...Learning Team Charter Analysis Team Memebers STR/581 November 5, 2012 Professor’s Name Learning Team Charter Analysis At the University of Phoenix, a fundamental learning goal is effective collaboration. Developing the skills to effectively work in teams and groups has become increasingly important in the corporate world. These skills are developed through a series of experiences throughout a student’s University of Phoenix education. Working in teams as a group member or team leader offers students at the University of Phoenix a hands on educational experience to develop and sharpen these necessary skills. Teams have an opportunity to assist in their learning experience by setting ground rules to aid in reaching agreements and achieving team assignments. Every team creates a team charter used to resolve differences, create structure and develop an effective and efficient set of rules all members agree to. This assignment will analyze Team A’s charter to determine its current effectiveness than make improvements based on the charters strengths and weaknesses to improve team performance. The team charter currently contains four unique sections. To aid in assessing the teams charter, each charter section will be discussed, strengths and weaknesses will be identified, and then recommendations for improvements will be made. Team Ground Rules and Guidelines The process of determining the general expectations of the team members certainly helps...
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...-team defn sm # of ppl w complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable 6 chars Sm grps (2-10), work to achieve common goal, interdep mems, bounded/stable ovr t, auth to manage own work/internal processes, op in soc context (not island) When should use team team’s OBJs…..hi complex + interdep complex is task - breadth/depth of skills/expertise/interdepent task -pooled split up, do apart, glue together -sequential 1 way dependency -reciprocal 2 way Leadership: - main lship styles coercive - immediate compliance from ees use str8fwd tasks problem EEs crisis sits NOT use complex tasks self-mot, talented EEs ovr LT authoritative - LT direction and vision for team use new vision/clear direction needed (times of ch) new team member needs guidance you’re expert/source of auth NOT use EE exp, know much as you if not more promoting self-managed teams/participative decis-making affiliative leader - creating harmony among EEs and btwn l and team use str8fwd and perf is adequate diverse/conflicting grps to work together EEs exp personal difficulties NOT use bad EEs perf corrective pef feedback is nec crisis/complex sits, clarity control needed EE task-oriented individs democratic - building commitment and consensus among EEs Use competent, have as much/more knowl as you mems’ work muts b coord you’re unclear about best approach/have competent mems...
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...The Five-Stage Model 1. forming stage – 1st stage. a great deal of uncertainty about the group’s purpose, structure, and leadership. Members “test the waters” to determine what types of behaviors are acceptable. This stage is complete when members have begun to think of themselves as part of a group.. 2. storming stage - The second stage in group development, characterized by intragroup conflict. 3. norming stage The third stage in group development, characterized by close relationships and cohesiveness 4. performing stage The fourth stage in group development, during which the group is fully functional. 5. adjourning stage The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance. groups that begin with a positive social focus appear to achieve the “performing” stage more rapidly. Storming and performing can occur simultaneously, and groups can even regress to previous stages. GROUPS WITH TEMP DEADLINES punctuated-equilibrium model A set of phases that temporary groups go through that involves transitions between inertia and activity. Work groups have properties that shape members’ behavior and help explain and predict individual behavior within the group as well as the performance of the group itself. - roles, norms, status, size, cohesiveness, and diversity psychological contract: an unwritten agreement that exists between employees and employer. This agreement sets out mutual expectations:...
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...of organisational objectives. It is also about being able to improve performance, motivate the team and secure their commitment and recognise the impact of organisational politics and personal interests. Scenario Learners may use their own employment context, or that of another organisation with which they are very familiar, to base their assignment. However, in the case that they are not able to do so, please use the below scenario:- You are a senior manager in a business unit of a medium sized enterprise, with functional management and organisational leadership responsibilities. You have responsibility for all aspects of the performance management of your team and its contribution towards the achievement of business goals. Please select and research an organisation of your choice to identify its approach to performance management. Provide brief details of your research in a summary of between 200 and 250 words, this should not be counted in the suggested word count. Use the results of your research to answer the tasks below. Task 1: Describe a performance management process for ensuring that responsibility for delivering strategic objectives is shared throughout the organisation. Use a practical example to illustrate how team performance links to organisational objectives. Identify a range of at least four different tools and techniques for setting team performance targets. Evaluate these by comparing and contrasting them, using a table format if preferred...
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...Recipients * Format * Owner The communication channel as regards in this project will be as following: * Formal * Verbal and Written * As contain in the project communication plan Communication Plan: This document outlines the plan of communication for KIOKO Group project team and contractor. WHAT | WHEN | WHERE | OWNER | ATTENDEES | Status Meeting | Every WeekFriday12 Noon | Conference Room | Project Manager | Project Team, Contractor and KIOKO Group Automation logistics Head | Progress Meeting | Every two WeekMonday10am | RM 302 | Contractor | Project Team and KIOKO Group logistics Head | WRITTEN COMMUNICATION | WHAT | DUE WHEN | METHOD OF DELIVERY | SENDER | RECEIVER | Meeting Minutes | 2 days after the meeting | EMAIL | Designated Staff | All participants | Action Item Log | 4 days after the PMO Status meeting | EMAIL | Designated Staff | All participants | Meeting Agenda | 2 days before a meeting | EMAIL | Meeting Facilitator | All meeting participants | Status Reports to Project Manager | WeeklyWednesdayBy noon | Paper Copy and Soft Copy through email | Project Lead | Project Manager | Status Reports to Strategic Alignment Team | 3 days after review by PMMonday 9am | Paper Copy and Soft copy through email |...
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...hard-working and reliable person, able to work well both as part of a team and under my own initiative. I can work hard towards deadlines and willing to further my skills and knowledge. I thrived under pressure, work flexibly and I am a very motivated worker. I am willing and able to adapt to new situations and have excellent communication skills. I am able to communicate both efficiently, effectively, precisely, and clearly. After such experience in team work, I am able to find my feet quickly and become an effective team member in any situation. I enjoy working with people from any background, age, race or ability, and people find me to be friendly, out-going, bubbly and approachable person. Personal Interest:- Working with people with learning difficulties, reading, cross stitch, watching DVD’s, seeing family and friends, socialising, going out for drinks and meals. Employment:- Senior Support Worker 55 Scotch Orchard, Lichfield, Staffordshire WS13 6DE Key Achievements:- * Having 11 years experience with people with learning difficulties and complex needs with challenging behaviour. * Ateending training to gain knowledge & in crease skills. * Using good communication skills towards colleagues, service users & professional bodies. * Working in a diverse & equal setting. * To make best use of resources availalbe. * Working effectively as part as a multi-disciplinary team. * Administering medication. * Devising personal &...
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...Lessons from Geese 'Individual empowerment results from quality honking' Lessons from Geese provides a perfect example of the importance of team work and how it can have a profound and powerful effect on any form of personal or business endeavor. When we use these five principles in our personal and business life it will help us to foster and encourage a level of passion and energy in ourselves, as well as those who are our friends, associates or team members. It is essential to remember that teamwork happens inside and outside of business life when it is continually nurtured and encouraged. Lesson 1 - The Importance of Achieving Goals as each goose flaps its wings it creates an UPLIFT for the birds that follow. By flying in a 'V' formation the whole flock adds 71 percent extra to the flying range. Outcome When we have a sense of community and focus, we create trust and can help each other to achieve our goals. Lesson 2 - The Importance of Team Work When a goose falls out of formation it suddenly feels the drag and resistance of flying alone. It quickly moves back to take advantage of the lifting power of the birds in front. Outcome if we had as much sense as geese we would stay in formation with those headed where we want to go. We are willing to accept their help and give our help to others. Lesson 3 - The Importance of Sharing when a goose tires of flying up front it drops back into formation and another goose flies to the point position. Outcome It pays to...
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...Developing Your Empowering People It’s very true that in many companies or organizations managers delegate responsibilities to other team members due to his or her own increasing responsibilities to be shouldered. A correct or we can say right person has to be identified and clearly mention their job requirements allowing them to participate and also inform other members about the change. In the example “practicing the skill” Anne has delegated a project to putting together new departmental procedures manual by the end of the month to Mr. Ricky Lee. Since Ricky is already working on another project he asks Anne if this project could be delegated to Bill Harmon. Bill Harmon is working in this company for the past 3 years. Hence Anne approves Bill Harmon being reassigned as far as Bill knows the parameters of the project and what needs to be expected for the completion of this project. Now Ricky is preparing for his meeting with Bill regarding the assignment to be reassigned. It is very important to understand the capability of completing the project. Anne knew that Ricky was capable of completing the project given to him as Ricky believed that Bill was capable. Here Ricky did not analyze what Bill might be working on as Anne did not realize what Ricky might be working on. If there could be any alternate possibility of Ricky and Bill teaming up and complete the project of putting the procedures manual together, could cut down time by the work being divided among the two. I think...
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...what they would say. Overall, we planned and agreed on some general and specific details for the 4 scenes we are expecting to show in our video project. We all agreed to arrange a 4th scene just in case we have time left but the first 3 scenes will probably be enough. b. HOW I think we have very good group engagement; we all have a clear vision of how we want the video team project to be, so it was fast and easy to design each of the scenes. At the end of the meeting, everybody showed a high motivation about how things will be filmed and the content of each scene. It’s nice and very helpful that all of the team members have different cultural backgrounds, I am from Colombia, Stephanie is from France, Jake’s family is from Spain and Rochelle is from the U.S. so we have a lot of ideas. Each of us will able to play a very good role because everything will come natural so this is a key component of our group. From the beginning we each have shown a real openness to different ways to see and interpret actions. I am sure we will make a great video project because we have worked very well as a team so far and the group has been able to understand and respectfully take advantage of each person’s perception about their own culture and the American culture. All of these aspects combined are how we were able to accomplish our successful meeting...
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...Teams in the 21st Cent SOC/110 November 4, 2013 Teams in the 21st Century From the time that you are a young child you begin to experience working in teams. Teams have become an important part of the 21st Century whether it be in education, athletics, or even at the workplace. In this paper I’ll discuss my experience working in teams, the advantages of being part of a team, and how having stronger team skills could really benefit you. I worked on my first team at the age of eight when I was on my first softball team. I never really knew what being part of a team meant until I played with those girls and that is an experience I have never forgotten even today. As I got older and in high school being part of a team became more common with the DECA club, Student Council, and the Dance Team. Each of these teams are all different in their own way but they each individually taught me skills that I still use to this day. Now that I am older I have realized that not everyone has the same idea or definition of what a team exactly is. As a student at the University of Phoenix working in teams is a big part of my school assignments each week. I have had some really positive experiences but there have been other times when my experiences were not so good. The one consistent problem I seem to have is getting everyone to do their part of the assignment on time or even at all which can be very frustrating at times. When I was younger it was fun to be part of a...
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... 5. Work Environment and Life Preferences 6. Self-Assessment Summary Sheet | My most marketable career-related skills are . . . (minimum 15) (Remember to include technical and transferable skills on this list!) 1. Organization and planning 2. Orderliness 3. Handling details 4. Making decisions 5. Arrange functions 6. Assemble products/build 7. Audit records 8. Budget, money 9. Buy products/services 10. Calculate/manipulate numbers 11. Supervisory 12. Teaching 13. Coaching 14. Counseling 15. Check for accuracy | Examples of instances where I have demonstrated these skills include . . . (minimum 3)1. At my current job I am managing a team of 22 engineers, organization and planning is part of my day to day task. I am responsible for forecasting all my team members hours, budget and allocate them to the projects according to their skill set. 2. I have been doing budgeting and money forecasting for a...
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...Behavior J. Organiz. Behav. 30, 359–378 (2009) Published online 25 April 2008 in Wiley InterScience (www.interscience.wiley.com) DOI: 10.1002/job.537 Team conflict management and team effectiveness: the effects of task interdependence and team identification ANIT SOMECH1*, HELENA SYNA DESIVILYA2 AND HELENA LIDOGOSTER1 1 2 University of Haifa, Haifa, Israel Emek Yezreel College, Emek Yezreel, Israel Summary The present study explores the dynamics of conflict management as a team phenomenon. The study examines how the input variable of task structure (task interdependence) is related to team conflict management style (cooperative versus competitive) and to team performance, and how team identity moderates these relationships. Seventy-seven intact work teams from high-technology companies participated in the study. Results revealed that at high levels of team identity, task interdependence was positively associated with the cooperative style of conflict management, which in turn fostered team performance. Although a negative association was found between competitive style and team performance, this style of team conflict management did not mediate between the interactive effect of task interdependence and team identity on team performance. Copyright # 2008 John Wiley & Sons, Ltd. Introduction In modern organizations, teams have become the method of choice for responding quickly to technological and market changes and thus improving the organization’s chances of survival...
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...WEEK THREE BULLETIN: MediSys Case Medisys Corp is an excellent case to help students think through the issues involved in designing and managing teams. There are no villains in the story, just decent individuals who behave in ways that, knowingly or not, sabotage the potential success of the IntensCare project. Medisys provides an especially good opportunity to think about lessons from the previous weeks. Specifically: Daniel Pink agues in his TED talk for the importance of autonomy as a motivator. Wasn’t autonomy the operating premise of the Intenscare project? As such, how can one reconcile Pink’s advice with the disastrous scenario in the case? Also, what could Valerie Merz learn from Henry Fonda who had no authority [Merz’s big complaint] but was able to persuade people to act as a responsible team? ANALYSIS In this century, complex technologies and increasing competition in the marketplace often mandate fast time for product development. These real-world pressures make teams a logical choice for projects that require multi-functional inputs and shared decision-making. However, groups are extremely challenging entities and managers must learn how to enable their success. There were three parts to the MediSys assignment. 1. What is working? a. On the organizational side, the company is very profitable and its original entrepreneurial culture had fostered innovative thinking across the company and, as a result, numerous promising initiatives were at various...
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...Case for Critical Analysis: Plumb-Quik Maureen Salick, a manufacturing vice president, walked into the monthly companywide meeting with a light step and a hopefulness she hadn’t felt in a long time. The company’s new, dynamic CEO was going to announce a new era of empowerment at Plumb-Quik, a 75 year old publicly held company that had once been a leading manufacturer and retailer of plumbing products and supplies. In recent years, the company experienced a host of problems: market share was declining in the face of increased foreign and domestic competition: new product ideas were few and far between; departments such as manufacturing and sales barely spoke to one another; morale was at an all-time low, and many employees were actively seeking other jobs. Everyone needed a dose of hope. Alex Boochoon who had been hired to revive the failing company, briskly opened the meeting with a challenge: “As we face increasing competition, we need new ideas, new energy, new spirit to make this company great. And the source for this change is you – each one of you.” He then went on to explain that under the new empowerment campaign, employees would be getting more information about how the company was run and would be able to work with their fellow employees in new and creative ways. Alex proclaimed a new era of trust and cooperation at Plumb-Quik. Maureen felt the excitement stirring within her; but as she looked around...
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...Homogenous vs. Heterogeneous team Homogenous team is one in which the group members have a similar shared value and attributes. On the other hand heterogeneous team is one in which the group members have a diverse orientation. There are advantages and disadvantages of both teams that I will outline in the next section. Advantages Heterogeneous - Diverse thinking - perform better on complex tasks - more creativity Homogenous - Less conflict -better coordination - advantage of cohesion - high satisfaction - better performance on cooperative tasks Heterogeneous - Agreements are difficult - more conflict - coordination is problematic Disadvantages Homogenous - Groupthink - decisions that do not respond to changes and contingencies - no innovative ideas The cohesion among homogenous group may translate into high productivity and goal accomplishment. They would all be thinking the same way so conflict would not be an issue for such a team. Heterogeneous team would be the best bet for strategic planning and research where creativity and diverse thinking is a necessity. Which type of team do you prefer working with if you had a choice? Homogeneous Vs. Heterogeneous Teams By Louise Jones, eHow Contributor The makeup of a team, including the mix of cultures and personalities, can make or break its effective output and viability. A homogeneous team would include people who are as similar as possible, with similar points of view, learning abilities...
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