...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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...this essay is to explore high performing work team by analyzing a survey or questionnaire provided by Professor Dr. Nicholas J. Scalzo in Week 3 from the class of Managing Virtual and Global Teams (HRMD/665). High performing work team is important because it operates in an atmosphere of mutual respect in which team members identify with each other and with the team as a whole. According to Moldjord, and Iversen, (2015), high performance teams have members whose skills, attitudes and competencies enable them to achieve team goals, make tough decisions, communicate under stress, manage conflict, and solve challenging task. By the end of this essay, it will be determined if this survey or questionnaire is sufficient to measure a high performing work team and if it can be utilized as such. High Performing Work Team Team performance is what contributes to a team success of failure. According to Thompson (2014), team performance analysis consists of productivity, cohesion, learning, and integration. This analysis identifies the factors on how team performance effectiveness should be evaluated. Productivity measure whether the team achieve their goals. It requires the team to have a clear goal and adapt accordingly as new information arrives, if the goals changes, and if the organizational priorities has shifted. Productivity is what evaluates the team’s output meets the standards of those who have to use it. It is imperative that each members of the team accept the identified goals...
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...two or more people who work with one another regularly to achieve common goals. Groups evolve into teams when the group works actively together to achieve a common purpose for which they hold themselves collectively accountable. In turn, high-performance teams are those teams that have strong core values, have specific performance objectives, have the right mix of technical, problem-solving, decision-making, interpersonal skills, and possess creativity. This paper will explain how a group can become a high-performance team. This paper will also include the impact of demographic characteristics and culture diversities on a high-performance team. Introduction Groups are important sources for performance, creativity, and enthusiasm for organization. Becoming a high-performance team not only takes a collective workforce among the members, but a good leader. An effective group achieves high-levels of task performance, member satisfaction, and team viability. In turn, high-performance teams are those teams that have strong core values, have specific performance objectives, have the right mix of technical, problem-solving, decision-making, interpersonal skills, and possess creativity. High-Performance Teams High-performance teams start with having the members that contain skills required to succeed. In addition, the leader creates clear and precise rules for the team. Managers set the expectations of team goals and the members of the team carry out this goal collectively...
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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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...The Wisdom of Teams Creating the High-Performance Organization by Jon R. Katzenbach and Douglas K. Smith Take-Aways • Teams always outperform working groups of individuals when the teams are properly understood and supported. • Many managers don't understand teams and most don't act on what they do know. • To really come together as a team, a group needs a performance challenge. • This high-performance team must have a clear, specifi c purpose that is distinct from the purpose of its larger organization. • Team success depends on having the right mix of skills, not the right personalities. • Team achievement requires discipline. • Forming teams requires time; driving them to high performance takes enthusiasm. • Make team success more likely by sharing work approaches and behaviors, and by communicating frequently and clearly. • Real teams are uncommon in the upper levels of companies due to organizational structures, demands on executive time and hierarchical assumptions. • Teams go through a natural life cycle, from separate individuals, to a coalition, to a higher performance mode in which members care about one another. The Fundamentals of Teams Managers think they know what teams are. Most understand that their organizations’ need for good teams may be growing in the face of increased change and its challenges. However, often they either don’t know what it takes to make a team function well or they don’t apply what they do know, even when it is...
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...High Performance Executive Teams Sonia Taneja Texas A&M University-Commerce Scott Sewell Texas A&M University-Commerce Mildred Golden Pryor Texas A&M University-Commerce Strategically and tactically, organizational leaders often establish teams to accomplish the missions, visions, goals and objectives of their respective organizations. Teams exist in all types of organizations including financial institutions, factories, healthcare organizations, and educational institutions. Yet executives often struggle to maintain high performance of their own leadership teams. This research seeks to answer several questions, including: (1) What are the characteristics of a high performance executive team? (2) What problems do executive teams face that negatively impact their potential for high performance? And (3) What can executives do to increase their respective teams’ potential for high performance? INTRODUCTION Holmes (2012) recognized that organizations are changing from traditional hierarchical work structures to team-based approaches to work. He noted that high-performance teams must “develop goals and plans, enhance communication among members, develop and maintain positive relationships among members, solve problems and make decisions on a timely basis, successfully manage conflict, facilitate productive meetings, clarify roles for team members, operate in a productive manner, exhibit effective team leadership, provide development opportunities for team members”...
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...What is a High Performance Team? A high performance team, simply put, is an efficient, high-output team. These teams require a significant amount of time and development to achieve high performance results. It is not enough to only hire team members that are good at their jobs, but they also need to have personality traits that complement the other group members. When formed correctly and in higher concentrations, high performance teams within an organization can result in a high performance organization as a whole. Figure 1 - Lao Tzu Quote Another key to high performance teams is that all team members must invest in the success of the team. If only one team member is focused on getting ahead at the expense of unethical behavior (such as taking another team member’s credit or lying about an incident), the trust of the team can easily be breached. Without trust between all of the team members, the team will never operate at its highest performance. How to Build High-Performance Teams (Weiss, 1991) states that, “High-performance teams operate in an atmosphere of mutual respect (reciprocity) in which team members identify with each other and with the team as a whole.” To sum up the AMA’s approach on high performance teams, teams that are empowered and hold each other accountable are the teams that perform the highest. Figure 2 - Logo, Denver Broncos How are High Performance Teams Created? A well known theory of team building is Tuckman’s group developmental...
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...Selection and Staffing for Team Effectiveness / The Roles of Leaders in High-Performance Teams MGT 451 Team Leadership December 19, 2013 Coming up with high performing teams in organizations and institutions heavily depends on the type of leadership styles. The most important aptitude of any leader is ensuring that his or her people can work as a team in meeting the goals and objectives of the organization. Getting tasks accomplished in good time, motivating employees to remain focused and guiding them towards good business practices are some of the core roles of a leader. Focusing on principles of teamwork, best practices and issues arising in contemporary organizations, this paper will critically discuss the role of leaders in high-performance teams. Before discussing the role of leaders in high-performance teams, it is important to first of all look at why high-performance teams need highly skilled leaders. Hanlan (2004) defines a team as collection of a certain number of people with harmonized skills and whose commitment is towards achieving the organization’s goals and objectives using a mutually accountable approach. A high-performance team normally comes up with results that are extraordinary and go beyond expectations. Transforming teams into high-performance is very important because teams are the basic foundation of many organizations. A high-performance team is essential because most of the projects in organizations are always complex...
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...Many factors concerning high-performance organization characteristics and high-performance workplace characteristics should be taken into consideration. In regards to the organizational dynamics, operational effectiveness and workplace stress differ in both high-performance organizations and workplace. There are several factors that make up a good high-performance workplace or organization. Within a high-performance workplace characteristics help keep employees move in forward. High-performance characteristics are purpose, leadership, and vision, whereas, high-performance organizations are more focused on the flow from market to customers. There are also ways that help reduce workplace stress using stress management techniques such as the individual approach and the organizational approach, which can be beneficial. Organizations have also developed wellness programs, which include mental health and physical workshops. In a high-performance workplace, teams produce quality products and services using innovative techniques. They tend to collaborate more effectively than other groups of people. In these high-performance environments people trust one another, feel empowered to make changes and experience high levels of job satisfaction. Goals are clearly set; communication stays open, values diversity, and fosters collaboration. High-performance teams function well because everyone knows what they're doing, and why they're doing it. In high-performance organization focus on customer...
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...are part of a team and share a common direction get there quicker and easier because they are traveling on trust of one another and they support each other all the way. GOOSE - O is for ORGANISED If we have as much sense as a goose we will stay in formation and share information with those who are headed the same way we are going. The sense of a goose! The sense of a goose! GOOSE - O is for OPTIMUM The sense of a goose! The sense of a goose! It pays to share leadership and take turns during hard jobs GOOSE - S is for SUPPORT The sense of a goose! The sense of a goose! If we have the sense of a goose, we will stand by each other when things get rough The sense of a goose! The sense of a goose! GOOSE - E is for ENCOURAGE Words of support and inspiration help energize those in the front line through the day to day pressures Message from a Goose It is a reward, a challenge, and a privilege to be a contributing member of a TEAM The sense of a goose! The sense of a goose! What is the difference between A Team Committed to shared goals Contributes to procedures Climate of cooperation Open and honest with each other Conflict is constructive and A Group Committed to individual goals Waits for procedures Climate of competition Careful and cautious with what they say Conflict easily escalates What is a Team? Unit of 2 or more people Interact or coordinate their work To accomplish a specific goal 10 A Team-Effectiveness...
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...This group and team paper contains the essentials for the establishment of a high-performance team. First, the foundation of this paper consists of the explanation on how to become a high-performance team. Second, the definition and the impact of demographic characteristics and cultural diversity on group behavior are implemented in the paper. Description of how the affects of demographic characteristics and cultural diversity can enhance or divert high-performance. The five stages of group development such as forming, storming, norming, performing, and adjourning are explained in this group and team paper. Groups and Teams Paper A group of people can become a high-performance team by achieving accomplishments with self-gratification. These small groups of people may consist of diverse races, cultures, genders, ethics, religions, personality traits, and behaviors. Team members can successfully collaborate their skills to accomplish a common goal or task High-performance teams have core values; clear performance objectives; the right mix of skills; and diverse creativity (Hunt, J., Osborn, R., Schermerhorn, J., 2005). Open systems, group input factors, group dynamics, and inter-group dynamics are some sources that can help a group to become a high-performance team. These high-performance teams can achieve a more effective and efficient productivity when they collaborate in an open system. This system allows all members to add their creativity to the team. Creativity generates...
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...High Performance Teams 1 High Performance Teams High Performance Teams Introduction In today’s business world many companies have moved away from a vertical management structure, to one which is more of a horizontal management style. This successful movement in management strategies has inspired many organizations to change to a more 2 horizontal management style which incorporates teams or groups. This paper will analyze how a group can become a high performance team, and an explanation of what components are needed to build a successful high performance team will be discussed. Finally, an evaluation of how the business and ethical considerations of globalization may affect team dynamics, with a brief personal example strengthening the evaluation will be covered. Groups Groups are important for an organizations performance, morale, and innovation. Groups are made up of two or more individuals to achieve a common goal (Shermerhorn, Hunt, & Osborn, 2008). Groups can be anything from people coming together to make investments to a social group that plays cards together. Groups in organizations will usually work together for an ongoing basis and interact when ever needed. Now that organizations have gone away from the top heavy vertical management style to a flat management style composed of groups, people need to learn how to work together better in teams or groups. High Performance Teams Becoming a high performance team not only takes dedication, but an outstanding...
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...Strategy: High Performance Organization vs. Learning Organizations? Electronic copy available at: http://ssrn.com/abstract=1839985 2 of 17 Introduction The High Performance Organization and the Learning Organizations are two concepts that have been studied extensively in the organizational change and improvement literature. This paper will compare and contrast these two perspectives on organizational effectiveness. These paradigms then will be related to a real organization with consideration given to practical approaches at improving effectiveness drawn from these paradigms. Survey of High Performance Organization A recent global study defines high performance organizations as ones where the following conditions hold: “people are valued, critical thinking is optimized, and opportunities are seized”(Annunzio, S. pg 3, 2004). The most common characteristics of high performance organizations are the following: “Flatter, horizontal structure instead of vertical hierarchy, work done by teams organized around processes; teams empowered to make decisions so management is decentralized and participative, empowered workers with high skill levels and cross-training; rewards for team performance, collaboration among teams, between labor and management, with supplier, focus on customers, quality, and continuous improvement, and flexible technologies (Kerka, S., 1995). Another study entitled “The High Performance organization: An Assessment of Virtues and Values” defines high performance organization...
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...Organizational Trends Organizational Trends The team discussion this week was about organizational trends and stress in the workplace. Team A commented on characteristics of high-performance workplaces. They also examined how the high-performance workplaces differ from the more traditional organizations. Team members discussed the effects of stress and what they believe are the best stress management strategies. Each member also evaluated the emerging trends in organizational behavior related to high-performance organizations and stress management techniques to best deal with everyday stress. High-performance Workplace Characteristics Team A came up with many characteristics of a high-performance workplace and commented on whether they think their employers fit into this category or not. Some of these characteristics include strong leadership, a team environment, focus on customers and current marketplace, and a strong continual training program. Corry, Carrie, and Jeremy believe their workplaces to be high-performance, but Jessica believes that hers is a more traditional workplace. The reason that Jessica views her organization as traditional is that it has a clear and defined hierarchy. It does not utilize teams, but instead uses an individual approach to reach organizational success. Corry and Carrie view their companies as high-performance as they have strong leadership that make performance expectations clear and are knowledgeable about the current environment...
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...Groups and Team paper A high performance team is essential to any corporation in these times. In order to be efficient as a company, innovation and culture in the team is vital. High performance teams have core values and performance objectives. Special traits also include technical problem-solving, interpersonal skills, and decision-making. This paper will discuss what a group needs to acquire in order to become a high-performance team. This paper will also discuss culture diversities and demographic characteristics. Problems can present themselves in a team environment in many different ways. Power wars, rudeness, introverted behavior can all be the surface problems of deeper team issues. When looking at a team you have to look at the group as a whole. Often times, it is not one person or persons but rather the situations or circumstances the team is dealing with. For example, if there are not enough members on a team, some members may feel like they are doing more of the work than others or start finger pointing, placing the blame on other members. Another example would be a team that has too many “captains” or team members with similar skills and experience competing with one another. Ultimately, when the goal or purpose of the team is not clear or forgotten, it can cause the team to underperform. Groups are critical sources for creativity, enthusiasm, and performance for a corporation. A high-performance team not only needs a collective effort from the members, but they...
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