Team management

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Simple introduction to Team management concepts..

Simple introduction to Team management concepts..

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  • 1. Team Management Sara Sayed M. Abdelkader Teaching Assistant Suez Canal University Copyright 2013
  • 2. Agenda ✓ 1 2 Understanding the Individual Person. Team-Building and the Leadership Role. 3 The Role of the Manager. 4 Organizational Skills. 5 Restructuring and Change Processes. 6 Essentials of Human Resources Mang. 7 Organizational Culture. Copyright 2013
  • 3. Understanding the Individual Person. • The starting point of understanding people is to realize and accept the fact: 1 Everyone is not like you! • Two people may respond completely different to the same action. Copyright 2013
  • 4. Understanding the Individual Person. • A lack of understanding of ourselves and others can lead to real problems such as tension, disappointment, hurt feelings, unmet Templates expectations and poor communication. 1 2 Understanding People will make you successful enterprenuer,dedicated employee and friendly colleague. Copyright 2013
  • 5. Why understanding individual personalities? Positive relationships come from having an accurate, healthy, constructive view of yourself and others. Copyright 2013
  • 6. Understanding the Individual Person. • The Model of Human Behavior 1 Using a POSITIVE 2 Using a POSITIVE approach to highlight approach to address STRENGTHS. (your strengths should "carry you") BLIND-SPOTS. (your blind-spots should "concern you") Copyright 2013
  • 7. The Model of Human Behavior There are 4 behavioral tendencies to help characterize people: • Outgoing • Reserved • Task-oriented • People-oriented Your own footer Copyright 2013
  • 8. The Model of Human Behavior Outgoing 1 Templates 2 People Oriented Task Oriented 4 3 Reserved Everyone has some of all 4 of these tendencies at different times and in different situations. Copyright 2013
  • 9. The Model of Human Behavior Dominant Driving Doer Task Oriented Cautious Competent Careful Outgoing D I C S Reserved Inspiring Interesting Interactive People Oriented Supportive Steady Stable Copyright 2013
  • 10. Dominant "D" Focused on getting things done, accomplishing tasks, getting to the bottom line as quickly as possible and MAKING IT HAPPEN! Inspiring "I" Loves to interact, socialize and have fun. This person is focused on what others may think of him or her. Supportive "S" Cautious "C" Enjoys relationships, helping or supporting other people and working together as a team. Seeks value, consistency and quality information. This person focuses on being correct and accurate. Copyright 2013
  • 11. The Elevator Test: Which Type are you? Calculates the weight to see if the elevator can handle another person Is on a hurry and does not want to wait Holds the door open Happy either way and waiting The elevator doors are about to close on an eager rider who is trying to get on the elevator. Four people are already inside the elevator. Copyright 2013
  • 12. What is your PQ ? Your Personality Quotient DISC Test Test 2 Copyright 2013
  • 13. Agenda 1 ✓ ✓ 2 Understanding the Individual Person. Team-Building and the Leadership Role. 3 The Role of the Manager. 4 Organizational Skills. 5 Restructuring and Change Processes. 6 Essentials of Human Resources Mang. 7 Organizational Culture. Copyright 2013
  • 14. Team Building • A team is a group of people working towards a common goal. • ‘Team Building' is the process of enabling that group of people to reach their goal. Copyright 2013
  • 15. How To build effective Teams (1) Clear Expectations 1 Templates • Goals should be designed to be “SMART”. • Understand why the team is created? • Constancy of purpose with resources of people, time and money? Context 2 • Understand their Role. • Define team's importance to accomplishment of goals. • Understand their Vision & Value. Commitment 3 Templates • Do team members want to participate? • Members committed to accomplishing mission ? • Excited &challenged by the team? Copyright 2013
  • 16. How To build effective Teams (2) Communication 4 Templates • Consistent communication. • Honest Feedback. • Newsletters, sta tus reports, meetings, emails Competence 5 Control 6 Templates • Appropriate people participating? • Enough freed om and empowerment? • Enough knowledge, skill and capability • Understand their boundaries? • Access to the help needed. • Limitations defined? Copyright 2013
  • 17. How To build effective Teams (3) Collaboration 4 Templates • Understand the stages of group development? • Working together effectively interpersonally? • Cooperate to accomplish goals. Creative Innovation 5 • Value creative thinking, unique solutions, and new ideas? • Reward people who take reasonable risks to make improvements? Consideration 6 Templates • Determine membership of the team. • Determine time frames for starting &end of team. • Assign the role of leader. Copyright 2013
  • 18. Team Building Activities Copyright 2013
  • 19. Agenda 1 ✓ ✓ 2 Understanding the Individual Person. Team-Building and the Leadership Role. 3 The Role of the Manager. 4 Organizational Skills. 5 Restructuring and Change Processes. 6 Essentials of Human Resources Mang. 7 Organizational Culture. Copyright 2013
  • 20. What is Leadership? 1 2 3 A process of influence beyond scope of formal authority Ability to influence people to achieve extra-ordinary results A process of influencing people to achieve goals and produce change Your own footer Leadership is providing a vision.. that attracts people.. to a cause and inspiring them to work.. Your Logo
  • 21. Leadership and Management Leadership • An influence process beyond scope of formal authority. • Ability to influence people to achieve extra-ordinary results. Management • Getting done through other people. • Complete tasks efficiently. Copyright 2013
  • 22. Leadership and Management • Peter Drucker: 3 “Managers are people who do things right; while leaders are people who do the right thing ” . Copyright 2013
  • 23. Leadership and Management Leadership • Focus on people Do the right things Inspire Influence Motivate Build Shape entities Management • Focus on things Do things right Plan Organize Direct Control Follows the rules Copyright 2013
  • 24. Leadership and Management What is important as a leader 3 “Is not what happens when you are there; it is what happens when you are not there!” . Copyright 2013
  • 25. The 1 most important word We The 2 most important words Thank you The 3 most important words If you please The 4 most important words What is your opinion ? The 5 most important words I am proud of you The 6 most important words I admit I made a mistake the least important word I Copyright 2013
  • 26. Agenda 1 2 Understanding the Individual Person. Team-Building and the Leadership Role. 3 ✓ The Role of the Manager. 4 Organizational Skills. 5 Restructuring and Change Processes. 6 Essentials of Human Resources Mang. 7 Organizational Culture. Copyright 2013
  • 27. Organizational Skills • Organizational skills enable people to plan and carry on activities effectively. To put order to a situation, objects, or people. Copyright 2013
  • 28. Team manager View 1 2 3 Understand the internal functioning of an organization and Team and know how it achieves its specific objectives. Skilled in personal organization. Ability to work with and develop teams and create appropriate environments to achieve objectives. Four critical components are rewarding achievements, providing feedback, recognizing strengths and providing challenges. Copyright 2013
  • 29. Team member View 1 2 3 4 General Organizing Skills: determine the supplies they need, how to arrange their files and whom to contact for specific information. Planning and Scheduling: Plan tasks ahead of time to bring the project to fruition. allocating a time period for specific tasks or workload. Pirioritizing: Determining the order for which to complete each of your tasks. Coordinating Resources: Coordinate both internal and external resources. Copyright 2013
  • 30. 5 Magical Tips ! Check emails twice a day and let people know this is what you do, so they don't expect a response outside of those times. Copyright 2013
  • 31. 5 Magical Tips ! Apply the 3 "D's" in handling every piece of correspondence: deal with it, delegate it or destroy it. Copyright 2013
  • 32. 5 Magical Tips ! Schedule meetings with other staff once a day to avoid constant interruptions. Copyright 2013
  • 33. 5 Magical Tips ! Keep a day timer with hourly timeslots to indicate what your tasks are throughout the day. Copyright 2013
  • 34. 5 Magical Tips ! At the end of the day, check your calendar to see what your first task is for the next day and do any necessary advanced preparation. Copyright 2013
  • 35. Organization Skills Activities Blind Modeling Scavenger Hunts Copyright 2013
  • 36. Agenda 1 2 Understanding the Individual Person. Team-Building and the Leadership Role. 3 4 ✓ The Role of the Manager. Organizational Skills. 5 Restructuring and Change Processes. 6 Essentials of Human Resources Mang. 7 Organizational Culture. Copyright 2013
  • 37. Change and Restructuring Processes Change and restructuring often provide opportunities to improve work organization and the content of jobs and for changes in roles and responsibilities which may enhance skills and career development while leading to better and more efficient use of staff resources as well as other resources. Copyright 2013
  • 38. Change and Restructuring Processes However, change and restructuring may also impact on the stability of staff management relations and create concerns among staff affected by the change or restructuring. Copyright 2013
  • 39. Guidelines Fear Stress Rumors Communicate Meeting Feedback Copyright 2013
  • 40. Planning for Change Structure & Timing & Purpose Jobs Costs & Budget Copyright 2013
  • 41. Agenda 1 2 Understanding the Individual Person. Team-Building and the Leadership Role. 3 4 Organizational Skills. 5 ✓ The Role of the Manager. Restructuring and Change Processes. 6 Essentials of Human Resources Mang. 7 Organizational Culture. Copyright 2013
  • 42. Essentials of Human Resource Manag. The function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Copyright 2013
  • 43. • The 1 most important word • Staff is the most important resource in the organization. • It is a key ingredient to success. • It creates organizational accomplishments and innovations. Importance Copyright 2013
  • 44. HR Management Process Copyright 2013
  • 45. Agenda 1 2 Understanding the Individual Person. Team-Building and the Leadership Role. 3 4 Organizational Skills. 5 Restructuring and Change Processes. 6 ✓ The Role of the Manager. Essentials of Human Resources Mang. 7 Organizational Culture. Copyright 2013
  • 46. Organizational Culture Culture is an observable, powerful force in any organization. Made up of its members’ shared values, beliefs, symbols, a nd behaviors. Copyright 2013
  • 47. • The values and behaviors that contribute to the unique social and psychological environment of an organization. • It includes an organization's expectations, experiences, philosophy, and values that hold it together, and is expressed in its selfimage, inner workings, interactions with the outside world, and future expectations. • It is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid. Highlights Copyright 2013
  • 48. Types of Cultures Copyright 2013
  • 49. THANK YOU! Your Logo