Teamwork, Leadership, and Motivation in the Workplace


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This is a school project I completed in Organizational Behavior which showcases Teamwork, Leadership, and Motivation in the Workplace.

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  • MT 302 Organizational BehaviorProfessor DeLotellKaplan UniversityLincoln, NEHolley KleinAugust 20, 2012Unit 6
  • There are four different kinds of teams but for this presentation, we will be speaking more about “effective team building”. This is our purpose and objective today but it is important to briefly explain each of the four kinds of groups:Problem solving teams – groups of 5-12 employees from the same department who meet a few hours each week to discuss ways of improving quality, efficiency , and the work environment (Robbins & Judge, 2013).Self-managed work teams – groups of 10-15 people who take on responsibilities of their former supervisors (Robbins & Judge, 2013).
  • This slide shows the differences between a “manager” and a “leader” (Maxwell, 2009). There are two other kind of teams we need to review quickly:Cross-functional teams – employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task (Robbins & Judge, 2013).Virtual teams – teams that use computer technology to tie together physically dispersed members in order to achieve a common goal (Robbins & Judge, 2013).
  • “The first responsibility of a leader is to define reality.” ~ Max DePreeWhy should you recognize the importance of realistic thinking?-Realistic thinking minimizes downside risk.-Realistic thinking gives you a target and game plan.-Realistic thinking is a catalyst for change.-Realistic thinking provides security.-Realistic thinking gives you credibility.-Realistic thinking provides a foundation to build on.-Realistic thinking is a friend to those in trouble.-Realistic thinking brings the dream to fruition (Maxwell, 2009).The type of leader that accomplishes the above will then be motivated to do benefit from shared thinking. This is, as you will see, very important in building effective teams.
  • “None of us is as smart as all of us.” ~ Ken Blanchard-Shared thinking is faster than solo thinking.-Shared thinking is more innovative than solo thinking.-Shared thinking brings more maturity than solo thinking.-Shared thinking is stronger than solo thinking.-Shared thinking returns greater value than solo thinking.-Shared thinking is the only way to have GREAT thinking.How to encouraged shared thinking:-Value the ideas of others.-Move from competition to cooperation.-Have an agenda when you meet.-Get the right people around the table.-Compensate good thinkers and collaborators well (Maxwell, 2009).
  • DEFINITION Teamwork – “the ability to work together toward a common vision. The ability to direct individual accomplishments towards the organization’s objective. It is the fuel that allows common people to attain uncommon results.” ~ Andrew Carnegie (Haggan, 2010).
  • Do the team members understand why the team has been created (Heathdield, 2012)? Make sure to clarify the common goals of each person as well as the team as a whole. Emphzsize that the team’s performance and goal met contribute greatly to the success of the company (Bakken, 2007).
  • Do the team members know why they were chosen? Can they identify the other team members context as well as the goals, principles, and values of the organization (Heathdield, 2012)? As members of the team, they need to show good conflict resolution techniques and a respect for what each member brings to the table (Bakken, 2007).
  • Do the members what to participate on the team? Are members committed to fulfilling their assigned tasks to complete the team mission (Heathdield, 2012)? As the leader you must pay attention and be on the look out for potential conflicts. It is natural for some conflict to arise in a group setting and even can end up making the group more successful (Bakken, 2007).
  • Does the team feel like the appropriate people were assigned for the positions that they are best qualified for (Heathdield, 2012). The leader needs to clarify each members “very specific duties”. This should be done in a extremely specific manner so there will be not confusion who is responsible for what (Bakken, 2007)
  • Has the team defined its goals, mission, and its dedication to its success? Have they established a time table, group support, and a process to follow that is very detailed (Heathdield, 2012)? If this has happened, then the leader needs to acknowledge this huge accomplishment , whether that be certificates of appreciation or a pizza lunch party on the leader; it is an important part of team assignments in order to keep morale high and the spirit one of true “team work” (Bakken, 2007).
  • Do team members clearly understand their boundaries? Are the limitations regarding such items as money and resources available defined in the first meeting with the members (Heathdield, 2012)? Although, as the leader, you should give each member input into their work. Allow the team member to make suggestions and listen and if their idea is better; then allow the change. This gives the member a feeling of belongingness, more of a team player, and also someone whose ideas are taken into consideration (Bakken, 2007).
  • Are the team members working together cohesively as a group? Can the team approach problem solving, goal setting, and process implementation (Heathdield, 2012)? As the leader, make sure that the other members are interacting directly with each other and not consistently going through you when it is something they can and should discuss amongst themselves. When team members are able to do this effectively, they will build on the creativity of each other (Bakken, 2007).
  • Are the team members clear on their priority of task so as not to delay other members? Does the company provide updated information to the team members regularly? Are the members still aware of their existence for this project (Heathdield, 2012)? There must be team success in communication. If possible, let other employees in the company know what a good job the team did and don’t forget to mention those behind the scenes like the receptionist , etc. (Bakken, 2007).
  • Does the company promote and value creativity from their employees? Is the organization aware and supportive of the resources needed to complete the project both successfully and timely (Heathdield, 2012)? As the leader, you need to check in frequently with members to check if there are any resources that they may need. (Bakken, 2007). It is also a good idea to promote an open door policy from the get-go so that members can come to you without hesitation and/or delay in completing the project.
  • Do team members feel responsible and accountable for their part of the team assignment (Heathdield, 2012)? This is something that should have been established early on. It is only natural that each member have various viewpoints and ideas, therefore: good problem solving techniques and ground rules placed from day one. This ensures that each member, at this stage, will have to deal with the consequences since they were made aware.
  • Is the team coordinated by a central leader that assists with all aspects of being in charge of several other people as well as making sure the project is on time, completed, and done in an exceptional manner (Heathdield, 2012)? Team members should respect the leader as such and therefore; if problems arise, they can go to the leader and not feel any bias towards any one member. They will need to hold each member accountable for the tasks they were assigned in the beginning (Bakken, 2007).
  • Do the other team members recognize that a team based, empowering, diverse culture will only help the project be a success? Is this something that the company has promoted (Heathdield, 2012)? The members who are the minority based on any numerous of statistics such as sex, religion, hereditability , disability, etc. should be equally active in the team process. Leaders can promote and encourage this interaction by asking the person for their opinion or viewpoint (Bakken, 2007).
  • As the board can see, hopefully, is that we, are dedicated to absolute PERFECTION in:TeamworkCreativityMotivationLeadershipGoals Commitment InnovationSuccess
  •  Bakken, E. (2007). Twelve ways to build an effective team. Rochester Business Journal.Haggan, E. E. (2010). 365 things every leader should know. Harvest House Publisher.Heathdield, S. M. (2012). 12 tips for team building. Retrieved from Web site: p_team.htmMaxwell, J. C. (2009). How successful people think; change your thinking, change your life. New York: Center Street.Robbins, S. P., & Judge, T. A. (2013). Organizational Behavior (15th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
  • Thank you for your time and attention in this issue.I hope I have been some help in dealing with the motivation of your team employees.~ Holley Jacobs
  • Teamwork, Leadership, and Motivation in the Workplace

    1. 1. Student Body of Organizational Behavior Perfection is what we strive towards….Holley Klein August 20, 2012Professor DeLotell Organizational Behavior
    2. 2. Purpose and Objectives Discuss Leadership, Motivation & Teamwork Working as a team takes many skills and talents. We will look at 12 great tips for a successful team assignment where every member feels like they contributed and would be happy to present the Power Point to the Board themselves. Sound good??
    3. 3. Leadership in Team Projects The manager administers. The leader innovates. The manager maintains. The leader develops. The manager relies on systems. The leader relies on people. The manager counts on controls. The leader counts on trust. The manager does things right. The leader does the right thing.
    4. 4. Leadership in Team Projects The definition of leadership is the discipline of deliberately exerting special influence within a group to move it toward goals of beneficial performance that fulfill the group’s real needs. “Leaders are those that empower others.” ~ Bill Gates
    5. 5. Motivation in Team Projects Discuss Leadership, Motivation, & Teamwork “If you don’t go after what you want, you’ll never have it. If you don’t ask, the answer is always no. If you don’t step forward, you’re always in the same place.” ~ Nora Roberts
    6. 6. Teamwork in Team Projects Discuss Leadership, Motivation, & Teamwork “Coming together is a beginning. Keeping together is a progress. Working together is success.” ~ Henry Ford
    7. 7. Clear Expectations Has executive management clearly communicated its expectations for the team performance, and expected outcomes? “Today expect something good to happen to you no matter whatoccurred yesterday. Realize the past no longer holds you captive. It canonly continue to hurt you if you hold on to it. Let the past go. A simply abundant world awaits.” ~ Sarah Breathnach
    8. 8. Context of the Project Do the team members understand how the strategy of using teams will help the organization attain its communicated business goals? “I’ve always been spiritual but I’ve never had a proper context, and it took me a while to find the proper context. It’s hard to realize you can have any kind of relationship with God you want…and so I now have a punk rock relationship with God.” ~ Billy Corgan
    9. 9. Commitment to the Team Do all of the team members know, understand, and feel that the team mission is important? “Never doubt that a small group of thoughtful, committed, citizens can change the world. Indeed, it is the only thing that ever has.” ~ Margaret Mead
    10. 10.  Do all team members feel that there is the appropriate mix of people with different talents to contribute to the project? “Do not stop thinking of life as an adventure. You have no security unless you can live bravely, excitingly, imaginatively; unless you can choose a challenge instead of competence.” ~ Eleanor Roosevelt
    11. 11. The Team Charter Has each team member taken their assigned area of responsibility and designed its own mission, vision, and strategies to accomplish them? “Our Founding Fathers, faced with perils we can scarcely imagine, drafted a charter to assure the rule of law and the rights of man, a charter expanded by the blood ofgenerations. Those ideals stilllight the world, and we will not give them up for expedience’s sake.” ~ Barack Obama
    12. 12. Control Does each team member have enough freedom and empowerment to feel the ownership that is imperative to accomplish the charter? “He who controls the past controls the future. He who controls the present controls the past.” ~ George Orwell
    13. 13. Collaboration of Team Members Does the team understand team and group process and do they understand the stages of group development? “Alone we can do so little; together we can do so much.” ~ Helen Keller
    14. 14.  Is there an established method for the team members to give feedback and receive honest performance feedback from others? “Don’t use words too big for the subject. Don’t say infinitely when you mean very; otherwise you’ll have no word left when you want to talk about something really infinite.” ~ C.S. Lewis
    15. 15. Creative Innovation in the Team Is the team really interested in change and do they value creative thinking, unique solutions, and new ideas? “The ultimate freedom for creative groups is the freedom to experiment with new ideas. Some skeptics insist that innovation is expensive. In the long run, innovation is cheap. Mediocrity is expensive – and autonomy can be the antidote.” ~ Tom Kelley, General Manager, IDEO
    16. 16. Dealing with Consequences Are rewards and recognition supplied when teams in the company do a good job and are successful? Is reasonable risk respected and encouraged? “You can avoid reality,but you cannot avoid the consequences ofavoiding reality.” ~ Ayn Rand
    17. 17.  Have priorities and resources divided equally across departments? Does the team understand the “internal customer” – the next process, anyone to whom they provide a product or service? “Of all the thing I’ve done, the most vital is coordinating the talents of those who work for us and pointing them towards a certain goal.” ~ Walt Disney Company
    18. 18. Cultural Change in Organizations Does the company recognize the team-based, collaborative, empowering, organizational culture of today is different then the traditional way of the past? Do they make sure the employees know this? “But it is much later in the game now, and ignorance of the score is inexcusable. To be unaware that a technology comes equipped with a program for social change, to maintain that technology is neutral, to make the assumption that technology is always a friend to culture is, at this late hour, stupidity plain and simple.” ~ Neil Postman
    19. 19. Conclusion
    20. 20. References Bakken, E. (2007). Twelve ways to build an effective team. Rochester Business Journal. Haggan, E. E. (2010). 365 things every leader should know. Harvest House Publisher. Heathdield, S. M. (2012). 12 tips for team building. Retrieved from Web site: /twelve_tip_team.htm
    21. 21. References (Con’t) Maxwell, J. C. (2009). How successful people think; change your thinking, change your life. New York: Center Street. Robbins, S. P., & Judge, T. A. (2013). Organizational Behavior (15th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.