...Abstract Self-directed teams are groups of individuals who work together without typical managerial supervision. These types of teams are an asset to companies because they by nature do not rely on direct administration to accomplish tasks. For an organization to establish self-directed teams, they need to understand the difficulties in in creating self-directed teams, be able to identify the characteristics of these teams, encourage the success of self-directed groups, and have a plan to assist struggling teams and managers. Self-directed teams are a way to maximize the human resources of a company by reducing the workload of managers and by increasing the personal responsibility and accountability of employees. Self-directed teams are autonomous work groups that solve problems, implement solutions, and take full responsibility for outcomes (BOMI). Establishing this type of work team is crucial to the success of an organization. These teams function without direct supervision, thus leaving managers free to focus on other tasks. Sometimes managers struggle with implementing these teams. A few difficulties a manager may encounter when working to create self-directed teams are a lack of trust among team members, uncooperative members, lack of team training, vague goals, an absence of corporate support for teams, or hostile corporate atmosphere (individually competitive or manager-controlled). The corporate atmosphere is the first thing that must be addressed. If the...
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...E R S E RI E S Leadership Excellence and the "Soft" Skills: Authenticity, Influence and Performance David L. Bradford & Carole S. Robin Graduate School of Business, Stanford University (working paper) Introduction While leaders need analytical competencies such as those associated with strategy, finance and all the planning processes, research on Emotional Intelligence (as reported by Goleman, ―What Makes a Leader?‖, HBR, 1998) suggests it is increasingly the "soft" skills that differentiate those who are highly successful from those who just get by. This shift in emphasis is largely due to a series of fundamental changes in organizations over the past decades. Increasingly, today's organizational realities are characterized by: High performance standards - Organizations can no longer survive over time by just "getting by." Global competition has raised the bar on the level of quality in products and service that is expected. And the rate of technological innovation demands speed, agility and ability to adapt by all parts of the organization. The leader no longer has all the answers - Knowledge and expertise is now distributed throughout the organization. Excellence is achieved when everybody's competencies are fully used. [In fact, the institution that is dependent on the solo brilliant leader is in a very vulnerable, unsustainable, position.] This means that the task of the leader has changed from being the solution-provider to building conditions that release and focus...
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...Effective Teams | | |Section 16721R | | |JKP 102, Wednesdays 6:00 – 10:00 pm | | |Summer 2013 | Terance J. Wolfe, Ph.D. Email: terancew@marshall.usc.edu Office: Bridge 307-F Phone: 213.740.0765 FAX: 213.740.3582 Office Hours: by appt Course Overview GOAL: The goal of this course is to enhance participant understanding of the nature and the processes of effective groups, and what it takes to build and lead them as high performance teams. Teams are an endemic aspect of culture and society. Whether playing sports, singing choir, playing in the orchestra, performing ballet, or parenting, one is engaged in team-based activities. Organizations increasingly rely upon teams as a primary work unit. Whether you are in supply chain management, customer relationship management, marketing and sales, new product development, manufacturing engineering, project management, information systems, cross-functional task forces, or consulting, you will inevitably be solicited to contribute to team-based organizational...
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...Being oppositional, my intention is not to be an adversary. My purpose is to look for problems and prepare for the worst to avoid unpleasant surprises. This style usually appears in meetings when changes that are going to occur in the business are discussed. I am the individual who brings up the “what ifs”. By doing this, I am looked upon as pessimistic and unable to envision positive possibilities. My reason behind this behavior is to plan for trouble and find ways to prevent it. It is my way of being proactive, rather than reactive. I believe my backup style of being competitive is what pushes me to be all I can be. Competition is my motivation to succeed. I think I have developed this style by the environment I grew up in. As a child, my friends and I had races to see who could run the fastest, hop scotch competitions, and contests for the best cheerleading routines. Sports also played a major part in my competitiveness. I was motivated to do my very best in everything I did and winning a game always got you a trophy and/or a pizza party afterwards. In the workforce, competition is also used. At my previous job, prizes were given for the individual that took the most phone calls, received the lowest average handle time, etc. The benefits of my healthy competition in the workplace help me produce greater results and better quality of work. My limiting style can be a combination of both my oppositional and competitive styles. Being oppositional, I may...
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...spending money on commissions and bonuses is necessary to motivate employees for performing a task efficiently. Together with special money paid to his employees, Mr. Salatino also concern about capabilities of them. Introduction Joe Salatino, President of Great North American, has fully brought the organization to success. The organization creates its revenue using telemarketing, which requires high performance salespeople. Consequently, when hiring telemarketing salespeople, he has to look for some specific skills that can be applied to a job. He also must understand how people perceive and attribute about others with his employees. In addition, to ensure that he hires the most successful salespeople, the value of self-efficacy is needed to establish good relationship with customers. 1.Discuss how Joe could address the importance of understanding how people form perceptions and make attributions about others with his employees. As a President of Great Northern American, Joe Salatino is responsible for building up, motivating, and manipulating the company’s sale team. The person perception process is how individual attributes characteristics or traits to other people (Slocum and Hellriegel, 2011.) To perceive his customers and employees, therefore, he has to understand how they form their perceptions and make attributions about others and themselves. He could develop a model of sale teams to connect a link with customers by screening and seeking potential...
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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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...Johari Window A model for self-awareness, personal development, group development and understanding relationship Adapted from www.businessballs.com, © Copyright alan chapman 2003 The Johari Window model A simple and useful tool for understanding and training selfawareness, personal development, improving communications, interpersonal relationships, group dynamics, team development and intergroup relationships Developed by American psychologists Joseph Luft and Harry Ingham in the 1950's, calling it 'Johari' after combining their first names, Joe and Harry Especially relevant due to emphasis on, and influence of, 'soft' skills, behaviour, empathy, cooperation, inter-group development and interpersonal development The model Also referred to as a 'disclosure/feedback model of self awareness', and an 'information processing tool' Represents information - feelings, experience, views, attitudes, skills, intentions, motivation, etc - within or about a person - in relation to their team, from four perspectives Can also be used to represent the same information for a team in relation to other teams Terminology Refers to 'self' and 'others‘ 'Others' - other people in the team ‘Self' - oneself, i.e., the person subject to the Johari Window analysis The four Johari Window perspectives Called 'regions' or 'areas' or 'quadrants'. Each contains and represents the information - feelings, motivation, etc - in terms of whether the information is known or unknown by...
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...Learning Team Leadership 1 Learning Team Leadership Evaluation Thomas Hong, Ph.D., Arpad Szurgyi, Ph.D., Dawn Dobson, Ph.D., Stephanie Smith, Ph.D., David Benson, Ph.D., and Tim Halton, Ph.D. University of Phoenix Organizational Diagnosis and Intervention June 16, 2008 Learning Team Leadership Learning Team Leadership Evaluation The global economy, geographically distributed organizations, and increasingly rapid technological changes have added a level of complexity that has changed the nature of business interrelationships. Managerial self-awareness and personal reflection play an important role in the leadership development process (McCarthy & Garavan, 1999). The 360-degree feedback process, multisource assessments, and personality inventories are useful in the context of leadership development (Church & Bracken, 1997; McCarthy & Garavan, 1999). Selfassessment and personal reflection are valuable tools in achieving personal and professional 2 growth and success. The challenge, however, is that self-assessment is oftentimes a difficult task due to the subjectivity of personal perceptions of strengths and weaknesses. The purpose of this essay is to report out on the assessment of the leadership styles of individual team members and identify the most important areas for improvement. The essay commences with a discussion on the criteria used for the selection of the Myers Briggs Type Indicator (MBTI) as a self-awareness leadership instrument. The essay continues...
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...company that manufactures a commodity, widgets. My widget is a clone of a nationally known widget. My company’s widget, WooWoo, is less expensive and more readily available than the nationally known brand. Presently, the sales are high; however, there are many defects, which increase your costs and delays delivery. Your company has fifty (50) employees in the following departments: sales, assembly, technology, and administration. Motivation is one of the most important factors shaping organizational productivity. Designing a motivational plan that encourages job satisfaction, low turnover, high productivity, and a high quality of work takes time and takes the right methods of implementation by management. The key to motivation is understanding, evaluating, and analyzing the attributes of each team members contribute to the work design and team layout of an organization. As an owner of a small manufacturing company, consisting of 50 employees in the following departments: Sales, Assembly, Technology, and Administration; our motivational plan, will be designed to integrate and function within these departments. The sales department will undergo new efforts in teamwork configuration and team building, directed by the administration department. Team building is a collaborative way to gather and analyze data to improve teamwork. Through motivation and teamwork improvement; to be effective, as the owner of this company need understand what motivates employees within the context...
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...1.0 INTRODUCTION 2.0 Company background. NASSCO is a marine construction facility employing between 5,000 to 7,000 during peak periods. NASSCO is considered to be a total marine facility with capabilities in design, engineering, new construction, conversion, repair of ships and offshore oil drilling platforms. The hourly work force is represented by seven (7) different craft unions. NASSCO’s hourly personnel during this project fluctuated from a high of approximately 4,100 to a low of 2,800. Labor-management relations had gone through a very stormy period in 1980 when a ship launching was disrupted by employees angered over the suspension of a shop steward. Twenty-eight employees were discharged, three of whom were subsequently sent to jail for their part in a plot to bomb the Yard. 1981 contract negotiations resulted in a three-week strike which was eventually settled based on a modified economic offer by the Company. With this activity as background, the Company began an attempt to involve employees in decisions that affected them, by implementing a quality circle process in March, 1981. This effort expanded to include 40 quality circle groups involving over 400 employees at its peak. Although union leaders were invited to informational meetings at the start of the quality circle process, and to periodic quality circle conferences sponsored by the Company thereafter, union involvement in the process was limited to union shop stewards and officials who were active members...
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...style followed by avoidance as my limiting style. All four styles placed me in the Passive/Defensive personal thinking category with People Orientation and Security as my primary needs. According to the LSI Style profile the Passive/Defensive style represent a “self-protecting thinking and behavior that promote the fulfillment of security needs through interaction with people”. I am somewhat surprised that the survey result closely captured my primary thinking style. I think I can attribute my dependent style due to my current transition to the civilian workforce. After twenty four years of active military service I learned to rely and depend on the financial stability along with its rigid organizational hierarchical structure the military had to offer. Now that I have transitioned back into the civilian life and now in the ‘real world’ I tend to think about not rocking the boat when it comes to dealing with my colleagues in my current place of employment. Although I do not think I am overly defensive or aggressive when interacting with people. I do however, tend to listen more to what people have to say. Since I score 91% higher than other respondents on the Dependent scale, I will have to work on strengthening my Self-Actualizing needs to help me rely more on myself. Evidently this imbalance is reducing my overall effectiveness. I am now very much aware after taking the survey that this characteristic trait has hurt me in the three years I have been employed by the firm I currently...
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...skills SUMMARY OF SKILLS: Patient care technician with experience, possessing expertise in the following areas: Extensive knowledge of working with patients with myriad health conditions and needs Excellent interpersonal skills that include empathy and patience Ability to function efficiently in a team as well as individually without supervision Capable of handling patient handling equipment needed to lift, transfer, and reposition patients Proficient in the use of Microsoft Office and the Internet Patient Care Technician Obtaining 12 lead electrocardiograms Performing venipuncture for blood collections Performing vision and hearing test Performing finger stick glucose testing, Naso-pharyngeal suctioning, skin care and post mortem care Providing one to one monitoring Assisting in applying patient restraints Experienced with adults/youths conflict resolution in a residential environment Experienced working with homeless patients that abuse substances have mental illnesses and are HIV positive. Experienced with setting up and beginning dialysis procedure Familiar with priming dialyzer for dialysis as well as performing patient care on patients Experienced with giving heparin...
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...set of procedures. Is a process that needs to be tailored to the operations of a business. A performance appraisal is good for employees’ growth which in turn contributes to the company’s success. Slide 3 The main purpose of performance appraisals is to help an employee improve their job performance. During the performance appraisal it is time to look objectively at how an employee is meeting the job’s expectations. Providing feedback to the employee of how well they are doing is the easiest part of performance appraisal. Letting the employee know that they are doing a great job is positive reinforcement which result in the employee continuing to perform at its best. In the contrary, informing an employee that he is not performing as expected is difficult, but necessary. According to Schneir (1982) appraisal should be more than a past-oriented activity that criticizes or praises workers for their performance in the preceding year. Rather, appraisal must take a future-oriented view of what workers can do to achieve their potential in the organization. This means that managers must provide workers with feedback and coach them to higher levels of performance. When performance appraisals are performed correctly they can be key in developing employees and improving their performance. Slide 4 Preappraisal activities that will ensure the performance appraisal processes is beneficial to the employee and the company There are several important tasks that...
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...external forces. 4.2.1.1 Environmental Types There are two classes of environments: the general environment and the task environment. 4.2.1.1.1 General environment It consists of all external forces and elements that can influence an organization and affect its effectiveness. The environment can be described in terms of the amount of uncertainty present in social, technological, economic, ecological, and political/regulatory forces. Each of these forces can affect the organization in both direct and indirect ways. The general environment also can affect organizations indirectly by virtue of the linkages between external agents. 4.2.1.1.2 Task environment Michael Porter defines an organization's task environment by five forces: supplier power, buyer power, threats of substitutes, threats of entry, and rivalry among competitors. Dynamic environments change rapidly and unpredictably and suggest that the organization adopt a flexible strategic orientation. Dynamic environments are high in uncertainty compared to static environments that do not change frequently or dramatically. 4.2.1.1.2.1 Rate of change and complexities In addition to understanding what inputs are at work,...
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...Compensation – The sum total of all forms of payments or rewards provided to employees for performing tasks to achieve organizational objectives Rs Compensation- Nature and scope • The complex process includes decisions regarding variable pay and benefits • It suggests an exchange relationship between the employee and the organization • It involves design, development, implementation, communication and the evaluation of reward strategy and process of the organization Compensation Objectives 1. 2. 3. 4. To reward employees’ past performance fairly, in line with efforts, skills and competencies To attract and retain competitive high performing employees To motivate the high performing employees and reinforce desirable employee behaviour To remain competitive in the labor market 5. 6. 7. To align employees’ future performance with organizational goals To communicate the employees their worth to the organization To provide employee social status • Strategic compensation – Using the compensation plan to support the company’s strategic aims. – Focuses employees’ attention on the values of winning, execution, and speed, and on being better, faster, and more competitive.. • IBM Strategic Compensation Planning • Strategic Compensation Planning – Links the compensation of employees to the mission, objectives, philosophies, and culture of the organization. – Serves to identify the net monetary payments made to employees with specific functions of...
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