HR - Management, Berkshire College, UK

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  • HR - Management, Berkshire College, UK

    1. 1. Dr. Dimitrios P. Kamsaris “ HRM - Essential Management Skills Course" Prof. Dimitrios P. Kamsaris
    2. 2. Dr. Dimitrios P. Kamsaris Elevator Speech You have 1 minute to prepare and 1 minute to conduct a presentation : Present your self : Personal data Education and training received Working experience Training targets What is Management? Activity learning contract
    3. 3. Dr. Dimitrios P. Kamsaris <ul><li>Learning outcomes: </li></ul><ul><li>By the end of this training the participants will be able to understand: </li></ul><ul><li>What Management is, </li></ul><ul><li>Realize what type of manager you are, </li></ul><ul><li>Aspect of communication, </li></ul><ul><li>Conflict management and its dimensions, </li></ul><ul><li>Role of team and ways to built it, </li></ul><ul><li>Time management </li></ul><ul><li>Learn: Strategies, Techniques and Tools </li></ul> Training targets
    4. 4. Dr. Dimitrios P. Kamsaris Dr. Dimitrios P. Kamsaris <ul><li>tell me – I will forget </li></ul><ul><li>show me – I may remember </li></ul><ul><li>let me get involved – I will understand </li></ul>
    5. 5. Dr. Dimitrios P. Kamsaris What makes an effective manager?
    6. 6. Dr. Dimitrios P. Kamsaris <ul><li>How to manage different people in order to: </li></ul><ul><li>achieve the organisational goals? </li></ul><ul><li>utilize their outcome? </li></ul><ul><li>Knowledge needed to: </li></ul><ul><li>Interpret and </li></ul><ul><li>Prognoses </li></ul><ul><li>The employee behavior at work </li></ul>Manager dilemma Manager dilemma
    7. 7. Dr. Dimitrios P. Kamsaris Result: the systems function well in relation to effective management Systems operations Effective management Management result a correlation of : Result
    8. 8. Dr. Dimitrios P. Kamsaris <ul><li>What are the results of a behavior? </li></ul><ul><li>Feelings & reactions to the below behaviors: </li></ul><ul><li>Smiles and looks happy  </li></ul><ul><li>Gives without asking a return </li></ul><ul><li>Thanks   </li></ul><ul><li>Helps   </li></ul><ul><li>Listens without judging </li></ul><ul><li>Accepts responsibility </li></ul><ul><li>Gives credit </li></ul><ul><li>Receives bad behaviors with tolerance and understanding   </li></ul><ul><li>Result on: long-term relationships , trust , fame , cooperation . </li></ul>Activity “ Positive attitude” Long term results
    9. 9. Dr. Dimitrios P. Kamsaris <ul><li>Communication system . Dictates : </li></ul><ul><li>What has to be done , </li></ul><ul><li>How it should be done , </li></ul><ul><li>Who will do it , </li></ul><ul><li>Who reports to whom , </li></ul><ul><li>Level of decision making. </li></ul><ul><li>Advantages </li></ul><ul><li>Utilization of skills, </li></ul><ul><li>Economies of scale, </li></ul><ul><li>Easy replacement, </li></ul><ul><li>Intense usage of equipment, </li></ul><ul><li>Easy monitoring. </li></ul><ul><li>Disadvantages </li></ul><ul><li>Monotony, </li></ul><ul><li>Lack of interest, </li></ul><ul><li>Low quality, </li></ul><ul><li>Low productivity, </li></ul><ul><li>High turnover </li></ul>Organization chart Γ. Δ/ΝΤΗΣ Δ/ΝΤΗΣ Α Δ/ΝΤΗΣ Α Δ/ΝΤΗΣ Α Τμ/χης Τμ/χης Πρ/νος Πρ/νος Τμ/χης Πρ/νος Πρ/νος
    10. 10. Dr. Dimitrios P. Kamsaris <ul><li>The employees accept the power when they: </li></ul><ul><li>Understand the orders </li></ul><ul><li>Feel orders are compatible with the organizational goals </li></ul><ul><li>The orders do not conflict their personal beliefs </li></ul><ul><li>Are able to execute the task in the way it was assigned to them </li></ul>Chester Barnard
    11. 11. Dr. Dimitrios P. Kamsaris Dr. Dimitrios P. Kamsaris Human factor Human factor Most problems does not concern practical issues but issues related to HUMANS .
    12. 12. Dr. Dimitrios P. Kamsaris <ul><li>The result through people and systems. </li></ul><ul><li>Sets goals and agreement </li></ul><ul><li>Clarifies roles </li></ul><ul><li>Plans tasks for execution </li></ul><ul><li>Organizes resources </li></ul><ul><li>Communicates priorities </li></ul><ul><li>Sets timetable </li></ul><ul><li>Follows a method of result evaluation </li></ul><ul><li>Controls and Monitors if task is correctly done </li></ul><ul><li>Delegate task </li></ul><ul><li>Discipline </li></ul><ul><li>Credit to employees </li></ul>Manager
    13. 13. Dr. Dimitrios P. Kamsaris Priority: Relationship High Low 9 Priority: Task 1 9 (1.9) (9.9) (1.1) (9.1) Team Army Club High Manager stance
    14. 14. Dr. Dimitrios P. Kamsaris <ul><li>One way communication. </li></ul><ul><li>The manager says to the team: </li></ul><ul><li>What </li></ul><ul><li>How </li></ul><ul><li>Where </li></ul><ul><li>When </li></ul><ul><li>Has to be done for the particular task </li></ul>Manager behavior: Task
    15. 15. Dr. Dimitrios P. Kamsaris <ul><li>Two way communication </li></ul><ul><li>Provides Socio – Emotional support </li></ul><ul><li>Mutual trust, respect, dialogue, listening, encouragement </li></ul>Manager behavior: Relationship Manager Member
    16. 16. Dr. Dimitrios P. Kamsaris <ul><li>Says BRAVO </li></ul><ul><li>Asks for ideas and propositions </li></ul><ul><li>Encourages and ensures the member that he can do the job </li></ul><ul><li>Listens to the members’ problems and helps them to find a solution </li></ul><ul><li>If a member is done well he lets everyone know </li></ul>Manager behavior: Relationship The manager:
    17. 17. Dr. Dimitrios P. Kamsaris <ul><li>As the member’s readiness increases, </li></ul><ul><li>the manager’s task behavior is decreasing and the relationship behavior increases . </li></ul><ul><li>Management Skills </li></ul><ul><li>Technical: knowledge and proficiency in work (competencies in field, analytical ability, ability to use appropriate tools and techniques. </li></ul><ul><li>Human: knowledge and ability to work with people. Assist to achieve a task. </li></ul><ul><li>Conceptual: ability to work with ideas. To be comfortable at seeing the bigger picture and translate this understanding into words everyone understands. </li></ul>Effective manager
    18. 18. Dr. Dimitrios P. Kamsaris Giving many responsibilities, simultaneously in short period of time Increase in the relationship behavior, without a simultaneous desired result. Possible problems
    19. 19. The race
    20. 22. ΤΕΡΜΑ
    21. 29. ΤΕΡΜΑ
    22. 31. Dr. Dimitrios P. Kamsaris Break Dr. Dimitrios P. Kamsaris
    23. 32. Dr. Dimitrios P. Kamsaris Exploring your managerial style
    24. 33. Dr. Dimitrios P. Kamsaris Middle manager Successful carrier Effective manager 32% 28% 44% 20% 11% 26% 19% 48% 11% 13% 19% 29% Effective manager Traditional : Make decisions, plans, controls Communication administrator : Manages information Personnel : Encourages, conflict man., hires, trains Public Relations: Builds social relations , external factors
    25. 34. Dr. Dimitrios P. Kamsaris Humane Vision - strategies Technical Required skills General manager Managers Supervisors
    26. 35. Dr. Dimitrios P. Kamsaris <ul><li>Provides directives and monitors closely </li></ul><ul><li>Words used: </li></ul><ul><ul><li>Says </li></ul></ul><ul><ul><li>Supervises </li></ul></ul><ul><ul><li>Monitors </li></ul></ul><ul><ul><li>Directs </li></ul></ul><ul><ul><li>Manages </li></ul></ul><ul><li>Manager: </li></ul><ul><ul><li>Makes decisions </li></ul></ul><ul><li>Subordinate: </li></ul><ul><ul><li>Helpless, unwilling, unskilled </li></ul></ul>Style 1 : high task low relationship
    27. 36. Dr. Dimitrios P. Kamsaris <ul><li>The manager explains the decision and provides the chance for clarification </li></ul><ul><li>Words used: </li></ul><ul><ul><li>Explain </li></ul></ul><ul><ul><li>Clarify </li></ul></ul><ul><ul><li>Persuades </li></ul></ul><ul><ul><li>Teaches </li></ul></ul><ul><ul><li>Trains </li></ul></ul><ul><li>Manager : </li></ul><ul><ul><li>Dialogue and explanation </li></ul></ul><ul><li>Subordinate : </li></ul><ul><ul><li>Weak, helpless , willing , enthusiast </li></ul></ul>Style 2 high task high relationship
    28. 37. Dr. Dimitrios P. Kamsaris <ul><li>The manager shares ideas and assists in the decision making process. </li></ul><ul><li>Words used: </li></ul><ul><ul><li>Participates </li></ul></ul><ul><ul><li>Cooperates </li></ul></ul><ul><ul><li>Encourages </li></ul></ul><ul><ul><li>Supports </li></ul></ul><ul><li>Decision making: </li></ul><ul><ul><li>the supervisor and subordinate </li></ul></ul><ul><ul><li>Subordinate encouraged by supervisor </li></ul></ul><ul><li>Subordinate : </li></ul><ul><li>capable, sure, insecure </li></ul>Style 3 low task high relationship
    29. 38. Dr. Dimitrios P. Kamsaris <ul><li>The manager gives away the decision and implementation responsibilities. </li></ul><ul><li>Words used: </li></ul><ul><ul><li>Delegates </li></ul></ul><ul><ul><li>Gives away </li></ul></ul><ul><ul><li>Monitors </li></ul></ul><ul><ul><li>Gives room </li></ul></ul><ul><li>Decision making: </li></ul><ul><ul><li>subordinate </li></ul></ul><ul><li>Subordinate : </li></ul><ul><ul><li>capable , willing , secure </li></ul></ul>Style 4 low task low relationship
    30. 39. Dr. Dimitrios P. Kamsaris <ul><li>Place the animals below in line . </li></ul><ul><li>Lion, dog, parrot, elephant . </li></ul>Activity ”Self - perception through others”     lion dog parrot elephant I want others to see me as:             Other see me as: In the future I want others to see me as: I really want to be:
    31. 40. Dr. Dimitrios P. Kamsaris Activity ”Self - perception through others”   lion dog parrot elephant authority fearless independent decision pro-acts leader subjective focussed       protect reliable trusting capable loving   friend faithful Support Active Joyful free spirit social open Popular attractive passion spontaneous           passive tolerant passive cooperate respect Strong controlled Calm Sacred Wise
    32. 41. Dr. Dimitrios P. Kamsaris <ul><li>Has time to listen to others </li></ul><ul><li>Respects others and sees their human side, not only results </li></ul><ul><li>Has an interest on others on a personal basis and helps other solve the problems </li></ul><ul><li>Good role model </li></ul><ul><li>Strengthens and encourages others to believe in themselves </li></ul><ul><li>Does not pretend to be the ‘boss’ . </li></ul><ul><li>Shares info with others . </li></ul><ul><li>Give credit for good results. </li></ul><ul><li>Give info when results are not expected . </li></ul> Directives for managers
    33. 42. Dr. Dimitrios P. Kamsaris Once upon a time there was a frog race . The aim was to get on the top of a tower . A lot gathered to support them . That race started… . In reality, everyone thought that it was an inevitable task. Everyone was shouting: “what a waste, they will never make it to the top” The frogs begun having doubts of themselves One after the other admitted that they could not make it. All but one! At the end and after a tremendous effort he made it. Then the rest asked him how did he made it, when they realized the winner frog was deaf !!! Conclusion: always pretend to be deaf when other tells you that you will not make it. The frog
    34. 43. Dr. Dimitrios P. Kamsaris Dr. Dimitrios P. Kamsaris Lunch
    35. 44. Dr. Dimitrios P. Kamsaris Dr. Dimitrios P. Kamsaris Managing Conflicts
    36. 45. Dr. Dimitrios P. Kamsaris A situation at which two or more sides consider (correctly or not) that their goals are opposite and each side is trying to prevent the other from accomplishing their goals . The perception of threat, or actual conflict, is necessary for the initiation of conflict prevention or management measures, and it is essential to address the concept of conflict before exploring how to prevent and manage such occurrences. Conflict
    37. 46. <ul><li>Misunderstandings </li></ul><ul><li>To be negative </li></ul><ul><li>Emotions </li></ul><ul><li>Colliding interests </li></ul><ul><li>Different beliefs, values, expectations, priorities </li></ul><ul><li>Different personalities </li></ul><ul><li>Scarce resources </li></ul>Conflict reasons Dr. Dimitrios P. Kamsaris
    38. 47. Dr. Dimitrios P. Kamsaris Video http://www.youtube.com/watch?NR=1&v=ggFaIAWZL-E Video 4: Conflict Management
    39. 48. Dr. Dimitrios P. Kamsaris <ul><ul><li>Disorients the attention </li></ul></ul><ul><ul><li>Non productive situation </li></ul></ul><ul><ul><li>Bad behaviors </li></ul></ul><ul><ul><li>Stress </li></ul></ul>Conflict results Disadvantages : Development of non productive situations, Results in bad behaviors and the Creation of stress
    40. 49. Dr. Dimitrios P. Kamsaris Encourages the change Activates the innovation Give to a problem a new perspective Reveals hidden issues Promotes accumulated emotions expression Increase the commitment and the interest A chance for learning Conflict results Advantages :
    41. 50. Dr. Dimitrios P. Kamsaris <ul><li>Anger </li></ul><ul><li>Unwillingness to listen </li></ul><ul><li>No going back from the positions </li></ul><ul><li>Blame the others </li></ul><ul><li>Aggressiveness </li></ul><ul><li>Attacking </li></ul>Conflict pre- messages Dr. Dimitrios P. Kamsaris
    42. 51. Dr. Dimitrios P. Kamsaris Human reactions under pressure, stress, threat . <ul><li>Resist </li></ul><ul><li>increase voice volume </li></ul><ul><li>Show with the pointer </li></ul><ul><li>Blame others </li></ul><ul><li>Look intensively </li></ul><ul><li>Hit the table with the hand </li></ul><ul><li>Run </li></ul><ul><li>Look elsewhere </li></ul><ul><li>Go back </li></ul><ul><li>Speak calmly </li></ul><ul><li>Change subject </li></ul><ul><li>Agree fast </li></ul>resist or run
    43. 52. Dr. Dimitrios P. Kamsaris Dominance Cooperation Compromise Avoidance Adjust Cooperation Assertiveness Win - lose Win - Win Conflict choices
    44. 53. Dr. Dimitrios P. Kamsaris Conflict management Conflict resolution The limitation, easing and control of a conflict without necessarily solving it. Change from destructive to constructive, in the mode of interaction. Solve of incompatibilities and mutual acceptance of each party’s existence, Aim: resolving or terminating conflicts or increase cooperation and deepen their relationship.
    45. 54. Dr. Dimitrios P. Kamsaris Video http://www.youtube.com/watch?NR=1&v=ggFaIAWZL-E Video 5: Conflict Resolution
    46. 55. Dr. Dimitrios P. Kamsaris Dr. Dimitrios P. Kamsaris Communication & Influencing Skills
    47. 56. Dr. Dimitrios P. Kamsaris Dr. Dimitrios P. Kamsaris
    48. 57. Dr. Dimitrios P. Kamsaris Reflect on job you’ve been involved in. These are the stakeholders: Describe the job. What were the most successful features? What went wrong? What was the outcome? Activity
    49. 58. Dr. Dimitrios P. Kamsaris Facts Statistics show that 74% of projects are unsuccessful. One of the factors that contribute to the corporate failure is poor or insufficient communication.
    50. 59. Dr. Dimitrios P. Kamsaris Communication process components <ul><li>message, </li></ul><ul><li>source, </li></ul><ul><li>encoding, </li></ul><ul><li>channel, </li></ul><ul><li>decoding, </li></ul><ul><li>receiver, </li></ul><ul><li>feedback, </li></ul><ul><li>noise, </li></ul><ul><li>context and </li></ul><ul><li>shared meaning. </li></ul><ul><li>Interaction: Primary point of effective communication </li></ul>
    51. 60. Dr. Dimitrios P. Kamsaris Communication types <ul><li>Verbal Communication </li></ul><ul><li>Oral: face-to-face or group meetings, telephone. voice, body language, attitude and nuances. </li></ul><ul><li>Written: Memos, Letters, Minutes, Reports, Documentation, Publication </li></ul><ul><li>Non-verbal: dress code, voice tone, stance. </li></ul><ul><li>Anecdote: NASA neg., hands under table. </li></ul><ul><li>Body language can improve the level of understanding. </li></ul>
    52. 61. Dr. Dimitrios P. Kamsaris Communication Issues <ul><li>Downwards Communication (Man. to Staff) </li></ul><ul><li>Directives through speeches and seminars </li></ul><ul><li>Company internal newsletter </li></ul><ul><li>Regular reports on performance </li></ul><ul><li>Sharing details and Warns employees </li></ul><ul><li>Upwards Communication (Staff to Man.) </li></ul><ul><li>Reports , Problems and difficulties, </li></ul><ul><li>Suggestion boxes, open door policy, face-to-face </li></ul><ul><li>Horizontal communication (Among depts.) </li></ul><ul><li>co­ordination and problem-solving. </li></ul>
    53. 62. Dr. Dimitrios P. Kamsaris Break Dr. Dimitrios P. Kamsaris
    54. 63. Dr. Dimitrios P. Kamsaris <ul><li>Process in which info is exchanged and understood with the intention of influencing behavior. </li></ul><ul><li>Sender: person wishing to convey a message (idea or info), to others, by encoding the idea in symbols (words). </li></ul><ul><li>Receiver: person to whom the message is sent by decoding the symbols. During encoding and decoding errors arise. </li></ul><ul><li>Channel: message is conveyed through (note, memo, letter, report, telephone call or face-to-face meeting). </li></ul><ul><li>Noise: the distortion when translating symbols to meaning (experience, attitudes and knowledge affecting perception). </li></ul><ul><li>Feedback: two-way comm., the receiver to the sender in the form of a return message or reaction </li></ul>Communication process
    55. 64. Dr. Dimitrios P. Kamsaris <ul><li>When a person communicates through actions and behaviour, messages of a nonverbal nature are transmitted. </li></ul><ul><li>Nonverbal: high proportion of messages sent and received. </li></ul><ul><li>The understanding in a face-to-face discussion is achieved through facial expressions, tone of voice, posture and gestures. </li></ul><ul><li>Research study: </li></ul><ul><li>major factors in </li></ul><ul><li>face-to-face: </li></ul><ul><li>Verbal impact : 7 % </li></ul><ul><li>Non- vocal impact: 38% </li></ul><ul><li>Facial impact: 55 % </li></ul>Effective Communication Non-verbal
    56. 65. Dr. Dimitrios P. Kamsaris Video http://www.youtube.com/watch?NR=1&v=ggFaIAWZL-E Video 6: “ Interview”
    57. 66. Dr. Dimitrios P. Kamsaris Listening: managers must develop a skill for listening to stakeholders and their employees. This skill enables one to receive and interpret, or decode, messages in terms of the facts and the feelings they convey. It is then possible to provide effective feedback. Effective Communication
    58. 67. Dr. Dimitrios P. Kamsaris <ul><li>Humor: A joke relaxes a tense atmosphere. </li></ul><ul><li>Examples: members can readily relate. </li></ul><ul><li>Metaphors: good dully speeches </li></ul><ul><li>Language: individuals feel as part of the interaction, i.e. ‘Let us’ not ‘Let me’; ‘We are going to’ not ‘I am going to’; etc. </li></ul><ul><li>Dramatise issues or narrate short stories. </li></ul><ul><li>Language: showing attention and cooperation i.e,. “you are listening, judging by your contribution”. </li></ul><ul><li>Make members achieving: “At this speed, we are getting there”, or “The good ideas have taken us far”, </li></ul><ul><li>Bad message: “This project is making our hair turn grey”, or “We always tremble when we think about this monstrous project”, or “Colleagues, I think there is burnout on account of this project” </li></ul><ul><li>Ask referential questions while you are making the presentation. </li></ul>Communication techniques
    59. 68. Dr. Dimitrios P. Kamsaris How does citation of examples during presentation bring your message to life? In what ways does good humor improve interactivity when the project manager is putting across ideas? Suggest any two referential or open-ended questions that you can use to bring your message to life. Why do you think such questions achieve the goal of enlivening your message? Activity
    60. 69. Dr. Dimitrios P. Kamsaris Dr. Dimitrios P. Kamsaris <ul><li>Comment on: </li></ul><ul><ul><li>What it is said </li></ul></ul><ul><ul><li>How they feel </li></ul></ul><ul><ul><li>What are their personalities </li></ul></ul><ul><ul><li>What are their motives </li></ul></ul><ul><ul><li>What was the situation </li></ul></ul><ul><ul><li>What is the result </li></ul></ul><ul><li>You have 1 minute per picture . </li></ul><ul><li>Hint: body language, gestures,… </li></ul>Activity “ photos”
    61. 70. Dr. Dimitrios P. Kamsaris Dr. Dimitrios P. Kamsaris
    62. 71. Dr. Dimitrios P. Kamsaris
    63. 72. Dr. Dimitrios P. Kamsaris
    64. 73. Dr. Dimitrios P. Kamsaris
    65. 74. Dr. Dimitrios P. Kamsaris Dr. Dimitrios P. Kamsaris
    66. 75. Dr. Dimitrios P. Kamsaris Dr. Dimitrios P. Kamsaris
    67. 76. Dr. Dimitrios P. Kamsaris
    68. 77. Dr. Dimitrios P. Kamsaris Dr. Dimitrios P. Kamsaris
    69. 78. Dr. Dimitrios P. Kamsaris Dr. Dimitrios P. Kamsaris
    70. 79. Dr. Dimitrios P. Kamsaris Dr. Dimitrios P. Kamsaris
    71. 80. Dr. Dimitrios P. Kamsaris
    72. 81. Dr. Dimitrios P. Kamsaris Dr. Dimitrios P. Kamsaris
    73. 82. Dr. Dimitrios P. Kamsaris Building High Performance Teams
    74. 83. Group: collection of people who come together because they share something in common. Team: group of people who share a common name, mission, history, set of goals or objectives and expectations. Teambuilding: process needed to create, maintain, and enrich the development of a group of people into a cohesive unit. Dr. Dimitrios P. Kamsaris Group ,Team, Teambuilding
    75. 84. Dr. Dimitrios P. Kamsaris Video http://www.youtube.com/watch?NR=1&v=ggFaIAWZL-E Video7: “ Mule”
    76. 85. <ul><li>Read statement. When agree + or disagree -. There are no right or wrong answers. Arrive at a consensus. </li></ul><ul><li>Teamwork strangle creativity and individuality. </li></ul><ul><li>Members should attend meetings to set team goals and discuss team problems. </li></ul><ul><li>Personal goals can be accomplished through teamwork. </li></ul><ul><li>It is necessary to ignore the feelings of others in order to reach a team decision. </li></ul><ul><li>In teamwork, conflict should be avoided. </li></ul><ul><li>A silent member is not interested in working as a team. </li></ul><ul><li>The person in the group with the highest status in the organization should always take the leadership role. </li></ul><ul><li>In teamwork, it is important and necessary to allow time for discussion and agreement on operating procedures. </li></ul><ul><li>Every member is contributing toward the group task. </li></ul><ul><li>In teamwork, &quot;majority rule&quot; applies. </li></ul><ul><li>Teamwork involves working toward a common goal. </li></ul><ul><li>A good team member provides emotional support to all other members. </li></ul><ul><li>Every team needs a leader/coordinator. </li></ul><ul><li>Teamwork accomplishes a task more effectively and efficiently than individual efforts. </li></ul><ul><li>Every team member should contribute equally toward accomplishing the task. </li></ul><ul><li>If a team fails to accomplish a task, it is the fault of the leader/coordinator. </li></ul><ul><li>A primary concern of all team members should be to establish an atmosphere where all feel free to express their opinions. </li></ul><ul><li>Final power in teamwork always rests with the leader/ coordinator. </li></ul><ul><li>There are often occasions when an individual who is part of the team should do what he/she thinks is right, regardless of what the team has decided to do. </li></ul><ul><li>All members must be committed to the team approach to accomplish the task. </li></ul>Dr. Dimitrios P. Kamsaris Activity Teambuilding
    77. 86. Dr. Dimitrios P. Kamsaris Video http://www.youtube.com/watch?NR=1&v=ggFaIAWZL-E Video 8: “ Comedy Team Building”
    78. 87. <ul><li>Staff meetings (agenda and time to discuss) </li></ul><ul><li>Job descriptions with annual review </li></ul><ul><li>Know others' job descriptions and responsibilities </li></ul><ul><li>Common criteria for personnel evaluation </li></ul><ul><li>Openness and willingness to communicate </li></ul><ul><li>Trust, Loyalty, Respect for privacy </li></ul><ul><li>Politeness and Respect for others in spite of differences </li></ul><ul><li>Respect regardless of sex, age, race </li></ul><ul><li>Recognizing talents of the others </li></ul><ul><li>Giving credit, Recognizing a job well done </li></ul><ul><li>Pride in work of total staff </li></ul><ul><li>Understand and support others' programs. </li></ul><ul><li>Agreed upon priorities </li></ul><ul><li>Coffee-making shared by all, Shared coffee breaks </li></ul><ul><li>Circulation of pertinent information </li></ul><ul><li>Willingness to talk over problems </li></ul><ul><li>Adequate facilities and supplies </li></ul><ul><li>Cooperation, Constructive criticism </li></ul>Dr. Dimitrios P. Kamsaris Factors That Promote Working Relationships
    79. 88. <ul><li>Members are committed to the value of working together. </li></ul><ul><li>Team size: 2-5 ideal, 5-10 workable, 10-15 difficult. </li></ul><ul><li>Members know org . objectives, roles & responsibilities. </li></ul><ul><li>Members establish and clarify guidelines and procedures for a working relationship. </li></ul><ul><li>Members define and agree meaningful and measurable objectives that meet both group and personal needs. </li></ul><ul><li>Someone assumes leadership to coordinate effort. </li></ul><ul><li>Members do well in many roles (initiating, informing, summarizing, mediating, encouraging) and know when. </li></ul><ul><li>Members know others‘ resources, skills and expertise. </li></ul><ul><li>The group allows time for teamwork effort. </li></ul><ul><li>Work orientation first, but allows social interaction, too. </li></ul><ul><li>Members listen attentively, encourage participation and sharing of ideas and expression of views. </li></ul><ul><li>Confidence in others' abilities, support one another. </li></ul><ul><li>Members use conflict productively. </li></ul>Dr. Dimitrios P. Kamsaris Attributes of Ideal Teamwork Relationships
    80. 89. <ul><li>Working together in a team effort? </li></ul><ul><li>Team work - superior to individual work? </li></ul><ul><li>Personal commitment to team effort? </li></ul><ul><li>Know member and what they can offer? </li></ul><ul><li>Individuals in roles, having skills? </li></ul><ul><li>Member has different area of expertise? </li></ul><ul><li>Expertise accepted by all members? </li></ul><ul><li>Areas overlap with potential conflict? </li></ul><ul><li>Team sets rules for the operation? </li></ul><ul><li>Group agreed upon: goals, timetable, priorities, conflict resolution meetings: length, location, resources allocation, leadership requirements </li></ul><ul><li>Team goes through stages of development? </li></ul><ul><li>Enough time to operate as a team? </li></ul><ul><li>Has the group designated a team leader? </li></ul>Dr. Dimitrios P. Kamsaris Questions: Team Building and Working in Groups
    81. 90. <ul><li>Members can participate or dominants power control the participation? </li></ul><ul><li>Identify interests of members that may cause conflict in reaching a decision? </li></ul><ul><li>Minority viewpoints treated with respect? </li></ul><ul><li>Opinion difference or ignoring them? Members separate an idea from the person? </li></ul><ul><li>Members discuss areas of conflict? </li></ul><ul><li>Group avoid a &quot;wait until next meeting” attitude toward decision and conflict? </li></ul><ul><li>Effort to understand problem before finding solutions? </li></ul><ul><li>Team premature conclusions? </li></ul><ul><li>Problem-solving procedures identified? </li></ul>Dr. Dimitrios P. Kamsaris Questions: decision-make, conflict resolution
    82. 91. <ul><li>Forming: orientation period. </li></ul><ul><ul><li>unsure about what it is supposed to do </li></ul></ul><ul><ul><li>do not know each other </li></ul></ul><ul><li>Storming: members find place. </li></ul><ul><ul><li>Feel comfortable giving opinion </li></ul></ul><ul><ul><li>start of intragroup conflicts. </li></ul></ul><ul><li>Norming: use experiences to solve problem </li></ul><ul><ul><li>Procedures: goals, conflicts, decisions. </li></ul></ul><ul><li>Performing: achieve harmony, define tasks, work out relationships, produce results. </li></ul><ul><ul><li>work together, manage conflict. </li></ul></ul><ul><li>Dissolving or reorientating </li></ul>Dr. Dimitrios P. Kamsaris Tuckman's model
    83. 92. <ul><li>Stage 1: Getting acquainted. </li></ul><ul><li>Belief: everyone should “get along” and be in agreement </li></ul><ul><li>Preserve unstable balance, people pretend </li></ul><ul><li>No-one is happy does not perform well. </li></ul><ul><li>Includes: </li></ul><ul><li>polite surface dialogue, info-sharing, </li></ul><ul><li>develop stereotypes to categorize others, </li></ul><ul><li>emotions and feelings are in tight control, </li></ul><ul><li>disagreement is avoided, </li></ul><ul><li>unspoken agreement not to disagree, </li></ul><ul><li>there is a shared uncertainty about the specific task to be undertaken by the team. </li></ul>Dr. Dimitrios P. Kamsaris Team Development Stage 1
    84. 93. <ul><li>Stage 2: Destination </li></ul><ul><li>Individual disagreements will arise </li></ul><ul><li>Pretend everything is OK </li></ul><ul><li>Try to convert others to their point of view </li></ul><ul><li>“ Camps” can evolve in this stage </li></ul><ul><li>Teams do not perform well </li></ul><ul><li>Includes: </li></ul><ul><li>Question of goals, reasons for effort, </li></ul><ul><li>Members express divergent opinions, </li></ul><ul><li>Poor listening develops, no understanding, </li></ul><ul><li>Uncertain timetable develops, </li></ul><ul><li>Overestimates member contribution. </li></ul>Dr. Dimitrios P. Kamsaris Team Development Stages
    85. 94. <ul><li>Stage 3: costs/benefits of effort </li></ul><ul><li>Includes: </li></ul><ul><li>Will effort have value for me? </li></ul><ul><li>Team help me achieve individual goals? </li></ul><ul><li>Individual contribution big & benefit small </li></ul><ul><li>I do work and team receive recognition? </li></ul><ul><li>Nonproductive members get rewards? </li></ul><ul><li>Others make comparable contributions? </li></ul><ul><li>All share the workload? </li></ul><ul><li>Team benefit from such an effort? </li></ul><ul><li>Members with similar needs and viewpoints form private alliances . </li></ul>Dr. Dimitrios P. Kamsaris Team Development Stages
    86. 95. <ul><li>Stage 4: Skills Needed </li></ul><ul><li>Includes: </li></ul><ul><li>Resources of team members are explored. </li></ul><ul><li>Skills members contribute to the effort. </li></ul><ul><li>Hidden talents undiscovered. </li></ul><ul><li>Surface level, stereotypes and labels </li></ul><ul><li>If talents overlap, many experts on subject, additional skills are necessary, </li></ul><ul><li>Decision: add, drop, develop the skills of members. </li></ul><ul><li>When members are added or subtracted, the team development cycle begins again. </li></ul>Dr. Dimitrios P. Kamsaris Team Development Stages
    87. 96. <ul><li>S tage 5: Best Route </li></ul><ul><li>Includes: </li></ul><ul><li>Goal is agreed upon, members neg. means. </li></ul><ul><li>Need for structure, power and leadership. </li></ul><ul><li>Result: competition develops. </li></ul><ul><li>Individual agendas are made public. </li></ul><ul><li>Emotion and alliances influence judgments </li></ul><ul><li>Close-minded about others' opinions/ideas. </li></ul><ul><li>Lack of team spirit. </li></ul><ul><li>Members feel uncomfortable with fight. </li></ul><ul><li>Some are silent and others dominate. </li></ul><ul><li>Commitment vary. </li></ul><ul><li>Individual priorities block work . </li></ul>Dr. Dimitrios P. Kamsaris Team Development Stages
    88. 97. <ul><li>Stage 6: Compromise and Work Together </li></ul><ul><li>give up on positions to team interests </li></ul><ul><li>Includes: </li></ul><ul><li>Attitudes change - synergy. needs of team. </li></ul><ul><li>Members share leadership responsibilities. </li></ul><ul><li>Individuals disagree but ideas are heard. </li></ul><ul><li>Members listen actively. </li></ul><ul><li>Differences are dealt honestly and openly. </li></ul><ul><li>Alliances built on ideas not personalities </li></ul><ul><li>Logic for decision-making process. </li></ul><ul><li>Conflict is viewed as a mutual problem. </li></ul><ul><li>Trust, openness, creative ideas emerge, and the team feels that progress is being made. </li></ul>Dr. Dimitrios P. Kamsaris Team Development Stages
    89. 98. <ul><li>Stage 7: We Are a TEAM </li></ul><ul><li>The team is able to: </li></ul><ul><li>Focus on task, be creative, innovative </li></ul><ul><li>Decisions easily made </li></ul><ul><li>Team is aligned with goals, high trust </li></ul><ul><li>Includes: </li></ul><ul><li>Morale, loyalty, empathy, trust, acceptance </li></ul><ul><li>Members agree to settle conflicts, </li></ul><ul><li>Work together on the basis of criteria identified by the group. </li></ul><ul><li>Team is effective and efficient in meeting deadlines and accomplishing its objectives. </li></ul><ul><li>Productive results are most evident. </li></ul>Dr. Dimitrios P. Kamsaris Team Development Stages
    90. 99. <ul><li>T he right core team can make or break a project. </li></ul><ul><li>Consider the elements: </li></ul><ul><li>Size: </li></ul><ul><ul><li>Good: 3-12, </li></ul></ul><ul><ul><li>Best: 5-7, </li></ul></ul><ul><ul><li>Facilitator need : 7- </li></ul></ul><ul><li>Composition: mix of different abilities: </li></ul><ul><ul><li>technical expertise, administrative skills (e.g. problem-solving and decision-making skills), interpersonal and communication skills. </li></ul></ul><ul><ul><li>understand the project </li></ul></ul>Dr. Dimitrios P. Kamsaris Right team Selection
    91. 100. <ul><li>Who team members, leaders? </li></ul><ul><li>Reason for this team, vision, goals ? </li></ul><ul><li>Norms guide: how team work together? </li></ul><ul><li>Result expected for team? To whom? </li></ul><ul><li>Steps to be followed by team? </li></ul><ul><li>Team roles and who will play them? </li></ul><ul><li>Who is the responsible for these roles? </li></ul><ul><li>Norms and methodologies about: decision, problem-solving, conflict resolution, communication, cooperation, task man., responsibility, meetings, rewards </li></ul><ul><li>Resources available to support teamwork? </li></ul>Dr. Dimitrios P. Kamsaris Questions: Team building
    92. 101. <ul><li>One person to speak at a time, Don't interrupt. </li></ul><ul><li>Understand others. Respect the views of all participants. </li></ul><ul><li>Everyone participates. Speak openly and honestly </li></ul><ul><li>Each person speaks on his behalf. If you don’t understand something, ask for clarification. </li></ul><ul><li>Take responsibility for actions and results. </li></ul><ul><li>Say what you mean, mean what you say. </li></ul><ul><li>Members can disagree without fear. </li></ul><ul><li>Negative feedback: calmly, timely, privately, using present information, focused on issues and behaviors (not individuals). </li></ul><ul><li>Disagree with what was said, but not with who said it. </li></ul><ul><li>Give specific positive feedback (recognition) right away in public, but adapted to the receiver. </li></ul><ul><li>Communicate immediately if you think you may not be able to fulfill an agreement. </li></ul><ul><li>If you see a problem that others haven’t noticed, bring it to someone’s attention. </li></ul>Dr. Dimitrios P. Kamsaris Team Norms: Acceptable standards of behaviors shared by members.
    93. 102. Dr. Dimitrios P. Kamsaris Time Management skills
    94. 103. <ul><li>Measure of units </li></ul><ul><li>Equal opportunity—same amount </li></ul><ul><li>Feels like it passes at varying speeds </li></ul><ul><li>Time Management: </li></ul><ul><li>Chance to decide how to spend a valuable resource </li></ul><ul><li>Get the most out of the least </li></ul><ul><li>Organize and learn how to spend </li></ul>Dr. Dimitrios P. Kamsaris Time
    95. 104. <ul><li>Plan for the unplanned. </li></ul><ul><li>Follow schedule, adapting to changes. </li></ul><ul><li>Get the important things done. </li></ul><ul><li>Are productive. </li></ul><ul><li>Can run several activities. </li></ul><ul><li>Have short and long term goals in mind. </li></ul><ul><li>Keep daily, weekly and monthly schedule. </li></ul>Dr. Dimitrios P. Kamsaris Effective Time Managers
    96. 105. <ul><li>Every night write on a card the 6 most important tasks for tomorrow. </li></ul><ul><li>Number in the order of importance. </li></ul><ul><li>Morning look at the most important and work on it until finished. </li></ul><ul><li>Begin item 2 the same way. </li></ul><ul><li>Don’t worry if you only complete 2 items. Most important tasks completed. </li></ul><ul><li>Every night write a card for the next day. </li></ul>Dr. Dimitrios P. Kamsaris Time Man. Method
    97. 106. P: Feeling anxious about workload that you freeze, put things off and don’t get done. S: Set priorities, Get started. Reduces anxiety. P: Put off starting task because difficult. S: Break up work into small achievable tasks. P: Time on irrelevant task S: If stressed of task, putting it off is worse. P: Daydreaming. Check energy level and concentration. S: break, exercise, open a window and walk. P: can’t begin the result will not be perfect. S: aim for reasonable results. Dr. Dimitrios P. Kamsaris Time Thieves
    98. 107. Dr. Dimitrios P. Kamsaris Thank you very much for your attention!

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