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Team building _norms_108
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Team building _norms_108


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  • 1. Team-Building HRT 383
  • 2. Thanks to:Ken Blanchard, Patricia Zigarmi, & DreaZigarmi, authors of Leadership and the OneMinute ManagerKen Blanchard, Donald Carew, and EuniceParisi-Carew, authors of The One MinuteManager Builds High Performing TeamsR. B. Lacoursiere, author of The Life Cycle ofGroups: Group Developmental Stage Theory
  • 3. Thanks to:Stephen P. Robbins, author of OrganizationalBehavior: Concepts, Controversies, andApplicationsTools for Teams: Building Effective Teams in theWorkplace, edited by Craig SwensonRobert H. Woods and Judy Z. King, authorsof Quality Leadership and Management in theHospitality IndustryGary Yukl, author of Leadership inOrganizations
  • 4. Individual DevelopmentCompetence Knowledge SkillCommitment Confidence Motivation
  • 5. Individual Development Stages D4 D3 D2 D1High Commitment CompetenceLow From "Leadership and The One Minute Manager"
  • 6. Coaching ChoicesDirective Behavior“Autocratic”Supportive Behavior“Democratic”
  • 7. Coaching StagesDirectingStructure, organize, teach & superviseCoachingDirect and supportSupportingPraise, listen & facilitateDelegatingTurn over responsibility for decision-making
  • 8. Situational Leadership II The Four Leadership Styles(High) S3 S2  Supporting Coaching Supportive Behavior S4 S1 Delegating Directing (Low)  Directive Behavior  (High) High Moderate Low D4 D3 D2 D1 Developed Developing Development Level of Followers From "Leadership and The One Minute Manager"
  • 9. Group DevelopmentOrientation Called “Forming” in Robbin’s model Uncertainty about purpose, structure & leadership Members are “testing the waters”Dissatisfaction Called “Storming” in Robbin’s model Characterized by intragroup conflict Members accept the existence of the team, but individuals resist the constraints on their individual style
  • 10. Group DevelopmentResolution Called “Norming” in Robbin’s model Characterized by cohesiveness, identity, structure, and a set of expectations Members develop closer relationshipsProductivity Called “Performing” in Robbin’s model Structure of the team is fully functioning Members’ energy has moved from getting to know phases to getting the work done
  • 11. Group DevelopmentRobbin’s model includes a final phasecalled “Adjourning”This would be characterized by atemporary committee completing a taskor achieving results based upon a goalYour team may go through these fivestages twice…
  • 12. Group Developmental Stages GDS4 GDS3 GDS2 GDS1 Production Resolution Dissatisfaction OrientationHigh Morale (Commitment) Productivity (Competence)Low From "One Minute Manager Builds High Performing Teams" Adapted from "The Life Cycle of Groups: Group Development Stage Theory"
  • 13. Situational Leadership II The Four Leadership Styles(High) S3 S2  Supporting Coaching Supportive Behavior S4 S1 Delegating Directing (Low)  Directive Behavior  (High) High Moderate Low G4 G3 G2 G1 Developed Developing Development Level of the Group From "One Minute Manager Builds High Performing Teams"
  • 14. Group Orientation / Forming382 Instructor formed the initial teamsThe Management Plan process was designedto help you frame your purposeInstructor(s) offered insight into structure, butwhat your team did/does and how it got/getsaccomplished was/is your businessRound I in 382 & Round II in 383
  • 15. Group Dissatisfaction / StormingWhat did your team experience in Round I?Where was your storm?  The team itself?  One individual?  Your management position?  Your week of management?  Formal vs. informal leadership?In Round II (383), any “storms” are usuallyweaker!
  • 16. Group Resolution / NormingBehavioral NormsTeam “Code of Conduct”Examples: Consensus Communication Commitment ConductWhat did you learnin 382?
  • 17. Group Production / Performing In 382, getting the management plan done Why not just jump right in? Creating a guiding purpose  Team Philosophy  Team Mission Was your team fully functioning?
  • 18. Group AdjournmentTemporary break between quarters383 – Round II Forming Storming Norming Performing Adjourning
  • 19. Types of TeamsFunctional Operating TeamCross-Functional TeamSelf-Managing TeamSelf-Defining TeamTop Executive Team
  • 20. Types of TeamsFunctional Operating Team Formal Leader Members with similar, but specialized functions Example: Maintenance crew, SWAT team, sportsCross-Functional Team Usually has a formal leader Members with different functions – various stakeholders Example: Team to begin HACCP or TQM program, or to kick-off a new promotion
  • 21. Types of TeamsSelf-Managing Team No formal leader - leadership may rotate Membership: similar functions External leader, in the same organization, to direct, coach, support, and delegate 382 is similar to this model
  • 22. Types of TeamsSelf-Defining Team No formal leader - leadership may rotate Facilitator acts as leader – role rotates Membership: similar goals or business purpose, but specialization of roles is possible Examples: Moosewood Restaurant, 383Top Executive Team
  • 23. Common Characteristics Functional Cross Self Self Top Operating Functional Managing Defining ExecutiveAutonomy- Low Low-Mod Low High HighmissionAutonomy- Low-Mod High High High HighprocedureAuthority- High High Low Low HighinternalDuration High Low-Mod High Variable HighStability High Low-Mod High Variable HighFunctional Low High Low Variable Highdiversity
  • 24. A fully functioning team can…Work together successfullySolve problems and reach decisions ina way that incorporates individual inputReach decisions through consensusCan adapt to changeAchieve or exceed desired results