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Effective Teams Part 2
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Effective Teams Part 2

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Effective Teams Part 2

Effective Teams Part 2

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  • 1. Effective Teams 5 Minutes, In groups, consider the following:- What is the difference between a team and a group? Write a definition for each Give some examples of each
  • 2. Team Vs Group
    • TEAM
    • Common Goal
    • Normally has a leader
    • Can be competitive
    • Each member has particular responsibilities & skills
    • Each member is essential to the running of the team
    • Examples:- Football Team, A Department, Sales Team
    • "A team is a small group of people with complementary (matching) skills and abilities who are committed to a common goal and approach for which they hold each other accountable (responsible)."
  • 3. Team Vs Group
    • GROUP
    • No common goal but can have a common interest
    • Does not need a leader
    • Is not normally competitive
    • Members may not have skills or responsibilities
    • Each member is not essential to the running of the group
    • Examples:- Football Supporters Club, People waiting for a train
    • "A group is a collection of people who have common interests or goals with or without skills and are not accountable (responsible) to each other"
  • 4. Team Vs Group TEAM GROUP
    • Common Goal
    • No common goal but can have a common interest
    • Normally has a leader
    • Does not need a leader
    • Can be competitive
    • Is not normally competitive
    • Each member has particular responsibilities & skills
    • Members may not have skills or responsibilities
    • Each member is essential to the running of the team
    • Each member is not essential to the running of the group
    • Examples:- Football Team, A Department, Sales Team
    • Examples:- Football Supporters Club, People waiting for a train
  • 5. The Four Activities / Richard Beckhart
    • Richard Beckhart said in 1972 that there are four activities a group should perform on a regular basis if they desire to grow into a team. Researchers today still agree on these four activities.
    • Set and reset goals and priorities.
    • Analyze or allocate the way work is being performed, according to team members’ roles and responsibilities.
    • Examine the way the team is working.
    • Examine how the group handles agreement and how it handles conflict and how group members relate to one another.
  • 6. Team Vision / Mission
    • Why should you have an Aim /a Mission?
    • Where does everyone fit?
    • What role do they need to play?
    • Involve the team in creating the vision
    • What is expected of them?
    • Why is it important?
    • What are the consequences of not doing the job?
    • Write one for your team
  • 7. Your best Manager
    • 5 Minutes, consider the following:-
    • Think about your previous managers – who got the most out of you?
    • What was their style – why did it get the best from you?
  • 8. Your best Manager
    • This list covers some of the roles that a Manager has to play but it isn’t exhaustive (complete)...
    • Organise
    • Instruct team member on what to do / Set goals
    • Quality check
    • Raise issues
    • Motivate
    • Individual development
    • Give feedback
    • Appraise (evaluate)
    • Protect (look after)
    • Support
    • Continuous improvement
  • 9. Role of a Team Manager Time management and prioritisation - Goal setting and planning - Communication skills - Influencing and negotiating skills - Managing difficult behaviour and discipline - Evaluating, monitoring and enhancing performance - Coaching – Delegation - Personal development of self and others - Recognising and managing stress in self and others - Developing team work - Managing change - Decision making - Time management and prioritisation - Goal setting and planning - Communication skills - Influencing and negotiating skills - Managing difficult behaviour and discipline - Evaluating, monitoring and enhancing performance - Coaching – Delegation - Personal development of self and others - Recognising and managing stress in self and others - Developing team work - Managing change - Decision making - Time management and prioritisation - Goal setting and planning - Communication skills - Influencing and negotiating skills - Managing difficult behaviour and discipline - Evaluating, monitoring and enhancing performance - Coaching – Delegation - Personal development of self and others - Recognising and managing stress in self and others - Developing team work - Managing change - Decision making - Time management and prioritisation - Goal setting and planning - Communication skills - Influencing and negotiating skills - Managing difficult behaviour and discipline - Evaluating, monitoring and enhancing performance - Coaching – Delegation - Personal development of self and others - Recognising and managing stress in self and others - Developing team work - Managing change - Decision making - Time management and prioritisation - Goal setting and planning - Communication skills - Influencing and negotiating skills - Managing difficult behaviour and discipline - Evaluating, monitoring and enhancing performance - Coaching – Delegation - Personal development of self and others - Recognising and managing stress in self and others - Developing team work - Managing change - Decision making - Time management and prioritisation - Goal setting and planning - Communication skills - Influencing and negotiating skills - Managing difficult behaviour and discipline - Evaluating, monitoring and enhancing Management Targeting/Priorities Strategy Recruiting PERFORMANCE Professional Managerial Interpersonal Technical ATTITUDES General Expectations State of Mind Motivation Culture Systems Structures Policies Rewards KNOWLEDGE SKILLS PROCESSES
  • 10. Management Cycle VISION Do Revise Plan Review Goals Objectives
  • 11. Team Roles 1 What I believe I can contribute to a team: 3 (a) I can quickly see and take advantage of new opportunities (b) I can work well with a wide range of people 3 (c) Producing ideas is one of my natural assets (d) I have an ability to draw people out whenever I detect they have something of value to contribute 2 (e) My capacity to follow through has much to do with my personal effectiveness 1 (f) I am ready to face temporary unpopularity if it leads to worthwhile results (g) I am quick to sense what is likely to work in a situation with which I am familiar 1 (h) I can offer a good case for alternative courses of action without being bias or prejudice.
  • 12. RAP
    • RAP is a coaching acronym that stands for:
    • Review the past.
    • Analyze the present.
    • Plan the future.
    • With this approach, you and the team member can focus on a review of past performance contrasted with present performance and then look together to an improved future. This simple tool is logical and easy to remember.
  • 13. RAP
    • What another Advantage can this model add?
    • Another plus of the RAP model is its emphasis on future solutions. Discussions of the past and present are much less important than planning for the future, especially since the goal is to help team members work closer to their potential.
  • 14.  
  • 15. Question
    • What does the acronym RAP mean?
  • 16. Effective Teams 7 key skills for team work – Does your team have them?
  • 17. Key team work skills
    • This list is used during the research cycle to observe how well a team is working together
    • 1. Listening:
    • The people in the team listen to each other's ideas. You will observe them building off each other's ideas.
    • 2. Questioning:
    • The people in the team question each other. You will observe them interacting, discussing, and posing questions to all members of the team.
    • 3. Persuading:
    • The people in the team use persuasion. You will observe them exchanging, defending, and rethinking ideas.
  • 18. Key team work skills
    • 4. Respecting:
    • The People in the team respect the opinions of others. You will observe them encouraging and supporting the ideas and efforts of others.
    • 5. Helping:
    • The people in the team help each other. You will observe them offering assistance to each other.
    • 6. Sharing:
    • The people in the team share. You will observe them offering ideas and reporting their findings to each other.
    • 7. Participating:
    • The people in the team participate. You will observe them each contributing to the project.
  • 19. Styles of Management
    • 4 Basic Management Styles
      • Telling / Directing
      • Selling / Supportive
      • Participating / Coaching
      • Delegating.
  • 20. Tell Style
    • Telling / Directive Style
      • Most new Managers adopt this style
      • Works well when Manager more informed & skilled than staff
      • Good for when tasks need to be done immediately & to a specification
      • Suits situations where commitment from staff is not needed
    • Manager needs to be:-
      • Confident
      • Able to give clear instructions
      • Speak in an appropriate manner – reliable Vs superior.
  • 21. Sell Style
    • Selling / Supportive Style
      • Works well for staff who need motivation & more confidence
      • Suits situations where you need staff to be ‘with you’
      • Appeals to the values the group will have
      • Usually constructive with solutions
    • Manager needs to be:-
      • A good listener
      • Positive & enthusiastic (eager)
      • Show trust in what their staff can do.
  • 22. Participating Style
    • Participating / Coaching Style
      • Uses a combination of Telling & Selling styles
      • Opportunities arise in day to day activities
      • Tends to be ‘on the job’
      • Builds on knowledge / skills
    • Manager needs to be:-
      • Ensure the person understands the need to learn
      • Provide encouragement & advice
      • Agree how progress will be monitored & reviewed.
  • 23. Delegating Style
    • Delegating Style
      • Most challenging style
      • Important to monitor progress & not just let it go
      • Needs clear communication
    • Manager needs to be:-
      • Ensure expectations are clear
      • Gain agreement on objectives & deadlines
      • More on this later!!.
  • 24. Team Development
    • 5 Minutes, In groups, consider the following:-
    • With a newly formed / changed team – What stages would the team go through?
    • How would you change your management style to suit each stage?
  • 25. 4 Stages of Team Development Forming Storming Norming Performing
  • 26. 4 Stages of Team Development Telling Selling Participation Coaching Delegation Forming Storming Norming Performing