This document discusses building effective teams. It provides objectives for understanding how teams work, developing team-building skills, explaining problem solving in teams, and examining conflict management techniques. Effective teams meet human needs, are found everywhere, and require members to communicate effectively. Key aspects of teams include having individuals work collaboratively toward shared goals. The document outlines factors that contribute to team effectiveness, such as workable size and a sense of cooperation. It also discusses the importance of shared goals and managing conflict in building strong teams.
This document outlines an agenda for a team building workshop, covering defining teams and their pros and cons, team cornerstones like shared vision and identity, core team building skills like running productive meetings, establishing values and guidelines, team composition, and organizational structure. The workshop addresses what makes a team, characteristics of high-performing teams like shared goals and identity, and the basics of developing team cornerstones.
The document discusses team building and team effectiveness. It defines what a team is and outlines the benefits of teamwork. It describes Tuckman's model of team development, which includes forming, storming, norming, performing, and adjourning stages. Key aspects of team effectiveness are clear goals, roles, procedures, relationships, and leadership. The importance of team culture and characteristics of effective team leaders are also discussed.
This document discusses team building and the different types of teams. It defines a team as a group that works together temporarily to achieve a common purpose, as opposed to a group which does not have shared objectives. There are three main types of teams: functional teams organized by department, cross-functional teams with members from different departments, and self-directed teams responsible for entire processes. The document also outlines the stages of team development from forming to performing, and lists characteristics of high-performing teams such as clear vision, communication, and shared leadership.
CHANGETHIS True Team Building: More Than a Recreational RetreatBernard Moon
This document discusses an alternative model for team building and effectiveness called CARB, which stands for Commitment, Alignment, Relationships, and Behaviors. Traditional views of team building focus too much on relationships and fun activities, but high performance teams require commitment to goals and each other, clear alignment between team and organizational goals, developed relationships where strengths are understood, and effective behaviors and skills. The CARB model provides a more comprehensive approach for creating and maintaining effective teams.
Emotional intelligence is a person’s ability to understand their own emotions, the emotions of others, and to act appropriately using these emotions.
Emotional intelligence never stops growing. Because we are always evolving as people, EQ is something that must be nurtured.
EYANJUL CONSULTING presentation on Team BuildingFrancis Aleji
The document discusses the essential elements of effective team building, including collaboration among members, clearly defined roles, and collective responsibility. It outlines different team roles like the coordinator, shaper, and implementer. The purpose of team building is to analyze how a group works together and improve relationships and performance to achieve goals.
The document discusses how teamwork and intelligence are necessary for winning championships. It states that talent alone wins games but not championships, and that working as a coordinated team and having intelligence are what leads to championship victories.
This document outlines an agenda for a team building workshop, covering defining teams and their pros and cons, team cornerstones like shared vision and identity, core team building skills like running productive meetings, establishing values and guidelines, team composition, and organizational structure. The workshop addresses what makes a team, characteristics of high-performing teams like shared goals and identity, and the basics of developing team cornerstones.
The document discusses team building and team effectiveness. It defines what a team is and outlines the benefits of teamwork. It describes Tuckman's model of team development, which includes forming, storming, norming, performing, and adjourning stages. Key aspects of team effectiveness are clear goals, roles, procedures, relationships, and leadership. The importance of team culture and characteristics of effective team leaders are also discussed.
This document discusses team building and the different types of teams. It defines a team as a group that works together temporarily to achieve a common purpose, as opposed to a group which does not have shared objectives. There are three main types of teams: functional teams organized by department, cross-functional teams with members from different departments, and self-directed teams responsible for entire processes. The document also outlines the stages of team development from forming to performing, and lists characteristics of high-performing teams such as clear vision, communication, and shared leadership.
CHANGETHIS True Team Building: More Than a Recreational RetreatBernard Moon
This document discusses an alternative model for team building and effectiveness called CARB, which stands for Commitment, Alignment, Relationships, and Behaviors. Traditional views of team building focus too much on relationships and fun activities, but high performance teams require commitment to goals and each other, clear alignment between team and organizational goals, developed relationships where strengths are understood, and effective behaviors and skills. The CARB model provides a more comprehensive approach for creating and maintaining effective teams.
Emotional intelligence is a person’s ability to understand their own emotions, the emotions of others, and to act appropriately using these emotions.
Emotional intelligence never stops growing. Because we are always evolving as people, EQ is something that must be nurtured.
EYANJUL CONSULTING presentation on Team BuildingFrancis Aleji
The document discusses the essential elements of effective team building, including collaboration among members, clearly defined roles, and collective responsibility. It outlines different team roles like the coordinator, shaper, and implementer. The purpose of team building is to analyze how a group works together and improve relationships and performance to achieve goals.
The document discusses how teamwork and intelligence are necessary for winning championships. It states that talent alone wins games but not championships, and that working as a coordinated team and having intelligence are what leads to championship victories.
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
This document discusses several key factors that affect effective team communication and performance, including cohesiveness, conformity, competition/conflict, leadership, and steps to build an effective team. It explains that cohesiveness involves team members identifying with and feeling proud of their membership. It also lists several advantages of high cohesiveness. Conformity means team members abandon contrary positions in favor of majority views. Productive conflict through debating ideas can lead to more thorough decision making. Shared leadership and intellectual stimulation from leaders are discussed. Finally, steps to build an effective team include clarifying goals, roles, communication, and dealing with conflict.
Teams are more effective than individuals at accomplishing tasks. The document discusses the types, stages of development, and importance of team building for effective teams. It outlines common team types like task forces, problem-solving teams, and self-managed work teams. The stages of team development include forming, storming, norming, and performing. Team building activities help strengthen relationships, roles, values, and processes to enhance task accomplishment and productivity.
The document discusses effective teamwork and team building. It states that effective teams have characteristics like adequate resources, leadership, trust, and a reward system that reflects team contributions. Team members must have technical skills as well as problem-solving, decision-making, and interpersonal skills. They must be committed to a common goal. Context, composition, and process are important for effective teams. Context includes resources, leadership, and trust. Composition considers members' abilities and personalities. Process involves having a common purpose, specific goals, and confidence in the team. The document provides steps for building effective teams, which include establishing leadership, valuing all ideas, being aware of feelings, and encouraging trust and cooperation.
Have you reached your limit, or maxed out your capacity? Do you see this issue on the horizon?
Whether a solo practitioner or leader of an established team, growth requires mastering the art of “getting things done through other people.”
R3 Coaching’s “Building the Effective Team” will empower you to spend more time in your area of passion and unique ability, strengthen the performance of your practice, and experience a dramatically improved quality of life! You will be equipped to hire the right talent, delegate effectively, and foster intrinsic motivation within each team member.
This document discusses teamwork and project management. It defines teamwork as a group of two or more individuals working together to achieve common goals. Effective teamwork results from having the right team composition and size for the task, good leadership, commitment to shared goals, and coordinated effort. The benefits of successful teams include improved motivation, better idea generation, and more efficient use of resources. Selecting team members based on their skills, abilities to collaborate, and commitment to shared goals is important. The document also describes the different stages of team development and the key processes involved in effective teamwork.
1. The document discusses key factors that define and contribute to effective team performance such as having a common purpose, putting people together to work cooperatively, and being mutually accountable.
2. Six critical skills for team members are identified: interpersonal communication, systematic problem-solving, planning and goal setting, collaborative conflict resolution, group decision making, and meeting management.
3. The "Seven C's of Effective Team Performance" are outlined as clarity, capability, collaboration, commitment, communication, continuous improvement, and creativity.
This document discusses team building and the stages of team development. It describes the forming, storming, norming, and performing stages. In the forming stage, teams define roles and develop trust. The storming stage involves conflict as teams realize tasks are difficult. During norming, teams accept each other and work cooperatively. In performing, teams have insight into processes and work well together. Successful teams have commitment, defined roles, effective processes, and good relationships.
This document discusses teams and important components of effective teams. It defines different types of teams including departmental teams, production teams, self-directed teams, advisory teams, task force teams, skunkworks teams, virtual teams, and communities of practice. Key factors for effective teams include team size, composition, environment, processes, development, and achieving goals while satisfying member needs. Stages of team development include forming, storming, norming, performing, and adjourning. Self-directed teams and virtual teams are discussed in more detail.
The document discusses the importance and benefits of team building in organizations, noting that teamwork increases productivity while lowering costs, improves morale and problem solving, and creates a sense of belonging among employees. It also outlines various stages of team development from forming to adjourning, and strategies for effective team leadership, communication, and goal setting at each stage. The overall message is that fostering cooperation and a collaborative spirit through team building leads to higher performance outcomes for both employees and the organization.
This document summarizes several models for team development and effectiveness. It discusses Tuckman's model of team development which outlines four phases - forming, storming, norming, and performing. It also summarizes Drexler/Sibbet's team performance model, Lencioni's five dysfunctions of a team model, and Hackman's conditions for team effectiveness which include having a real team, compelling direction, the right people, a sound structure, and supportive context. The document emphasizes that teams need tasks designed for a team, a stable membership over time, and clearly defined authority to be effective. Coaching should also focus on performance, strategy, and skills depending on the team's stage of development.
The document discusses techniques for effective team management, including understanding team dynamics, building trust and collaboration among team members, and establishing clear goals and roles. It emphasizes the importance of communication, problem solving, and adapting to change as a team. Barriers to effective team building like unclear objectives or lack of role definition are also outlined.
There are four main types of teams: problem solving teams, self-managed work teams, cross-functional teams, and virtual teams. Team work involves a group of people with complementary skills working together toward shared goals and feeling collectively responsible. Effective team work requires thinking of the team first, discussing issues, avoiding criticism, maintaining transparency, encouraging members, and avoiding conflicts.
Successful teams are empowered to establish their own goals, make decisions about how to achieve those goals, undertake the tasks required to meet them, and be mutually accountable for results. Experience has shown this approach leads to successful teams.
This document provides an overview of individual and team dynamics. It discusses key aspects of individual dynamics including having a positive attitude. It also defines team dynamics and outlines Kurt Lewin's stages of team development: forming, storming, norming, performing, and adjourning. Additionally, it identifies characteristics of effective teams such as clear goals, diversity, leadership, trust and respect, and managing conflict. Potential troubles with teams like social loafing are also examined.
The document discusses teams, including defining what makes a team different than a work group, why teams have become popular, necessary skills for team members, types of teams, factors that make teams effective, and challenges in creating effective teams. Key points are that teams outperform individuals, use talents better, and facilitate involvement. Teams need trust, shared goals and leadership, participation, and self-evaluation skills. Not all work is suitable for teams.
A team is a group working toward a common goal through interdependent tasks. Effective team building involves clarifying goals, identifying inhibitors to teamwork, and assessing strengths and weaknesses through feedback to improve performance. Teams can take different forms such as process improvement or self-managed teams. Team processes provide benefits like improved quality and innovation while allowing individuals to enhance skills and commitment.
The document discusses teamwork culture and defines different types of teams including problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams. It also covers important aspects of developing effective teamwork such as communication, leadership, conflict resolution, and action planning. The overall purpose is to examine what makes teams successful and how to build a strong teamwork culture.
Team Building PowerPoint Slides include topics such as: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
Team Building PowerPoint PPT Content Modern SampleAndrew Schwartz
130 slides include: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more.
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
This document discusses several key factors that affect effective team communication and performance, including cohesiveness, conformity, competition/conflict, leadership, and steps to build an effective team. It explains that cohesiveness involves team members identifying with and feeling proud of their membership. It also lists several advantages of high cohesiveness. Conformity means team members abandon contrary positions in favor of majority views. Productive conflict through debating ideas can lead to more thorough decision making. Shared leadership and intellectual stimulation from leaders are discussed. Finally, steps to build an effective team include clarifying goals, roles, communication, and dealing with conflict.
Teams are more effective than individuals at accomplishing tasks. The document discusses the types, stages of development, and importance of team building for effective teams. It outlines common team types like task forces, problem-solving teams, and self-managed work teams. The stages of team development include forming, storming, norming, and performing. Team building activities help strengthen relationships, roles, values, and processes to enhance task accomplishment and productivity.
The document discusses effective teamwork and team building. It states that effective teams have characteristics like adequate resources, leadership, trust, and a reward system that reflects team contributions. Team members must have technical skills as well as problem-solving, decision-making, and interpersonal skills. They must be committed to a common goal. Context, composition, and process are important for effective teams. Context includes resources, leadership, and trust. Composition considers members' abilities and personalities. Process involves having a common purpose, specific goals, and confidence in the team. The document provides steps for building effective teams, which include establishing leadership, valuing all ideas, being aware of feelings, and encouraging trust and cooperation.
Have you reached your limit, or maxed out your capacity? Do you see this issue on the horizon?
Whether a solo practitioner or leader of an established team, growth requires mastering the art of “getting things done through other people.”
R3 Coaching’s “Building the Effective Team” will empower you to spend more time in your area of passion and unique ability, strengthen the performance of your practice, and experience a dramatically improved quality of life! You will be equipped to hire the right talent, delegate effectively, and foster intrinsic motivation within each team member.
This document discusses teamwork and project management. It defines teamwork as a group of two or more individuals working together to achieve common goals. Effective teamwork results from having the right team composition and size for the task, good leadership, commitment to shared goals, and coordinated effort. The benefits of successful teams include improved motivation, better idea generation, and more efficient use of resources. Selecting team members based on their skills, abilities to collaborate, and commitment to shared goals is important. The document also describes the different stages of team development and the key processes involved in effective teamwork.
1. The document discusses key factors that define and contribute to effective team performance such as having a common purpose, putting people together to work cooperatively, and being mutually accountable.
2. Six critical skills for team members are identified: interpersonal communication, systematic problem-solving, planning and goal setting, collaborative conflict resolution, group decision making, and meeting management.
3. The "Seven C's of Effective Team Performance" are outlined as clarity, capability, collaboration, commitment, communication, continuous improvement, and creativity.
This document discusses team building and the stages of team development. It describes the forming, storming, norming, and performing stages. In the forming stage, teams define roles and develop trust. The storming stage involves conflict as teams realize tasks are difficult. During norming, teams accept each other and work cooperatively. In performing, teams have insight into processes and work well together. Successful teams have commitment, defined roles, effective processes, and good relationships.
This document discusses teams and important components of effective teams. It defines different types of teams including departmental teams, production teams, self-directed teams, advisory teams, task force teams, skunkworks teams, virtual teams, and communities of practice. Key factors for effective teams include team size, composition, environment, processes, development, and achieving goals while satisfying member needs. Stages of team development include forming, storming, norming, performing, and adjourning. Self-directed teams and virtual teams are discussed in more detail.
The document discusses the importance and benefits of team building in organizations, noting that teamwork increases productivity while lowering costs, improves morale and problem solving, and creates a sense of belonging among employees. It also outlines various stages of team development from forming to adjourning, and strategies for effective team leadership, communication, and goal setting at each stage. The overall message is that fostering cooperation and a collaborative spirit through team building leads to higher performance outcomes for both employees and the organization.
This document summarizes several models for team development and effectiveness. It discusses Tuckman's model of team development which outlines four phases - forming, storming, norming, and performing. It also summarizes Drexler/Sibbet's team performance model, Lencioni's five dysfunctions of a team model, and Hackman's conditions for team effectiveness which include having a real team, compelling direction, the right people, a sound structure, and supportive context. The document emphasizes that teams need tasks designed for a team, a stable membership over time, and clearly defined authority to be effective. Coaching should also focus on performance, strategy, and skills depending on the team's stage of development.
The document discusses techniques for effective team management, including understanding team dynamics, building trust and collaboration among team members, and establishing clear goals and roles. It emphasizes the importance of communication, problem solving, and adapting to change as a team. Barriers to effective team building like unclear objectives or lack of role definition are also outlined.
There are four main types of teams: problem solving teams, self-managed work teams, cross-functional teams, and virtual teams. Team work involves a group of people with complementary skills working together toward shared goals and feeling collectively responsible. Effective team work requires thinking of the team first, discussing issues, avoiding criticism, maintaining transparency, encouraging members, and avoiding conflicts.
Successful teams are empowered to establish their own goals, make decisions about how to achieve those goals, undertake the tasks required to meet them, and be mutually accountable for results. Experience has shown this approach leads to successful teams.
This document provides an overview of individual and team dynamics. It discusses key aspects of individual dynamics including having a positive attitude. It also defines team dynamics and outlines Kurt Lewin's stages of team development: forming, storming, norming, performing, and adjourning. Additionally, it identifies characteristics of effective teams such as clear goals, diversity, leadership, trust and respect, and managing conflict. Potential troubles with teams like social loafing are also examined.
The document discusses teams, including defining what makes a team different than a work group, why teams have become popular, necessary skills for team members, types of teams, factors that make teams effective, and challenges in creating effective teams. Key points are that teams outperform individuals, use talents better, and facilitate involvement. Teams need trust, shared goals and leadership, participation, and self-evaluation skills. Not all work is suitable for teams.
A team is a group working toward a common goal through interdependent tasks. Effective team building involves clarifying goals, identifying inhibitors to teamwork, and assessing strengths and weaknesses through feedback to improve performance. Teams can take different forms such as process improvement or self-managed teams. Team processes provide benefits like improved quality and innovation while allowing individuals to enhance skills and commitment.
The document discusses teamwork culture and defines different types of teams including problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams. It also covers important aspects of developing effective teamwork such as communication, leadership, conflict resolution, and action planning. The overall purpose is to examine what makes teams successful and how to build a strong teamwork culture.
Team Building PowerPoint Slides include topics such as: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
Team Building PowerPoint PPT Content Modern SampleAndrew Schwartz
130 slides include: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more.
The document outlines the 6 steps of the problem solving process in groups: 1) identify and define the problem, 2) analyze the problem, 3) determine criteria for judging solutions, 4) identify alternative solutions, 5) evaluate solutions and decide on one, and 6) implement the agreed-upon solution. It provides details on each step, such as how to write an effective problem definition, questions to guide problem analysis, how to set criteria, techniques for brainstorming alternatives, and considerations for evaluating solutions and making a decision.
The document discusses team building and effective teamwork. It provides 12 tips for successful team building, characteristics of effective teams and team members, and qualities that make a team successful. It emphasizes that teamwork does not come naturally and requires commitment from all employees. Effective team leaders develop leadership in others and value each member's contributions to achieving shared goals.
Bata (also known as Bata Shoe Organization) is a family-owned global footwear and fashion accessory manufacturer and retailer with acting headquarters located in Lausanne, Switzerland. Organized into three business units: Bata Europe, based in Italy; Bata Emerging Market (Asia, Pacific, Africa and La tin America), based in Singapore, and Bata Protective (worldwide B2B operations), based in the Netherlands, the organization has a retail presence of over 5200 retail stores in more than 70 countries and production facilities in 18 countries.
It is a challenge to engage learners and keep them awake during online training programs. Here is a presentation on "How do you keep learners awake?". In this presentation, we explore different ways in which interactivities can be used for making eLearning programs interesting and engaging.
Market Research Report : Footwear market in india 2014 - SampleNetscribes, Inc.
The document provides an overview of the footwear market in India. It notes that the Indian footwear market is the second largest in the world and is growing at a CAGR of r2%. Sports footwear dominates the Indian market. The key drivers of the market include increasing disposable income and changing consumer lifestyles. The main challenges are competition from unorganized players and issues of affordability. The government is taking steps like FDI in retail and implementing GST to further develop the market.
Indian footwear retail market forecast to 2017IBNARESEARCH
This document provides a summary and table of contents for the report "Indian Footwear Retail Market Forecast to 2017". The 194-page report contains detailed statistics and analysis of the Indian footwear retail market segmented into men's, women's, and kid's footwear. It provides past and present market size and growth data from 2007-2012 for each segment, and forecasts the market outlook from 2013-2017. The report also analyzes consumer behavior, market share by major players, distribution networks, and other aspects of the Indian footwear retail industry.
This document outlines the objectives and key concepts of a team building program. The 8 objectives are: understand the team concept; open communication lines; sharpen communication skills; learn techniques to build a better team; understand your role as a leader; sharpen goals, motivation and performance; understand team members and dynamics; and practice, discuss and problem solve. It then discusses what a team is, the importance of cooperation, communication and coordination among members, and factors that influence team morale like support, resources and communication.
The document outlines the 6 step group problem-solving process:
1. Define the problem clearly by writing it as an open question about a central idea.
2. Analyze the problem by gathering facts about causes and effects and past attempts to solve it.
3. Establish criteria for an effective solution by identifying conditions it must meet.
4. Brainstorm as many solutions as possible without evaluating them yet.
5. Evaluate the solutions against the criteria, removing those that don't meet criteria.
6. Choose a solution through consensus, majority rule, or other decision methods based on factors like importance and time urgency.
The document provides a history of shoe making from primitive times to modern day. It discusses the evolution of shoe styles in different regions and eras, from sandals worn by early Egyptians to pointed shoes in medieval Europe. It then focuses on the history of Bata, beginning in 1894 in Czechoslovakia and expanding globally over the 20th century. Today, Bata is the world's largest shoe retailer and manufacturer, with operations in over 70 countries.
The document outlines 10 components of effective team problem solving: 1) team members contribute their experiences and listen to others, 2) disagreements are seen as helpful for finding solutions, 3) members challenge unsupported suggestions but avoid arguing, 4) poor solutions are not supported just for harmony, 5) differences are discussed and resolved without shortcuts, 6) members facilitate discussion and encourage contributions, 7) reluctant members are encouraged to participate, 8) unnecessary discussion is eliminated, 9) decisions are not arbitrarily overruled, and 10) the team supports the leader's decision if no agreement is reached.
This document provides an overview and comparison of the marketing strategies of Nike and Adidas. It discusses the trends in the athletic footwear industry, including increasing competition and demand shifting to emerging markets like China. Both Nike and Adidas have invested heavily in these new markets and seen significant sales growth. The document then analyzes each company's segmentation, targeting, positioning and overall marketing mix approach.
This document summarizes the key points from a sleep presentation. It discusses what constitutes normal sleep, common sleep disorders like insomnia, sleep apnea, and consequences of abnormal sleep. It also covers how lifestyle factors like routines, medications, and naps can help improve sleep quality. Specific sections summarize findings on women's sleep, how their biology and life stages impact sleep, and the effects of poor sleep on health.
This document is a dissertation report submitted by Ranjan Kumar to Acharya Institute of Management and Sciences in partial fulfillment of the requirements for a Master of Business Administration degree. The report studies customer satisfaction at Reliance Fresh retail outlets in Bangalore, India. It includes declarations by Ranjan Kumar and his advisor Prof. K. Ranganathan, as well as certificates of approval. Ranjan Kumar acknowledges and thanks those who supported the completion of his dissertation report.
adidas Group- Management, Organizational Structure and CSR AnalysisMichael Calo
The document provides an overview of adidas Group's top-level management, organizational structure, and corporate social responsibility efforts. It summarizes that adidas Group has an Executive Board that oversees the company and focuses on strategic management. It uses a matrix organizational structure with cross-functional teams. It also discusses adidas Group's extensive corporate social responsibility efforts in areas like sustainable materials, reducing water usage, supporting workers' rights, and partnering with environmental organizations to improve its supply chain sustainability.
This document provides an overview of Adidas, including its mission, values, sustainability strategy, history, brands, organizational structure, and global operations. The key points are:
- Adidas is a global leader in sporting goods founded in Germany in 1949 and has grown significantly through sponsorships and innovative product design.
- Its mission is to be the global leader in sporting goods with brands built on passion for sports. Core values include performance, passion, integrity, and diversity.
- Sustainability is a priority, with a strategy and programs to reduce environmental impact, ensure ethical supply chain standards, and contribute positively to communities.
- The document details Adidas' brands, organizational structure, and global presence
There are several leadership styles that can be adopted in different situations: autocratic, bureaucratic, democratic, and laissez-faire. The autocratic style involves a leader retaining power and authority without staff input, while bureaucratic leadership manages through procedures and rules. Democratic leadership encourages staff participation in decision-making. Laissez-faire provides little direction from the leader and gives staff freedom. The most effective style depends on factors like the manager's background, the staff being managed, and the organization.
Teams are defined as small groups of people with complementary skills committed to a common purpose and goals for which they hold each other mutually accountable. There are several types of teams including self-managed teams, task forces, cross-functional teams, and virtual teams. Factors that influence team effectiveness include team design elements like task characteristics, size, and composition as well as team processes like development, norms, roles, and cohesiveness. Highly cohesive teams with norms that support organizational goals tend to have higher performance while social loafing can negatively impact team performance.
The document discusses key aspects of effective teamwork and leadership. It emphasizes that a team requires (1) a common goal and vision, (2) clear roles and responsibilities for members, and (3) open communication. As a leader, it is important to plan the team structure based on goals, identify each member's strengths, set expectations, and foster trust and respect among members. Regular meetings and feedback are also vital for team success. The leader must motivate members by appealing to their needs and goals and delivering on the team's shared purpose.
The document discusses the importance of effective people management in manufacturing leadership. It emphasizes building a world-class manufacturing team through defining leadership profiles, promoting diversity, and strengthening existing talent. It stresses the need to balance functional capability and leadership capability when selecting manufacturing leaders. It also provides models for leadership capabilities and career progression.
The document discusses key aspects of teams including:
1) It defines a team as a group of people with complementary skills working together towards a common goal for which they are collectively accountable.
2) It explains the differences between a team and teamwork, with teamwork referring to how team members work together cooperatively.
3) It outlines different types of teams such as formal/informal teams, cross-functional teams, problem-solving teams, virtual teams, and self-managing teams.
4) It discusses the 5 stages of team development: forming, storming, norming, performing, and adjourning.
The document provides an overview of the essential roles within strong teams, including practical, consulting, driving, creative, catalyst, critical judge, supportive, and detailed. It also discusses how to select effective team members, understand their goals and communication styles, and leverage their strengths to improve team performance. Tools like personality assessments and team communication reports can help analyze team dynamics and improve collaboration.
This document discusses organizational behavior and key concepts in management. It defines organizational behavior as the study of how individuals and groups act within organizations and how an understanding of human behavior can help manage people more effectively. It outlines the main management functions of planning, organizing, leading, and controlling. It also discusses why studying organizational behavior is important for understanding employee behavior and improving organizational performance and productivity.
The role of the PMO must shift as an organization embraces agile methods to avoid the many points of conflict between agile teams that self manage and self-organize and control oriented, administrative PMOs. A solution to this problem is to refocus PMO activity on tasks outside the team’s purview. This presentation discusses the three voice metaphor used to sort out roles in this new environment.
The document discusses best practices for leading collaborative virtual teams. It provides an overview of a webinar on the topic presented by Cynthia Clay, an expert in virtual learning. The webinar objectives are to design a game plan around eight practices for leading virtual teams, bring attention and recognition to virtual team members, and build accountability among team members.
Resource management is the efficient deployment of an organization's resources for projects. It identifies the types and quantities of labor, equipment, and materials needed and tracks their use. Effective resource management includes resource identification, leveling, utilization tracking, and effort estimation to develop a human resource plan, acquire the project team, and manage resources over the project life cycle.
This document summarizes how effective teams minimize social loafing and groupthink. It explains that social loafing occurs when individuals put in less effort working collectively than individually due to factors like believing others are not pulling their weight. Groupthink happens when consensus overrides realistic evaluation. Effective teams have clear goals and roles, open communication, and handle conflicts constructively. They motivate members through collaboration, meaningful tasks, and choice. Managing these psychological factors helps high performing teams achieve their full potential.
The document outlines the key topics and objectives of a workshop on basics of people management. The workshop aims to help participants understand responsibilities of leaders, stages of team development, behaviors influencing teamwork, characteristics of effective teams, and techniques for setting expectations, giving feedback, identifying learning needs, decision making, and instilling pride in teams. It also discusses responsibilities of great leaders, managing talent, why teams work, lessons from geese flying in formation, and creating an atmosphere of involvement.
The document outlines an agenda for a national conference on developing self and others in challenging economic times. The conference will present tools to help organizations develop staff with little cost, including an induction process, training matrix, development sessions, and personal reflection toolkit. Attendees will participate in a workshop and learn about additional tools like "step ups" where staff temporarily fill higher roles, and shadowing other employees. The goal is to help organizations continue staff training and development even with limited resources.
This document discusses various aspects of managing project teams, including effective team characteristics, reasons for joining teams, team development models, keys to managing people, and techniques for managing project teams. Some of the key points covered include defining what a team and teamwork are, characteristics of effective teams such as clear goals and communication, reasons individuals join teams like security and status, models of team development including forming, storming, norming, performing, and adjourning phases, and methods for managing teams such as conducting meetings, establishing team identity, and handling conflict.
The continuous improvement cycle document outlines a process for ongoing evaluation and improvement of student learning, operations, planning, and stakeholder engagement. Key components include collecting inputs like resources, data, and staff time to inform school processes and drive outcomes in areas such as learning, operations, and satisfaction. It emphasizes using data to monitor variability and make adjustments.
Here are the prompts for today's 60 second lecture:
- Summarize your team's discussion about how to deepen learning through collaborative teams.
- Share one insight or "aha" your team discussed regarding next steps.
You have 60 seconds to stand on one leg and share! Go!
This document provides information about teams and teamwork. It discusses what a team is, types of teams, stages of team development, and characteristics of effective teamwork. The document contains sections on forming, storming, norming, performing, and mourning as the five stages of team development. It also addresses consensus building, different personalities on teams, and team building exercises.
"The DNA of Collaboration: Unlocking Insight and Intention in the 21st Century" - summarizing core ideas from the book by Chris Jones @sourcepov (c) 2012 all rights reserved
The document summarizes key topics from a chapter about groups and teams, including:
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2) It describes the five stages of group development: forming, storming, norming, performing, and adjourning.
3) It explains factors that influence group behavior such as roles, norms, conformity, status systems, group size, and cohesiveness.
This presentation explores teamwork: the nature of a team, components of an effective team, creation of a team, and conflict resolution within a team. This presentation was developed for nursing students but has broader applications.
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2. Objectives
• Understand how teams work
• Develop skills to build a team
• Explain problem solving in a team
• Examine techniques for managing conflict
Rev 12/2010 Report Writing - Team Building 2
3. If you want to succeed in modern
organizational and social life, you must
understand how to communicate
effectively as a member of a Team.
Rev 12/2010 Report Writing - Team Building 3
4. Why Teams
1. Meet important human needs
2. Teams are everywhere
3. Cannot assume that we participate
effectively
4. Vehicle by which the individual can make
a contribution to the organization and
society as a whole
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5. Definition--Team
Individuals
Collaborative
Shared Goal
Rev 12/2010 Report Writing - Team Building 5
6. Product
Input Through Put
• Energy • Transformation
• Information • Input to output
• Raw materials
Output
• Tangible product
• Reports
• Policies
Rev 12/2010 Report Writing - Team Building 6
7. Effectiveness
• Workable size
– Usually 3 – 7, rarely more than 15
• Mutually interdependent purpose
• Each person has a sense of belonging
• Interaction involving verbal and non-verbal
channels
• A sense of cooperation among members.
Rev 12/2010 Report Writing - Team Building 7
8. The Participant—Observer
Participant-Observer Social Loafer
• Active • Minimal contribution
• Observes • Assumes the other
• Evaluates members will take up the
• Participates slack
• Shares common goal • Does not share common
goal
• Understands common
goal
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9. The number of members and their personal
characteristics are input variables that
seriously affect team communication and
productivity
Rev 12/2010 Report Writing - Team Building 9
10. Ethical Behavior
1. Team members should not disconfirm,
belittle, or ridicule other members
2. Team members should make sure they
understand other members before
agreeing or disagreeing with them
3. Team members should be thorough in
gathering information and diligent in
evaluating it
Rev 12/2010 Report Writing - Team Building 10
11. Ethical Behavior (cont)
4. Members should be willing to speak and
should not do anything to prevent others
from speaking freely
5. Team members should embrace diversity
within the team
6. Team members must conduct themselves
with honesty and integrity
Rev 12/2010 Report Writing - Team Building 11
12. Building a Team
All components of a
team operate
interdependently
with one another;
not in isolation.
Rev 12/2010 Report Writing - Team Building 12
13. The Team
Nonsummativty • The personalities,
The property of the education,
team where the whole commitment, the
is not the sum of its individual make the
parts, but may be personality of the
greater or lesser than team
the sum.
Rev 12/2010 Report Writing - Team Building 13
14. Traits and Attitude
Trait Attitude
• A relatively enduring, • A network of beliefs and
consistent pattern of values, not directly
behavior or other measurable, that a
observable person holds toward an
characteristics. object, person or concept;
produces a tendency to
react in specific ways
toward that object,
person, or concept.
Rev 12/2010 Report Writing - Team Building 14
16. Shared Goal
• Determine goal
• Validate each
member’s
commitment to the
goal
• Constantly remind of
goal
Rev 12/2010 Report Writing - Team Building 24
17. Open- Assertivenes Responsibilit
Willingness
Mindedness s y
Anxiety or Assertivene
Listener
fear ss Self-driven
Nonjudgme
Reticence Passiveness
ntal
Team
Aggressive driven
Shyness Dogmatic
ness
Rev 12/2010 Report Writing - Team Building 25
18. Factors of Teams
Internal External
• Characteristics • Task
• Preferences • Values
Rev 12/2010 Report Writing - Team Building 26
19. Two Phases of Development
• Formation Phase
– Members get to Formation
know each other
– Develop
interpersonal
relationships
• Production phase
Production
– Focus on team
tasks
Rev 12/2010 Report Writing - Team Building 27
20. Two Phases of Development
• Production phase
– Focus on team Production
tasks
• Formation Phase
– Needs to be
reinvigorated
– New members Formation
Rev 12/2010 Report Writing - Team Building 28
21. Effective Problem Solving
Solution
Problem Goal
Obstacle
Rev 12/2010 Report Writing - Team Building 29
22. P-MOPS
Procedural Model of Problem Solving (P-MOPS)
Problem
Implemen
Solution
t
Consensus Evaluate
Rev 12/2010 Report Writing - Team Building 30
23. Considerations
• Task difficulty • Acceptance
• Solution multiplicity • Technical
requirements
• Intrinsic interest
• Area of freedom
• Cooperative
requirements • Goal
• Population familiarity
Rev 12/2010 Report Writing - Team Building 31
24. Methods of Decision
Winners &
Losers By
majority
vote
By
Sometimes leader
Needed
By
consensus
Usually
Best
Rev 12/2010 Report Writing - Team Building 32
25. Decisions by Consensus
Advantages Disadvantages
• All members support the • Usually takes more
decision time
• Members more satisfied
and committed to • Members may feel
decision pressured to conform
• Decision can be high • May be hard or
quality, because all impossible to achieve
viewpoints are taken into
account • May cause team
• May cause team conflict conflict
Rev 12/2010 Report Writing - Team Building 33
26. Suggestions for Consensus
1. Don’t argue stubbornly for your own position
2. Avoid looking at a stalemate as a win-lose
situation
3. When agreement is reached to easily and
too quickly, be on guard for team think
4. Avoid conflict-suppressing techniques, such
as majority vote, averaging, coin toss, etc.
5. Seek out differences of opinion
Rev 12/2010 Report Writing - Team Building 34
28. Tension
• Tension is normal in team interactions
• Some tension is desirable
• Managing tension is part of the team
dynamics
Rev 12/2010 Report Writing - Team Building 36
29. Benefits of Conflict
1. Conflict can produce better understanding
of both issues and people.
2. Conflict can increase member motivation.
3. Conflict can produce better decisions.
4. Conflict can produce greater
cohesiveness among team members.
Rev 12/2010 Report Writing - Team Building 37
30. Negative Effects of Conflict
1. Conflict can cause bad feelings among
the team members.
2. Conflict, especially if it involves personal
attacks or is carried on too long, can
lower team cohesiveness.
3. Conflict can split a team apart.
Rev 12/2010 Report Writing - Team Building 38
31. Primary Tension
Interpersonal -- first meet or during competition for power
among members
• Member related • Reduction
– Interpersonal – Mutual respect
– Self-centered – Self-disclosure
competition • More difficult to
resolve
Rev 12/2010 Report Writing - Team Building 39
32. Secondary Tension
Stems from task-related
• Points-of-view • Reduction
differences – Agreeing
• Result from opinion – Showing solidarity
differences • Use we
– Tension release
• Can be loud and
• humor
vocal
Rev 12/2010 Report Writing - Team Building 40
34. Effective Disagreement
1. Do express your disagreement
2. Stick with the issue at hand
3. Use rhetorical sensitivity in expressing
disagreement
4. Disagree with the idea but do not ever
criticize the person
Rev 12/2010 Report Writing - Team Building 42
35. Effective Disagreement
5. Base your disagreement on evidence and
reasoning
6. React to disagreement in a spirit of
inquiry, not defensiveness
7. If someone persists in attacking you, stay
calm and speak reasonably
8. Use an integrative rather than distributive
approach to solving the conflict
Rev 12/2010 Report Writing - Team Building 43
36. Summary
• Teams are part of human society
• Teams function in every human endeavor
• For teams to function effectively, the
individuals must act ethically toward each
other
• Team success requires active participation
from the individuals.
Rev 12/2010 Report Writing - Team Building 44
37. Resources
• Team Building
http://www.depts.ttu.edu/aged/leadership/lead
tem.htm
• Emerging Systems for Managing Workplace
Conflict:
http://digitalcommons.ilr.cornell.edu/cgi/viewc
ontent.cgi?article=1101&context=ilrreview
• Building Team Cohesion:
http://cas.bethel.edu/dept/comm/nfa/journal/v
ol23no1-16.pdf
Rev 12/2010 Report Writing - Team Building 45
38. Resources
• Leadership & Management: Managing Teams
(There are 17 articles in this topic.)
http://hbswk.hbs.edu/topics/managingteams.ht
ml
• Managing Virtual Project Teams
http://userwww.sfsu.edu/~ceb/b895/btrautsch895.
pdf
• Characteristics of effective teams: a literature
review
http://www.unc.edu/courses/2008fall/nurs/379/9
60/65_604078165817-effective_teams.pdf
Rev 12/2010 Report Writing - Team Building 46