...Team Building First let’s define the word team. Team is a group of people with a common, collective goal. A team is not based on one person. Like the saying “There is no 'I' in TEAM”. Forming successful teams can become a challenge. It’s a challenge because you have to get all the right people in one group. A bad apple can spoil the whole group. To have a successful team, a leader must have background knowledge of everyone on the team so that he will be able to help each one in a respectable manner, and it will help also later if a problem might occur among them. Team Building plays an important role in the workplace. Some team building experiences are successful and some are unsuccessful. Team building incorporates team work. Team work is when employees put aside their personal goals and preferences and work together cooperatively to achieve the team’s goal. Team Building also forms friendships and trust between employees. When the team is on the same page, everything runs smoothly. The steps a team leader takes to select workable teammates for a project can be challenging and frustrating task. Leaders should follow the four steps to create an effective team building: 1. Assess, 2. Plan, 3. Execute, 4. Evaluate. Step 1: Assess the teams developmental needs base on strengths and weaknesses by creating a lists with different categories. Step 2: Plan team-building activities based on the needs identified; referring to the entire no’s the team had. Step 3: Execute the planned...
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...TEAM MANAGEMENT MANA 4330, Section 001 Fall, 2010 Instructor: Dr. Terrance A. Wilensky Phone: 817- 272-0233(office); 214.735.7000 (cell) Office: 216 COBA E-Mail: twilensky@uta.edu Office Hours: 3:00-4:30 Tuesday and Thursday or by appointment Course Time & Location Tuesday and Thursday 11-12:20 PM COBA 245W Required Text: Lumsden, G., Lumsden, D., & Weithoff, C. (2010). Communicating in Groups and Teams: Sharing Leadership (5th. ed). Boston: Wadsworth/Cengage Learning Course Content All organizations depend on people to carry out their tasks and work toward common goals, whether you work for a large or small corporation, a federal or state agency, or own your own business. Much of the time we spend working in organizations we spend working in teams. This course is designed to familiarize you with the dynamics of working in teams, to become more effective team members, and to lead teams. To accomplish this, we will examine a number of factors that influence team member interaction and ultimately team performance through lectures, slides, films, demonstrations, cases, and student class presentations. Additionally, this course is intended to provide you with the understanding and skill necessary to communicate effectively in any group, whether it is a social club, a religious organization, or a high-level executive committee in your future career. But it goes more specifically to your preparation for the intensive work in teams that...
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...HIGH PERFORMANCE TEAMS CHARACTERISTICS OF HIGH PERFROMANCE TEAMS High-performance teams have the following special characteristics that allow them to excel at teamwork and achieve special performance advantages: * The right mix of skills, including technical skills, problem-solving and decision-making skills, and interpersonal skills. * Strong core values that help guide their attitudes and behaviors in directions consistent with the team’s purpose. * Ability to turn a general sense of purpose into specific performance objectives. * Standards for measuring results and obtaining performance feedback * Willingness to help group members understand the need for collective vs. individual efforts. THE TEAM BUILDING PROCESS When newly founded, work groups and teams must master challenges as members come together and begin the process of growing and working together as they pass through the various stages of group development. Team building is a sequence of planned activities designed to gather and analyze data on the functioning of a group and to initiate changes designed to improve teamwork and increase group effectiveness. Team building is participatory and data based. The goal of team building is to get good answers to such questions as: 1. “How well are we doing in terms of task accomplishment.” 2. “How satisfied are we as individual members with the group and the way it operates?” TEAM-BUILDING ALTERNATIVES Formal...
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...Case Study for Building a Coalition for Woodson Foundation. The Woodson Foundation, a large nonprofit social service agency is teaming up with the public school system in Washington D.C. to improve student outcomes. There’s ample room for improvement. The schools have problems with truancy, low student performance, and crime. New staff quickly burn out as their initial enthusiasm for helping students is blunted by the harsh realities they encounter in the classroom. Turnover among new teachers is very high, and many of the best and brightest are the most likely to leave for schools that aren’t as troubled. The Stags of Group Development for the Woodsom foundation in building a cohesive coalition The First Stage is bringing the new plan in development is forming an executive development committee or team with the help of Human Resource to choose the right candidates for the jobs. The Second Stage will be Storming which gives conflict towards each and individual group and creates doubts also each group have its own interests and some cases they can directly opposed to one another. For this stage they have to be work as a team and leave all the intensive and doubtful behavior outside of the team. Then only this stage work The Third Stage will be Norming in this for the achieving the certain purpose the goals have set up to start the performance and the team has learn how to set aside your doubts and how to learn work productively together. Who will do what work and...
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...at the business that are the most important people in the business. Without employees in a business then the business does not achieve its goals. They are the people that make things move. There is therefore no escaping people-skills if a business venture is to highly perform. “Management is nothing more than motivating other people”. These are the words of Lee Iacocca – former CEO Chrysler. It is therefore important for a manager to have some basic tips on how to manage people. It is vital that a manager delegates most of the objectives set to achieve so that he or she gets time to manage the team he or she has been given to manage. It also helps the manager to clear his or her mind. It is very important that the person who delegates has a clear head on his or her shoulders. Pearce and Conger (2002, p.41) identify that one of the most important “X factor” is team work. A strong team delivers most of the things put before it. This paper will focus on teamwork and critically analyse it on how it can be used to improve performance. When people come...
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...money as well should be transferred as such in order to improve the situation,resentment among team members escalated, why is because others were notcompetent enough to do the work (Mokate 2007).The members of the team should be tolled of their expected roles to play within thegroup or teamwork and team skills seems to be a stagnating point to solving issues andprogressing. Teamwork skills include the following as stipulated by Scarnati (2001:5)“lack of listening skills, lack of respect, sharing, helping and participation. As teams growlarger, the skills and methods that people require grow as more ideas are expressedfreely but the problem is other teams cannot keep up with the rapid growth of teams andoften experience the following problems: • Absence of trust – it develops from the teams unwillingness to be vulnerablewithin the group and team members are often not genuinely open with oneanother about mistakes and weaknesses and making it impossible to build afoundation for trust. • Fear of Conflict – teams that lack trust are incapable of engaging in unfilteredpassionate debate of ideas and instead the only solution is resort to veileddiscussions and guarded comments.The causes of teamwork failure is group size cause large groups less productivityand coordination losses is mostly to take place within that organization, meaninginefficiency that result from the group member’s inability to combine their resource in a maximally productive way. Social loafing is the other ingredient...
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...Team Strategy and Conflict Management Plans Kimberly Faagata, Carrie Firman, Dan Lyle, Stephen Nelson, and Dera Tennelle MGT 311 June 10, 2013 Penny Thomas Part I The purpose of this paper is to discuss different strategies for team building which helps is overcoming conflicts in a working environment. Based on current strategies available on subject, it tries to figure out some leading challenges to addressed, and extracting the best strategy for team building. It covers analysis of factors and measures for building up a successful team, which serves as a common ground for a progress in evaluation of best strategy for the particular purpose. Introduction Every organizational environment has teams, which refer to different members, who are working as one. Every team is usually built on a base that acquaintances or secures the members collectively in every action to promote growth within the unit, and it is known as team building. Team building concerns to a range of activities and program, which are used by different organizations, for instance businesses, sports, academic institutions, religious and non-profit grouping with an intention of boosting up team performance. The activities manifest using a choice of methods and advancement approches, ranging from a plain bonding action to an exigent simulations, used for planned team building outings and recoils intents to build up everyone. Strategies Available to Build Teams There are many strategies available to...
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...TEAM BUILDING WHAT IS A TEAM? A TEAM comprises a group of people linked in a common purpose. Teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks. A group in itself does not necessarily constitute a team. Teams normally have members with complementary skills and generate synergy through a coordinated effort which allows each member to maximize his or her strengths and minimize his or her weaknesses. DEFINITION There is no universally accepted team definition. Everybody defines teams based on his perspective by emphasizing the aspects of the teams that are considered most important. However, we will use a single team definition, which we provide below, throughout the study in order to help readers understand more easily and be more consistent. “A team is a small number of people with complimentary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable (Katzenbach & Smith, 1993)” This team definition phrases above and beyond an everyday definition. It gives more than just wording the term of team. It brings all significant aspects of the team building process out to the surface. Another important point is that the inevitable integration necessity among these aspects. To be able to talk about a real team, we need to have all these aspects working together with harmonization. None of these aspects is more important than the...
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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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...Benefits of creating a team at work. Introduction “Remember upon the conduct of each depends the fate of all.” - Alexander the Great (BrainyQuote.com, 2012). This statement, made by one of the greatest leaders and military minds the world has ever known, applies to every aspect of business and life. Whether it’s a company, a sports team, or a military unit everyone in each of these groups depends on another person to succeed. In order to truly understand teamwork, team building, and what it means to be on a team, “team” must be defined. Team, by plain definition, is a group of people joined for a common goal, normally with talents or skills that complement each other to help them achieve their full potential (Armstrong, 2008, p.60-66). Teamwork consists of the following aspects: the characteristics of a team, leadership’s role in team building, and the benefits of a team approach in the business world. If a management team approaches and properly connects a team together, it will foster a better working environment for the employees, which will create a better atmosphere for the customer. Characteristics of a Team “The basic structure of a team includes a goal, a leader, a group, assessment, feedback and adjustment. Team development is a critical beginning in the process”(Business.com, 2012). There are ten characteristics of a team: (Gordon, 2002, p.185-188) 1. They must have clear goals. 2. Each person must have a defined role within the team. 3. There must...
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...us, teamwork is a part of our everyday life. Whether it is at home, in the community, or at work, we are often expected to be a functional part of a performing team. Having a strong team benefits any organization and leads to more successes than failure. In order to understand the competencies needed to build and lead high performance teams, it is helpful to first define a team. Here is a simple but effective description from The Wisdom of Teams (Harvard Business School Press, 1993.) "A 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." The Work Team is defined by many great practitioners in different sense. According to Griffin and Moorhead it is a “small number of people with complementary skills who are committed to a common purpose, common performance goals, and an approach for which they hold themselves mutually accountable.” A group of employees that works semi-autonomously on recurring tasks are called work teams. Work teams are most useful where job content changes frequently and employees with limited skills and a specific set of duties are unable to cope. A group of employees that works semi-autonomously on recurring tasks are called work teams. Work teams are most useful where job content changes frequently and employees with limited skills and a specific set of duties are unable to cope.(its delted since it’s a...
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...Checklist for Unit 19 Developing Business Teams Use the following check list to ensure that you include all the elements of the specification required to pass this task. Guidance for the merit has also been given. Specification Element | Have I included this in my assignment? | P1 Describe different types of teams and the benefits of teams of an organisation | Types of teams: * Informal / Formal * Size of teams (small / large) * Functions of Teams: * Temporary project / Task Team * Permanent TeamGuidance InformationEnsure that you introduce and describe each of the above and use examples to support your answers | | Benefits of Teams: * contribution to departmental and organisational productivity and effectiveness * targeting setting and monitoring (also discuss how performance is monitored) * reduction of alienation * fostering innovation * sharing expertise * implementing change * roles and identification and development of talent, eg BelbinGuidance InformationAgain ensure that you address all of the above. For Target Setting and Monitoring also discuss methods of this.Remember that M1 will be next and this is a continuation of Belbin, the last point | | M1 Compare the roles of the different members of a teamFor the merit you are taking the work of Belin a step further by discussing the roles in more detailWhich role members will work the best with which other roles? Why?Which role members will clash? Why?Which role is the strongest? Why...
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...Case Study – Building a Coalition Group Development Stages of group development: Forming: The group is just created, everything is new, and people just get to know each other. Strong leadership is the key as people might be hesitant to voice their opinion at this stage. Limits are tested – what can and can’t be done and said. Storming: At this stage, team members already know each other. Everyone knows each other opinions and stands. Everyone sees differences between team members and is not afraid to argue and disagree. Unofficial leaders are being identified at this point as well as followers. Most of the conflicts arise at this stage. Norming: This is the stage when rules are established and most of the differences settled in some sort of the compromise. Each team member finds his role within the team and leader takes less of an active position so the team can work together. Performing: At this stage, motivation is at its peak as team members have the common sense of purpose and direction. Everyone learned how to work together as a team, who is better at performing with tasks and what to do when somebody is falling behind. Leadership takes more of the delegating role. Adjourning: This stage takes place after the project completed. Team members often want to know where to go from here and what is the next goal or project. The stage described in the study is the forming stage of the team development. Not all the group members are identified, not everyone knows each...
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...B1. Team Performance Team performance models are used improve team performances within a company by utilizing strategies and assessment tools. Two examples of team performance models are Lencioni’s Five Dysfunctions of a Team and Drexler/Sibbet Team Performance System. Both models are utilization by companies to evaluate and improve team performance. Patrick Lencioni is a writer regarding management with a focus on team management. He is also the founder and President of the Table Group. Since 2002 Lencioni’s Five Dysfunctions of a Team has become a significant source in building teams. This universal model has been embraced by many different organizations. According CPP, “Lencioni’s program is based on his fable of a team in crisis that needs to overcome dysfunctional team dynamics in order to have an opportunity to be successful. Lencioni’s Five Dysfunctions of a Team Model are absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. Stage 1 consist of building trust. Absence of trust can be due to people being pushed into groups to build trust. Instead trust is built overtime and is based on follow-through and creditability of the individual. Stage 2 is mastering conflict. Individual’s need to discover how comfortable they are with conflict. This is where it is important to realize that conflict is an opportunity for productivity. Trust must be established in order to challenge and push one another...
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...includes behaviors, thoughts and feelings that both the person and others know. On this area the person and the others share mutual perceptions, that it would help the group and team process. The Blind Area: represent aspects of the self not known to oneself but readily apparent to others (can include mannerisms, habits, gestures, attitude, etc). The person might be aware or the other can perceive easily. It can be a great excuse to act in a denial. The Closed Area: this involves behaviors, thoughts and feelings known only to oneself and not to others. Can be a protective or evasive action to do not let the others know what the person can consider personal or destructive to the ego or self-image. To identify these behaviors, thoughts or feelings the person would need to release voluntarily. The Unknown Area: this are the behaviors and feeling that are inaccessible both to oneself and the others (unconscious staff). These behaviors or feelings can be revealing by the person in particular circumstances and moments. The interpersonal effectiveness is directly related to the amount of common shared communication between the company members and the congruence on this process. The Suandale Case (page 274) On this case we can observe the wrong communication process as well the poor leadership skills by the managers. Other significant aspect is the low commitment by the mangers to keep a good organizational climate. Also the interpersonal relationships between the...
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