.4. Conclusion 11 5. Part B 12 5.1. Introduction 12 5.2. Questionnaire 12 5.3. Questionnaire Scores 14 5.4. Tuckman Model: Johannesburg Central Team Score 15 6. Part C 15 6.1. Introduction 15 6.2. Team demographics 15 6.3. Team Effectiveness 16 7. Bibliography 21 FIGURES Figure 1: Approximation of the Punctuated Equilibrium Model. Figure 2: Asch Comparison Cards. Figure 3: Tuckman Model: Johannesburg Central Team Score TABLES Table 1: Relationship between Group Cohesiveness and Agreement with Organizational Goals. Table 2: Mature Work Group or Team Questionnaire. Table 3: Individual Team Member and Team Scores. 1. Executive Summary Group work and team work have especially become indispensible to the achievement of success in the world. Group work and team work have been used since the beginning of humanity. So what has changed? Competitiveness has forced a substantially, reduced cycle time requirement to turnaround capabilities and products in a much shorter period of time. An individual’s effort to achieve the required cycle time would not meet requirements on a number of levels: the requirement for various knowledge and skills, enhanced decision making by leveraging the strengths of diversity and assurance that the required quality would be met. However...
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...Develop the team member background information by writing an historical, descriptive overview of the team members. This should include: An insight into the dynamics of the team and the symptoms they are experiencing. Details such as the skills of the members, relationships among participants, environmental factors, organizational support and other relevant detail. I have thought myself to be a team player throughout my life. In my personal life I enjoy helping people and stepping where I have seen or felt I was needed. I have become a communicator and am not afraid to speak up, as I may have been a number of years back. I feel that if we do not speak up then there is no room for complaints. I get very involved in areas of interest and at times this may be misconstrued as being too aggressive. I have been described as “type A” and OCD but it may be true since giving my all does not allow me to fail or make mistakes. This is a fault and something I work on and try not to project on others. I do expect people however to be respectful of deadlines if we are working together towards a goal and within a team. I do feel it is important to acknowledge others and the work they have put in when you have benefited from it. This may come from my passion of sports and once having been part of sports teams. When games are won it’s not only one person taking home the trophy. We all work hard together in order to win together. My skillsets have improved since being here at JIU...
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...Team D's Week Five Reflection Paper Human Capital Management HRM/531 Team D's Week Five Reflection Paper Continual training and development of employees from low-level to high-level is an integral part of an organization reaching for and achieving its goals. In order for an organization to be successful, collaboration between individuals and departments is imperative. Organizations may have their standard training and development programs to assist employees in reaching their ultimate level of performance; however monitoring of performance is necessary to ensure individual and organizational goals are met. The process of assessing an employee’s performance, managing employee opportunities and identifying areas of weakness is evaluated and handled in the performance improvement plan (PIP). The PIP spells out the areas of need, determines goals to improve these areas, and develops training and educational needs associated with successful performance enhancement development. The PIP addresses both the areas of behavioral and performance. In the reflection, Team “D” will address training and development and the PIP process in more detail to gain a better understand of the process. Assessing, implementing, and re-evaluating behaviors and goals will be addressed. Training and development of an employee are closely related but also very different. The goal is to achieve the tasks the organization requires and improve upon productivity and efficiency. The training...
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...Performance Improvement Plan (PIP) Confidential TO: (insert employee’s name) FROM: (insert manager’s name) DATE: (insert date) RE: Performance Improvement Plan (PIP) The purpose of this Performance Improvement Plan (PIP) is to define serious areas of concern, gaps in your work performance, reiterate Composite Maison Inc. expectations, and allow you the opportunity to demonstrate improvement and commitment. Areas of Concern: Observations, Previous Discussions or Counseling: Step 1: Improvement Goals: These are the goals related to areas of concern to be improved and addressed: |1. | | |2. | | |3. | | . Step 2: Activity Goals: Listed below are activities that will help you reach each goal: |Goal # |Activity |How to Accomplish |Start Date |Projected | | | | | |Completion Date | | | ...
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