This document discusses teams and teamwork. It covers the importance of teams for organizations and types of teams. Teams offer benefits like synergy but can also experience problems like social loafing. Successful teams have clear goals, competent members, and use effective processes. Teams develop through forming, storming, norming, and performing stages. Team performance is influenced by factors like norms, cohesion, roles, communication, and decision-making methods.
Role of teams in organization, Team VS group, necessity of teams in organization, advantages & disadvantages of team (Course Name: Organizational Behavior)
ORGANIZATIONAL BEHAVIOR- Team building and EffectivenessTrinity Dwarka
ORGANIZATIONAL BEHAVIOR- Team building and Effectiveness
Groups and Teams
Types of Work Teams
Group Dynamics
Group Cohesiveness
Group Norms
Personality
Individualism versus collectivism
Interpersonal Skills
Conflict management skills
Collaborative problem solving skills
Communication skills
Management Skills
Develop and establish goals
Control, monitor, provide feedback
Set work roles and assign tasks
Issue in Creating TeamPlayers
Role of teams in organization, Team VS group, necessity of teams in organization, advantages & disadvantages of team (Course Name: Organizational Behavior)
ORGANIZATIONAL BEHAVIOR- Team building and EffectivenessTrinity Dwarka
ORGANIZATIONAL BEHAVIOR- Team building and Effectiveness
Groups and Teams
Types of Work Teams
Group Dynamics
Group Cohesiveness
Group Norms
Personality
Individualism versus collectivism
Interpersonal Skills
Conflict management skills
Collaborative problem solving skills
Communication skills
Management Skills
Develop and establish goals
Control, monitor, provide feedback
Set work roles and assign tasks
Issue in Creating TeamPlayers
This presentation about Team building and importance of Team building in the organisation. It explained about goal setting, Interpersonal relationship management, Role clarification and problem solving. This presentation also explains about issues present in Team building.
CHANGETHIS True Team Building: More Than a Recreational RetreatBernard Moon
Presentation by Kevin Eikenberry. Discusses the CARB Model (Commitment, Alignment, Relationships, Behaviors). Created February 2006.
"ChangeThis is a vehicle, not a publisher. We make it easy for big ideas to spread. It is supported by the love and tender care of 800-CEO-READ."
This presentation about Team building and importance of Team building in the organisation. It explained about goal setting, Interpersonal relationship management, Role clarification and problem solving. This presentation also explains about issues present in Team building.
CHANGETHIS True Team Building: More Than a Recreational RetreatBernard Moon
Presentation by Kevin Eikenberry. Discusses the CARB Model (Commitment, Alignment, Relationships, Behaviors). Created February 2006.
"ChangeThis is a vehicle, not a publisher. We make it easy for big ideas to spread. It is supported by the love and tender care of 800-CEO-READ."
For most of us, teamwork is a part of everyday life. Whether it’s at home, in the community, or at work, we are often expected to be a functional part of a performing team. This workshop will encourage participants to explore the different aspects of a team, as well as ways that they can become a top-notch team performer.
By the end of this workshop, participants will be able to answer the following questions:
a. Why are teams key to productive work environments?
b. What are the four phases of the Tuckman team development model? How can knowing these characteristics help me on a team?
c. What are types of teams and how to utilize each type to get results?
d. What are essential behaviors of leaders and followers on well functioning teams?
e. What are the uses, benefits and disadvantages of various team-building activities?
f. What teambuilding exercises create bonds and when to use them?
1
MGMT 428
Team Processes
Fall 2015
Team Processes – The Course
A working understanding and practical skills
related to operating effectively in team
settings
The influence of diversity and culture on
teamwork
Motivating team members
Developing effective team processes
Constructive conflict management and team
communication
Building innovative, nimble teams
We will also focus on the development and use
of virtual teams
2
Learning Objectives
Become more aware of how diversity and
individual perspective influence preferences
and behavior within teams.
Develop core interpersonal skills for effective
team building.
Understand and apply key team process steps.
Understand issues and challenges facing teams
in today’s organizations.
Learn how to create a great team
experience… every time, as a team!
Tonight’s Agenda
- Introductions
- Review course syllabus, logistics, expectations
- Design Class Code of Conduct
- Discuss Team Basics, including
- five characteristics of teams
- types of teams
- advantages/disadvantages of teams
- Team Performance and Productivity
- Meet Your Team!!
- Team Design
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Pamela Dusschee
Executive Director
Graduate Business Programs
School of Business Administration
BA Management & Organizational Leadership, George Fox University
Certificate in Training & Development, Portland State University
Executive MBA, OEMBA - University of Oregon
Pamela Dusschee
4
1. What is your name?
2. Where are you from?
3. Where do you work?
4. What is your major?
5. How many credits?
6. What is your favorite food?
Syllabus & Logistics
Textbook – Making the Team, 5th Edition
Breaks – two 10 minute or one 15 minute?
Slides posted after class
Check D2L Monday & Thursday for updates/grades
Grades = Individual, Team & three Exams
Attendance = time in class for homework
5
Class Code of Conduct
Small Groups
• List three things we can all do to ensure a respectful,
productive and fun learning experience?
• Is it reasonable to expect this from everyone?
Entire Class
• What are our results?
• Can we all commit to them?
High Performance Team Quiz
1. When it comes to conflict, the highest performing teams should:
a) Discourage it
b) Let members vent openly
c) Encourage conflict about attitudes; discourage conflict about
behaviors
d) Encourage conflict about tasks; discourage conflict about
personalities
D. Encourage conflict about tasks; discourage
conflict about personalities
6
High Performance Team Quiz
2. When it comes to making decisions, teams are:
a) Superior to individuals
b) Inferior to individuals
c) Better than the average of its members, but not necessarily as
good as the best performer
C. Better than the average of its members, but
not necessarily as good as the best performer
High Performance Team Quiz
3. When it comes to creativity, teams are:
a) Less creative than individuals
b) More creative than individuals
c) About .
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Public Speaking Tips to Help You Be A Strong Leader.pdf
Ch22
1. MODULE 21
TEAMS AND TEAMWORK
“Two heads can
be better than
one”
• Why is an understanding of teams so important?
• What are the foundations of successful teamwork?
2. TEAMS AND TEAMWORK
Importance Of Teams
MODULE GUIDE 21.1
Formal and informal groups are building blocks of
organizations.
Organizations use a variety of committees, task
forces, and cross-functional teams.
Virtual teams are increasingly common in
organizations.
Teams offer synergy and other benefits to their
members and the organization.
Teams can also suffer from common performance
problems.
3. TEAMS AND TEAMWORK
Importance Of Teams
Team
a collection of people who regularly interact to pursue common
goals.
Teamwork
the process of people actively working together to accomplish
common goals.
Formal Group
a group that is officially recognized and supported by the
organization.
Informal Group
a group that is unofficial and emerges from relationships and
shared interests among members.
Committee
people brought together outside of their daily job assignments to
work in a small team for a specific task
4. TEAMS AND TEAMWORK
Importance Of Teams
Types of Teams
Project Team
is convened for a specific purpose and disbands
after completing its task.
Cross-functional Team
operates with members who come from different
functional units of an organization.
Employee Involvement Team
meets on a regular basis to help achieve
continuous improvement.
5. TEAMS AND TEAMWORK
Importance Of Teams
Types of Teams
Quality Circle Team
employees who meet periodically to discuss
ways of improving work quality.
Self-managing Teams
work team having the authority to make
decisions about how they share and complete
their work.
Virtual Teams
Work together and solve problems through
computer based interactions
6. TEAMS AND TEAMWORK
Importance Of Teams
Benefits of Teams
Synergy
The creation of a whole greater than or equal to the sum of
its parts
Why Teams Are Good for Organizations
• More resources for problem solving
• Improved creativity and innovation
• Improved quality of decision making
• Greater commitments to tasks
• Increased motivation of members
• Better control and work discipline
• More individual need satisfaction
7. TEAMS AND TEAMWORK
Importance Of Teams
MANAGEMENT TIPS
Characteristics of High Performance Teams
Clear, elevating goals
Results-driven structure
Competent team members
Unified commitments
Collaborative climate
Standards of excellence
External support and recognition
Principled leadership
8. TEAMS AND TEAMWORK
Importance Of Teams
Potential Problems With Teams
Social Loafing
the tendency of some people to avoid responsibility by
free-riding in groups.
Meetings (wasted time)
Seven sins of deadly meetings:
1. People arrive late, leave early, and don’t take things seriously.
2. The meeting is too long, sometimes twice as long as necessary.
3. People don’t stay on topic; they digress and are easily distracted.
4. The discussion lacks candor; people are unwilling to tell the truth.
5. The right information isn’t available, so decisions are postponed.
6. Nothing happens when the meeting is over; no one puts decisions into
action.
7. Things never get better; the same mistakes are made meeting after
meeting.
10. TEAMS AND TEAMWORK
Foundations Of Teamwork
MODULE GUIDE 21.2
Teams need the right members and inputs to be
effective.
Teams must use the right processes to be effective.
Teams move through different stages of development.
Team performance is affected by norms and
cohesiveness.
Team performance is affected by task and maintenance
roles.
Team performance is affected by use of communication
networks.
Team performance is affected by use of decision-making
methods.
Team performance suffers when groupthink leads to bad
decisions.
11. TEAMS AND TEAMWORK
Foundations Of Teamwork
Stages of Development
Forming Stage
team development, one of initial task orientation and
interpersonal testing.
Norming Stage
members of the team begin to coordinate their efforts as a
working unit and tend to operate with shared rules of
conduct.
Performing Stage
members are more mature, organized, and well
functioning.
Adjourning Stage
the final stage for temporary committees, task forces, and
project teams.
12. FOUNDATIONS OF TEAMWORK
Effective Teams
Effective Teams
make use of alternative communication
networks and decision-making methods to best
complete tasks.
Group Process
The way members interact and work together to
transform inputs into outputs
TEAM EFFECTIVENESS EQUATION
Team effectiveness =
Quality of inputs x (Process gains - Process losses)
14. FOUNDATIONS OF TEAMWORK
Effective Teams
Group Norms
Behaviors, rules or standards expected of team members
Cohesion
the attractiveness of the team to its members
15. FOUNDATIONS OF TEAMWORK
Effective Teams
Task and Maintenance Roles
Task Activities
contribute directly to the team’s performance
purpose
Maintenance Activities
support the emotional life of the team as an
ongoing social system.
Distributed Leadership
every member is continually responsible for both
recognizing when task or maintenance activities
are needed and taking actions to provide them.
17. FOUNDATIONS OF TEAMWORK
Effective Teams
Communication Networks
Decentralized Communication Network
Allows all members to communicate directly with
one another. Works well for tasks that require
lots of creativity, information processing, and
problem solving.
Centralized Communication Network
Requires members to communicate with each
other via a central hub or port
19. FOUNDATIONS OF TEAMWORK
Effective Teams
Decision Making
The process of making choices through
choosing from alternative courses of action
Groupthink
a tendency of members of highly cohesive
teams to lose their critical evaluative
capabilities and make poor decisions.
Editor's Notes
It took many years before management caught on to teams. Now teams are an important part of management theory and practice.
Cross functional teams used to be the domain of large companies with large projects. Now they are used extensively in organizations of all sizes.
There are probably as many informal groups in an organization as there are formal groups.
A project team can be a form of cross-functional team if the team members come from different functional units as they often do.
Quality circle teams originated in Japan. Interesting enough, in was an American named Deming that introduced the concept to the Japanese. Thanks to the internet, virtual teams are becoming common place.
Teams are also good learning organizations. They learn from each other by working together.
A team is an organization. The same principals apply.
Poorly planned and managed meetings are a major drain on an organization. They not only waste time, they also demotivate employees.
As you can see, teams take a lot of effort but they are worth it if done properly and for the right reason.
Not all teams adjourn. In the case of project teams, a good team may pick up another project.
With today’s communication technology, it is possible for teams to stay in touch no matter where they are located.
Getting a good start by addressing each of the Inputs is very critical to team success.
Team norms are likely to established by team leaders or team members depending on the cohesiveness of the team.
Some people tend to be more task oriented while others are more maintenance oriented. The team members will take on the roles for which they are best suited.
A person who is strong in both areas may become the overall team leader.
The internet makes centralized network more difficult to justify and costly to implement.
Communication policies can create any of these situations via the internet.
Groupthink can be a serious problem. A team can get so cohesive that no one is permitted to question its judgment.