The document summarizes the roles and responsibilities of members of the Phoenix Avengers game development studio. It identifies Tylor Lane, Christopher Reed, Mitchell Haszto, and Xavier Ellison as team leaders for different weeks. It includes the team's value, purpose, mission, and vision statements. It discusses the leadership styles exhibited by each member and the ethical behaviors they have demonstrated. All members fulfilled their agreed upon responsibilities and there was alignment between what members said they believed in, what they said they would do, and what they actually did based on the team leadership agreement and professional statements.
This document discusses team working and provides examples of team building exercises. It defines team working as working cooperatively across cultures and organizations to achieve shared goals. Several levels of team working are described from basic cooperation to creating new opportunities for teams. Example team building exercises are also summarized, including the Helium Stick, Mine Field, Pipeline, and Great Egg Drop activities.
The document discusses techniques for facilitating team building. It defines the differences between a group and a team, and describes the stages of team building including forming, storming, norming, and performing. Several approaches and exercises for team building are presented, such as setting goals, problem solving exercises, and trust exercises. Examples of specific team building activities are provided, like the blind numerical order exercise, all tied up activity, and build a car exercise. The goals of team building are also summarized, such as improving communication, motivation, and productivity.
The document provides guidance for team leaders on developing high-performing teams. It outlines key stages in team development including orientation, trust-building, goal clarification, commitment, implementation, and high performance. For each stage, it describes what members need and provides scenarios of how meetings could go well or poorly. It also provides standards for key aspects of managing a team such as creating a team identity, developing a plan, writing job descriptions, providing training, tracking performance, coaching members, and facilitating evaluation and reflection. The document is a resource for team leaders to understand how to guide their teams through different stages and ensure the components of effective team management are in place.
Effective teamwork strategies in the military involve clear goals, defining roles, open communication, effective decision making, managing conflict, and developing cooperation. A team is a group mutually dependent on each other to achieve a common goal. It is the leader's responsibility to link individual goals to the overall goal to ensure motivation. Clear allocation of work reduces conflicts, and individual roles should be valued and known to contribute to the overall success of the team.
This document discusses various topics related to developing effective teams such as types of teams, team building, team roles and dynamics, team performance tools, and creating an action plan. It defines what a team is and describes different types of teams. It outlines the forming, storming, norming, and performing stages of team development. It presents Parker's 12 characteristics of effective teams and describes factors that shape team performance like internal/external focus and change. It also addresses topics like creativity, conflict management, problem solving, and creating a team improvement action plan.
This document provides guidance on building an effective team structure. It discusses establishing a team purpose to motivate members and provide direction. Teams should develop SMART goals and a plan to achieve them. The document also outlines Tuckman's model of team development, including the forming, storming, norming, and performing phases that teams progress through. Setting behavioral contracts and evaluating performance are recommended to facilitate cooperation and success. The overall message is that taking time to thoughtfully structure a team, define goals, and address relationship issues leads to higher functioning and productivity.
The document outlines a team building workshop for youth ages 14-18 to be held on October 3, 2012 in Cobleskill, NY. The workshop aims to help youth feel part of the group and develop a sense of belonging through icebreakers, team building exercises, and establishing group norms and behaviors. The workshop itinerary provides details on the schedule of activities and their objectives to introduce skills like cooperation, problem solving, and trust among participants.
This document discusses team working and provides examples of team building exercises. It defines team working as working cooperatively across cultures and organizations to achieve shared goals. Several levels of team working are described from basic cooperation to creating new opportunities for teams. Example team building exercises are also summarized, including the Helium Stick, Mine Field, Pipeline, and Great Egg Drop activities.
The document discusses techniques for facilitating team building. It defines the differences between a group and a team, and describes the stages of team building including forming, storming, norming, and performing. Several approaches and exercises for team building are presented, such as setting goals, problem solving exercises, and trust exercises. Examples of specific team building activities are provided, like the blind numerical order exercise, all tied up activity, and build a car exercise. The goals of team building are also summarized, such as improving communication, motivation, and productivity.
The document provides guidance for team leaders on developing high-performing teams. It outlines key stages in team development including orientation, trust-building, goal clarification, commitment, implementation, and high performance. For each stage, it describes what members need and provides scenarios of how meetings could go well or poorly. It also provides standards for key aspects of managing a team such as creating a team identity, developing a plan, writing job descriptions, providing training, tracking performance, coaching members, and facilitating evaluation and reflection. The document is a resource for team leaders to understand how to guide their teams through different stages and ensure the components of effective team management are in place.
Effective teamwork strategies in the military involve clear goals, defining roles, open communication, effective decision making, managing conflict, and developing cooperation. A team is a group mutually dependent on each other to achieve a common goal. It is the leader's responsibility to link individual goals to the overall goal to ensure motivation. Clear allocation of work reduces conflicts, and individual roles should be valued and known to contribute to the overall success of the team.
This document discusses various topics related to developing effective teams such as types of teams, team building, team roles and dynamics, team performance tools, and creating an action plan. It defines what a team is and describes different types of teams. It outlines the forming, storming, norming, and performing stages of team development. It presents Parker's 12 characteristics of effective teams and describes factors that shape team performance like internal/external focus and change. It also addresses topics like creativity, conflict management, problem solving, and creating a team improvement action plan.
This document provides guidance on building an effective team structure. It discusses establishing a team purpose to motivate members and provide direction. Teams should develop SMART goals and a plan to achieve them. The document also outlines Tuckman's model of team development, including the forming, storming, norming, and performing phases that teams progress through. Setting behavioral contracts and evaluating performance are recommended to facilitate cooperation and success. The overall message is that taking time to thoughtfully structure a team, define goals, and address relationship issues leads to higher functioning and productivity.
The document outlines a team building workshop for youth ages 14-18 to be held on October 3, 2012 in Cobleskill, NY. The workshop aims to help youth feel part of the group and develop a sense of belonging through icebreakers, team building exercises, and establishing group norms and behaviors. The workshop itinerary provides details on the schedule of activities and their objectives to introduce skills like cooperation, problem solving, and trust among participants.
This document discusses characteristics of effective teams and teamwork. It outlines several key factors that contribute to successful team performance:
1. Teams need a clearly defined purpose and goals that all members are invested in achieving.
2. Roles and responsibilities within the team must be clearly established, along with decision-making processes.
3. High-functioning teams have strong communication, shared responsibility among members, and utilize each person's unique talents and perspectives.
Conflicts are addressed openly and training is provided to continuously improve skills.
The document discusses the importance and benefits of building good relationships at work. It notes that people with good friends at work are more engaged and satisfied in their jobs. Good relationships provide benefits like making work more enjoyable, increasing innovation, and helping careers by gaining trust. The document provides tips for developing good relationships such as identifying needs, giving time, showing appreciation, respecting boundaries, listening, avoiding gossip, being honest, empowering others, and providing support. Building positive relationships can lead to positive energy, efficient work, job satisfaction, and success.
The document discusses team building training and the stages of team development. It describes forming as establishing roles and trust, storming as conflicts emerging, norming as establishing procedures, and performing as high functioning cooperation. Key aspects of effective teams are clear communication, decision-making processes, balanced participation, and interpersonal relationships. The training emphasizes defining objectives, roles and responsibilities, and providing constructive feedback throughout the stages to build an effective team.
The document summarizes key aspects of team leadership. It discusses characteristics of effective teams including team norms, cohesiveness, composition and organizational support. It also outlines the roles of team leaders in supporting creativity and making effective decisions. Meeting effectiveness is discussed as having three parts - planning the meeting, managing it, and following up on assignments.
Another essential function of leadership is encouraging team spirit. There is a saying that if you have a handful of dry grass you can use each individual blade to sweep a floor but it is much more effective to combine them into a brush. In the same way individual employees working alone, however motivated they might be, are nowhere as effective as when they work as a team.
1) Effective teams require participation from all members, clear goals and roles, and open communication. Without these, teams can experience lack of participation, organization, and trust.
2) Teams need structure like defined goals, roles, and methods. Without this, members do not know their responsibilities and the team cannot work together efficiently.
3) Teams should choose a leader to provide direction and accountability. Without a leader, teams lack focus and can be unsuccessful.
The DISC personality types of the group members are varied, which will require them to work together cooperatively. While some members score high in dominance and influence, most score high in steadiness. This could lead to disagreements if members want to assert dominance, so they must find consensus.
The author's test also indicated a dominant personality. As a former point guard, they are accustomed to leadership roles. However, to be a strong team member they will need to listen to others' ideas and not be too independent. Success requires acting as a unified team rather than individuals.
The group establishes operating principles around individual participation, strategies for collaboration, and personal accountability. Members will divide work evenly and provide feedback on draft
This document discusses different styles of team members: contributors, collaborators, communicators, and challengers. It notes the strengths and potential weaknesses of each style. It emphasizes that successful teams need all four styles. Additionally, it explains that individuals may have traits of multiple styles and can adapt their approach. The key is for team members to optimize their strengths, minimize less productive traits, and borrow behaviors from others when beneficial to the team. Overall, the document stresses that diversity among team members' styles is what makes great teams.
This document discusses teamwork and the stages of team building. It defines teamwork as people working together as a cohesive group, with team players being able to get along with colleagues. Team building is the process of establishing collaboration and trust. The stages of team building are forming, storming, norming, and performing, with forming being setting goals, storming having attitude fluctuations, norming accepting roles and rules, and performing having insight and preventing conflicts. The key aspects of effective teams are commitment, defined roles, decision systems, communication, relationships, support, and resources.
The document outlines the typical stages a team goes through in its development: orientation, trust building, goal clarification, commitment, implementation, and high performance. It provides examples of scenarios a team may experience at each stage and questions to help the team progress to the next stage of development.
This document discusses key skills and qualities important for career development. It identifies communication skills, positive attitude, self-consciousness, self-confidence, leadership skills, ethics, determination, stress management, time management, creative thinking, decision making ability, and skills in using technology as important. For each skill, it provides a definition and discusses their role in career development, such as improving chances of better jobs, effectiveness at work, productivity, and ability to achieve goals.
The team was given a project to create a commercial but failed when the client disliked their concept. Conner took a leadership role without discussion and ignored dissenting opinions. Derek had an alternative idea but did not share it due to group pressures. To be effective, teams must discuss leadership, consider all opinions, and allow individuals to voice dissenting views without fear of isolation.
Microsoft Word - BGW Complete Student_ With AnswersPaul Nyamuda
This document provides guidance on self-reflection to better understand one's strengths, weaknesses, values, and goals. It discusses knowing yourself by identifying key attributes, roles, convictions, and behavioral profiles. Understanding yourself helps with focus, decision-making, managing expectations, and stress. Various activities are presented to help the reader reflect on their passions, skills, and ideal work environment. The overall aim is to develop a healthy self-concept through biblical meditation on one's identity and position in God.
This document discusses how to build effective teams. It explains that teams are effective when members have commitment to common goals, defined roles and responsibilities, and good communication and decision-making processes. It outlines five stages of team development: forming, storming, norming, performing, and adjourning. Each stage involves changes in team dynamics as the team comes together, encounters conflicts, establishes norms, performs well, and concludes its work. The document provides tips for team roles, developing norms, addressing conflicts, giving feedback, and the characteristics of high-performing teams.
The document is a self-assessment for students to evaluate their Personal, Learning and Thinking Skills (PLTS). It contains 36 statements assessing 6 skill areas: self-management, teamworking, reflectiveness, creativity, effective participation, and enquiry. Students select their response on a scale from 1-5 on how well each statement describes them. Upon completion, it provides results for each skill area and an overall strongest and weakest skill.
The basics of teamwork and collaboration wbtamusn00
This document discusses teamwork and collaboration. It defines teamwork as a group working together cohesively towards a common goal, creating a positive environment and combining strengths. Collaboration is distinguished as requiring group thinking and equal partnership. The key elements of teamwork are described as communication, coordination, cooperation and collaboration. Benefits of teamwork include more productive meetings, healthier employees, learning and a sense of individual value and achievement.
The document discusses teams and teamwork. It defines what makes a collection of people a true team, including having a common purpose and supporting each other. Effective team leadership is participatory rather than autocratic. Developing a good team requires clear goals, the right leadership style, defining roles and skills, and an open and honest atmosphere. High-performing teams share responsibility, focus their energy on common purposes, and are greater than the sum of their individual parts.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Teamwork" and will show you why teamwork is the foundation of successful teams.
This document discusses characteristics of effective teams and teamwork. It outlines several key factors that contribute to successful team performance:
1. Teams need a clearly defined purpose and goals that all members are invested in achieving.
2. Roles and responsibilities within the team must be clearly established, along with decision-making processes.
3. High-functioning teams have strong communication, shared responsibility among members, and utilize each person's unique talents and perspectives.
Conflicts are addressed openly and training is provided to continuously improve skills.
The document discusses the importance and benefits of building good relationships at work. It notes that people with good friends at work are more engaged and satisfied in their jobs. Good relationships provide benefits like making work more enjoyable, increasing innovation, and helping careers by gaining trust. The document provides tips for developing good relationships such as identifying needs, giving time, showing appreciation, respecting boundaries, listening, avoiding gossip, being honest, empowering others, and providing support. Building positive relationships can lead to positive energy, efficient work, job satisfaction, and success.
The document discusses team building training and the stages of team development. It describes forming as establishing roles and trust, storming as conflicts emerging, norming as establishing procedures, and performing as high functioning cooperation. Key aspects of effective teams are clear communication, decision-making processes, balanced participation, and interpersonal relationships. The training emphasizes defining objectives, roles and responsibilities, and providing constructive feedback throughout the stages to build an effective team.
The document summarizes key aspects of team leadership. It discusses characteristics of effective teams including team norms, cohesiveness, composition and organizational support. It also outlines the roles of team leaders in supporting creativity and making effective decisions. Meeting effectiveness is discussed as having three parts - planning the meeting, managing it, and following up on assignments.
Another essential function of leadership is encouraging team spirit. There is a saying that if you have a handful of dry grass you can use each individual blade to sweep a floor but it is much more effective to combine them into a brush. In the same way individual employees working alone, however motivated they might be, are nowhere as effective as when they work as a team.
1) Effective teams require participation from all members, clear goals and roles, and open communication. Without these, teams can experience lack of participation, organization, and trust.
2) Teams need structure like defined goals, roles, and methods. Without this, members do not know their responsibilities and the team cannot work together efficiently.
3) Teams should choose a leader to provide direction and accountability. Without a leader, teams lack focus and can be unsuccessful.
The DISC personality types of the group members are varied, which will require them to work together cooperatively. While some members score high in dominance and influence, most score high in steadiness. This could lead to disagreements if members want to assert dominance, so they must find consensus.
The author's test also indicated a dominant personality. As a former point guard, they are accustomed to leadership roles. However, to be a strong team member they will need to listen to others' ideas and not be too independent. Success requires acting as a unified team rather than individuals.
The group establishes operating principles around individual participation, strategies for collaboration, and personal accountability. Members will divide work evenly and provide feedback on draft
This document discusses different styles of team members: contributors, collaborators, communicators, and challengers. It notes the strengths and potential weaknesses of each style. It emphasizes that successful teams need all four styles. Additionally, it explains that individuals may have traits of multiple styles and can adapt their approach. The key is for team members to optimize their strengths, minimize less productive traits, and borrow behaviors from others when beneficial to the team. Overall, the document stresses that diversity among team members' styles is what makes great teams.
This document discusses teamwork and the stages of team building. It defines teamwork as people working together as a cohesive group, with team players being able to get along with colleagues. Team building is the process of establishing collaboration and trust. The stages of team building are forming, storming, norming, and performing, with forming being setting goals, storming having attitude fluctuations, norming accepting roles and rules, and performing having insight and preventing conflicts. The key aspects of effective teams are commitment, defined roles, decision systems, communication, relationships, support, and resources.
The document outlines the typical stages a team goes through in its development: orientation, trust building, goal clarification, commitment, implementation, and high performance. It provides examples of scenarios a team may experience at each stage and questions to help the team progress to the next stage of development.
This document discusses key skills and qualities important for career development. It identifies communication skills, positive attitude, self-consciousness, self-confidence, leadership skills, ethics, determination, stress management, time management, creative thinking, decision making ability, and skills in using technology as important. For each skill, it provides a definition and discusses their role in career development, such as improving chances of better jobs, effectiveness at work, productivity, and ability to achieve goals.
The team was given a project to create a commercial but failed when the client disliked their concept. Conner took a leadership role without discussion and ignored dissenting opinions. Derek had an alternative idea but did not share it due to group pressures. To be effective, teams must discuss leadership, consider all opinions, and allow individuals to voice dissenting views without fear of isolation.
Microsoft Word - BGW Complete Student_ With AnswersPaul Nyamuda
This document provides guidance on self-reflection to better understand one's strengths, weaknesses, values, and goals. It discusses knowing yourself by identifying key attributes, roles, convictions, and behavioral profiles. Understanding yourself helps with focus, decision-making, managing expectations, and stress. Various activities are presented to help the reader reflect on their passions, skills, and ideal work environment. The overall aim is to develop a healthy self-concept through biblical meditation on one's identity and position in God.
This document discusses how to build effective teams. It explains that teams are effective when members have commitment to common goals, defined roles and responsibilities, and good communication and decision-making processes. It outlines five stages of team development: forming, storming, norming, performing, and adjourning. Each stage involves changes in team dynamics as the team comes together, encounters conflicts, establishes norms, performs well, and concludes its work. The document provides tips for team roles, developing norms, addressing conflicts, giving feedback, and the characteristics of high-performing teams.
The document is a self-assessment for students to evaluate their Personal, Learning and Thinking Skills (PLTS). It contains 36 statements assessing 6 skill areas: self-management, teamworking, reflectiveness, creativity, effective participation, and enquiry. Students select their response on a scale from 1-5 on how well each statement describes them. Upon completion, it provides results for each skill area and an overall strongest and weakest skill.
The basics of teamwork and collaboration wbtamusn00
This document discusses teamwork and collaboration. It defines teamwork as a group working together cohesively towards a common goal, creating a positive environment and combining strengths. Collaboration is distinguished as requiring group thinking and equal partnership. The key elements of teamwork are described as communication, coordination, cooperation and collaboration. Benefits of teamwork include more productive meetings, healthier employees, learning and a sense of individual value and achievement.
The document discusses teams and teamwork. It defines what makes a collection of people a true team, including having a common purpose and supporting each other. Effective team leadership is participatory rather than autocratic. Developing a good team requires clear goals, the right leadership style, defining roles and skills, and an open and honest atmosphere. High-performing teams share responsibility, focus their energy on common purposes, and are greater than the sum of their individual parts.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Teamwork" and will show you why teamwork is the foundation of successful teams.
Music in Heritage involves my research on how to approach unsuitable room acoustics in existing buildings. This paper is part of my graduation at the TU Delft Faculty of architecture, at the studio Architectural Engineering. If you have any question at the end of the paper, do not hesitate to contact me.
Dokumen tersebut membahas tentang pengaruh pikiran dan perasaan terhadap perilaku DNA, karakter, dan nasib seseorang. Pikiran dan perasaan positif akan mengaktifkan gen-gen yang bermanfaat, sementara pikiran dan perasaan negatif akan mengaktifkan gen-gen negatif. Dokumen ini juga menyatakan bahwa segala sesuatu dipengaruhi oleh pikiran dan perasaan seseorang.
Cara jitu mengelola emosi, hati dan pikiran untuk stabilkan emosi, perkuat kondisi mental, picu bahagia dari dalam dan lejitkan produktivitas ! Fokus pada TARGET, bukan pada masalah (galau hilang dengan sendirinya!). http://www.MiracleWay.web.id
This document provides instructions for analyzing and designing a four-storied reinforced concrete building using SAP2000 v14 software. It describes the steps to create the model, including defining materials, frame sections, adding frame objects and restraints. The building details such as dimensions, grades of concrete and steel, loadings are also specified. Detailed procedures are given to model the columns, beams, apply supports and modify column orientations.
Lee, W., Lee, B., Kim, S., Jung, H., Jeon, E., Choi, T., and You, H. (2015). 3D scan to product design: methods, techniques, and cases. In proceedings of the 3D Body Scanning Technologies (Lugano, Switzerland, 27-28 October 2015).
Malachi Robinson graduated from Oscar Smith High School and studied game art at Full Sail University. He has experience in photography, 2D animation, prop modeling for 3D, and both traditional and digital art. He has also done community service work with Upward Bound and aims to inspire others through his work.
esta presentación muestra información sobre Gestión de Proyectos, el rol del profesional que lo realiza, la vida de un proyecto y la persona más importante en la vida de un proyecto,
This document lists the photographers for 24 slides. Most photos were taken by Malachi Robinson, Monique Robinson, or Victoria Castaldelli. Some photos were taken by Upward Bound or found on Google. The document credits each slide with the name of the photographer.
Este documento resume las principales causas de malformaciones congénitas, incluyendo factores genéticos (cromosómicos y mutaciones genéticas), ambientales (teratógenos como infecciones, fármacos y radiaciones) y multifactoriales (una combinación de factores genéticos y ambientales). Describe en detalle diferentes anomalías cromosómicas numéricas y estructurales, así como genes mutantes que pueden causar malformaciones. También explica los periodos críticos de desarrollo y la importancia de la dosis
esta presentación muestra información sobre Gestión de proyectos, rol de la persona que realiza la Gestión de proyectos, vida de un proyecto y la persona más importantes en la vida de un proyecto
A team supports an environment that lets team members flourish, meaning there is open communication, no games or hidden agendas, no schmoozing the team leader, transparency, and motivated team members who want to struggle together to achieve goals.
A group is comprised of individuals who meet to discuss issues, problem solve, or to inform. A real team, however, is defined as people coming together for a common purpose, setting clear goals, and establishing priorities. The team leader and team members define roles for individual members, utilizing individual strengths and nurturing synergism (working together) to create a unified plan of action in order to achieve identified and measured results. Team members learn to depend and rely on other team members to demonstrate their talents and support the team.
Team building refers to activities that motivate team members and improve performance. It involves trust exercises, team compatibility, and common tasks. A good team leader like Steve motivates his team through appreciation and inclusion, improving their self-efficacy and willingness to take on new responsibilities. Self-efficacy is one's belief in their ability to accomplish goals and deals with challenges. It comes from mastery of tasks, role models, feedback, and psychological state, and impacts willingness to persist at difficult activities. Developing self-efficacy in students involves using achievable tasks, choice, encouragement, learning strategies, and focused feedback.
Teamwork involves people working together for a common purpose under shared values. Effective teamwork relies on open communication, shared responsibility among members, and members supporting each other. It is important for team members to listen to each other, participate fully, and resolve conflicts constructively. When conflicts do arise, addressing issues openly and finding compromises can help build stronger decisions and team relationships. Overall, teamwork aims to improve productivity and reduce stress by maintaining cooperative and collaborative environments.
EFFECTIVE SKILLS FOR TEAM BUILDING
Group Agreements
Learning Objectives
Definition
Resistance to Teams in Organizations
Team Development, Behaviors and Performance
Effective and Ineffective Teams
Team Decision Making and Consensus Building
Questions and Comments
Today’s Agenda
ALL IDEAS AND POINTS OF VIEW HAVE VALUE
You may hear something you do not agree with or you think is "silly" or "wrong." Please remember that one of the goals of this meeting is to share ideas. All ideas have value in this setting. Also share YOUR ideas and thoughts and avoid editorials of another colleague’s comments.
SAFE SPACE
What is shared and discussed with one another should “stay here” – apart from ideas and solutions that will help your own work and agency.
USE COMMON CONVERSATIONAL COURTESY
Please don't interrupt; use appropriate language, avoid third party/ side bar discussions, etc.
Group Agreements
HUMOR IS WELCOME
BUT humor should never be at someone else's expense.
HONOR TIME
We have an ambitious agenda, so it will be important to follow the time guidelines for the next two days.
CELL PHONE / TEXTING / E-MAIL COURTESY
Please turn cell phones, or any other communication item with an on/off switch to “silent. If you need to respond, kindly step outside
BE COMFORTABLE
Please feel free to take personal breaks as needed
ANY OTHERS AGREEMENTS TO ADD?
Group Agreements
To gain a greater understanding of how teams develop, behave and perform.To utilize this knowledge to develop high performing teams in centers and programs.
Learning Objective
TEAM BUILDING
Group: A collection of two or more interacting individuals with a stable pattern of relationships among them, who share common goals and who perceive themselves as being a group.
Essentials of a groupSocial interactionStable structureCommon interestsPerceive themselves as part of group
Team: A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.
This definition highlights the essentials of a team or in other words the team basics. Here the focus or emphasis is on three characteristics – small number, complementary skills and commitment. These are what basically differentiates a team from a group and makes a team something much more productive and result oriented than a group. We shall analyze them:Small number – five to ten peopleComplementary skills – appropriate balance or mix of skills and traitsCommitment to a common purpose and performance goals – specific performance goals are an integral part of the purpose.Commitment to a common approach – team members must agree on who will do a particular job & develop a common approach.Mutual accountability – at its core, team accountability is about the sincere promises we make to others & ourselves – commitment & trust.
DIFFERENCE BETWEEN A GROUP AND TEAM
GROUPStrong, clearly focus ...
This document discusses teamwork and defines it as people working together for a common purpose while subordinating individual interests. It identifies characteristics of effective teamwork including common goals, clear roles, decision-making processes, communication, and relationships. The document also discusses stages of team development and lists skills needed for teamwork such as listening, discussing ideas, and respecting others. Finally, it provides guidelines for effective team membership which include listening, sharing information, and supporting other members' contributions.
Teamwork involves people working together for a common purpose under shared values. Effective teamwork relies on interpersonal skills and positive attitudes toward collaboration. It is important as teams are present in many aspects of life. Key elements of teamwork include shared responsibility among members, open communication, and supporting each other's contributions. While conflict can arise, it is best prevented through acknowledgement of others, calm discussion of concerns, and allowing all voices to be heard. Managing conflict constructively through compromise or mutually beneficial solutions helps teams function effectively.
This document defines teams and their functions. It discusses defining characteristics of teams including their purpose, priorities, and decision-making processes. It also outlines different types of teams like project teams, self-managed teams, and virtual teams. The document then discusses team roles and Belbin's nine team roles. It covers teamwork processes like action processes, transition processes, and interpersonal processes. The five functions of effective teams are also defined: trust, conflict management, commitment, accountability, and focusing on results. Finally, the document outlines some common challenges teams face like lack of trust, conflict, poor change management, and role confusion.
The document discusses team building and teamwork. It defines teamwork as people working together as a team and team building as establishing collaboration and trust between team members. It describes the stages of team building as forming, storming, norming, and performing. Forming involves defining goals and roles, storming involves difficulties and resistance, norming involves acceptance of rules and each other, and performing involves high performance and attachment to the team. Successful teams have commitment to shared goals, defined roles and responsibilities, effective communication processes, and good personal relationships.
Effective leaders achieve a balance of interacting with their team while maintaining authority. They are team players who collaborate and communicate with members. Common problems teams face include conflicting decision-making styles and lack of trust. To be a good team player, one must communicate constructively, listen, actively participate, support the team, share information, cooperate, be flexible, solve problems, show commitment, and be reliable.
The document provides an overview of a training on team building. It introduces the trainer, Dr. Hailemariam Kebede, who has degrees in management and business administration. The objectives are to gain a greater understanding of how teams develop and perform, in order to build high-performing teams. Key topics covered include the differences between groups and teams, stages of team development, characteristics of effective and ineffective teams, and techniques for active listening, giving feedback, and resolving conflicts constructively.
The document discusses team building and the stages of team development. It describes teamwork as people working together towards common goals, with defined roles and effective communication. The four stages of team development are: forming, storming, norming, and performing. In forming, a team establishes goals and roles. Storming occurs as challenges emerge and attitudes fluctuate. During norming, members accept their roles and each other. In performing, the team works cooperatively and is able to prevent and resolve conflicts to achieve goals. Key aspects of successful teams include commitment, clear roles and processes, and strong interpersonal relationships.
- Effective teams have clear goals that all members help establish and work towards achieving.
- Team members understand their roles and leaders utilize each person's skills. Meetings are held in environments conducive to discussion and problem solving.
- Open communication and respect between members allows for direct and constructive handling of issues.
Attendees learned valuable strategies on how to use compassion to prepare for their coaching sessions:
* Set a positive climate that fosters respect
* Focus on long-term development— not on altering short-term performance
* Discover your employees’ personal goals
Part Two of our 3-part series took place on Tuesday November 29 at 2 pm ET. Join us as Teleos’ scholar-practitioners, Suzanne Rotondo and Gretchen Schmelzer share how you can:
* Deepen the conversation with your team
* Get the feedback you’re looking for
* Build on the coaching reflections from Part One
TEAM-DEVELOPMENT MODELHorace DillardHRM345 Building Effecti.docxmattinsonjanel
TEAM-DEVELOPMENT MODEL
Horace Dillard
HRM345: Building Effective Teams
Colorado Technical
July 25, 2015
Preparing the team to work together
Train the members on how to work together as a team
Design activities that will bring the team members together and help them know each other.
Build good relationship and trust among the team members.
Teach the team members about different styles of working together and conflict resolution skills.
Every team goes through a series of developmental stages as they set out to accomplish a particular task. Working in a team needs good planning and a lot of preparation in order to successfully accomplish a particular project or task . As a team leader, it is very important to prepare the team to work together before they embark on a particular task. The first thing I will do is to train the team members on the importance of teamwork and how to work together as a group. I will start by explaining the task ahead of them and make it clear to each team member that they are expected to work together to successfully finish the task. I will design and put in place activities that will help them to get to know each other so that they can learn to accommodate each other before they start working. I will build trust and good relationship among the team members by organizing in-person meetings and activities which will bring the members together and warm up their relationships. I will coach the team members about the various work styles that applies to team work and how resolve any conflicts that may arise in the course of work so as to prepare them to work and face any challenge together as a team (Maginn, 2004).
2
Training and development activities that build trust and productivity
Encourage open communication among the team members.
Hold trust building exercises to enhance team spirit.
Ensure the team has a shared goal and commitment.
Encourage regular interaction among the members.
Institute training programs to build competence of the members.
Trust is a driving force for the cooperation of members of any given team and therefore building trust between the team members is the first step to ensuring good performance the team. In order to ensure there is trust among the team members, I will encourage them to communicate openly and be willing to share ideas and information amongst themselves so that they can empower each other to work together as a team. I will hold trust building exercises to enhance team spirit which is a very important ingredient for the good performance of a team. I will make sure that every team member shares the common goal of the team and establish total commitment towards achievement of the goal. I will ensure that everybody in the team understands what is expected of them and what needs to be done at both team and personal levels. I will also encourage regular interaction between the members which will encourage them to share their experiences and have respect fo ...
The document provides an overview of team building and effective teamwork. It discusses the importance of teams, different types of teams, stages of team building including forming, storming, norming and performing. Key aspects covered include defining roles and responsibilities, effective communication, handling conflicts, motivating team members. The document emphasizes the importance of commitment to shared goals, good relationships, leadership and establishing processes and protocols for a successful team.
This document provides tips for developing leadership qualities and dealing with teams and individuals. It discusses that leadership is about focusing on results rather than activities, being available to your team to develop trust, and cultivating an atmosphere where people feel comfortable sharing disagreements. When dealing with teams, leaders should set clear standards, provide encouragement and guidance to members, evaluate the team's performance, and clarify any ambiguities. When dealing with individuals, leaders should understand each person's skills and knowledge, acknowledge contributions publicly, listen to all ideas but encourage feasible ones, and ensure best efforts and team participation from all.
UTB Chapter 5 Importance of Collaboration.pptZeitiHamid
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Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
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This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
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Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
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it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
2. Abstract
In this presentation we identify all of the various roles and responsibilities in a game development
studio. We also show how these roles fit in the organization through various charts of the various
departments as well as the organization as a whole. It is identified what our studio values are
through the use of value, purpose, mission, and vision statements. We also incorporated the
various leadership types and traits that we each have displayed and developed during our time as
a team and leaders. Furthermore, we identify the specific responsibilities that we each fulfilled
and how this course has improved our leadership skills and techniques.
3. Value Statement
As a team we all value the respect for our teammates. Each
team member should show commitment and have good work
ethics. A successful team communicates with each other to
achieve company goals.
4. Our purpose is to use our passion for creating extraordinary
experiences for gamers through the continued quality of our games
to develop an experience that is both enjoyable and memorable.
Purpose Statement
5. Our teams mission is to collaborate to provide high quality
games for our customers and work together to achieve the
company's goals and our own personal goals.
Mission Statement
6. Our vision is to make fun and playable games for gamers to
enjoy. We want to break technical expectations so our company
can survive in the game industry and be a success. We also want
to implement new features, creative design, and challenging
levels.
Vision Statement
7. What leadership types and traits have you seen
exhibited by each team member since you started
working as a team?
8. Tylor:
● Mitch: Mitch show excellent leadership skills when it came to communicating with the team
and setting up team meetings. During meetings he collaborated with his team and made sure
everyone was satisfied with the work before agree it was complete.
● Chris: Chris exhibits the participative style leadership. Before a final decision is made
Chris ensures that every team member agrees with the decision by getting everyone involved
with the discussion. He focuses on every teammates participation in the discussions and
values their honest input.
● Xavier: At times when he was present, Xavier was not afraid to speak his mind or ask
questions. He gets involved and shows his commitment by completing assignments and
discussions to best of his ability and on time.
9. Mitch:
● Tylor: Tylor exhibits the visionary style of leadership. He always keeps the team on pace
and on track. He does this by making sure we communicate effectively and understand why
we are here in the first place.
● Chris: I believe that Chris has a participative style of leadership. He always a part of the
discussions and always gets us involved by asking questions and making sure everyone is on
the same page.
● Xavier: I am unsure of Xavier’s leadership traits. He was only available for week one and
two. During that time he was quiet and seemed shy. He did get involved but only to ask
questions.
10. Chris:
● Tylor: I have noticed that Tylor exhibits the visionary style of leadership. This is exhibited
by his ability to make effective decisions regarding confusing situations and make quick
effective decisions that leads the team on a more concrete path to reach our goal.
● Mitchell: Mitch has displayed the participative style of leadership. He displays this because
he is very involved with the projects and actively seeks solutions as well as any potential
problems that the team may come across.
● Xavier: Unsure. Has not lead yet.
11. Xavier (absent weeks 3 & 4):
● Mitchell: Unsure (Has not led yet)
● Tylor: Tylor shows a participative leadership type and often voices comments and concerns
that are integral to team-wide success. He leaves no base uncovered, which only increases
his utility to a team from a managerial point of view. Under his guidance, employees would
feel welcomed to act as a team, proposing a myriad of ideas from different perspectives to
influence the completion of the project.
● Christopher: Showing a coaching leadership type, Christopher involves himself in the
team’s integral decisions and is a major proposer for the team’s general direction. He does
his part, even whilst not the leader and is determined to be efficient and effective. With his
work ethic being based around overall involvement, he could keep a staff motivated
throughout the duration of a project.
13. Tylor:
● Mitchell contributes his time and knowledge to make sure the teams assignments are
complete will all the necessary components. He is not afraid to ask or answer questions. He
shows respect for the other teammates and their opinions.
● Chris goes above and beyond to set up and remind everyone of team meetings. He brings a
positive attitude and creative mind to the table. He embraces the team and their opinions
with respect and finds a way to make everyone laugh and have a fun productive time.
● Xavier demonstrates his knowledge by asking and answer questions. He shows dedication
and hard work by submitting exceptional work early. During team meetings he is alive and
speaks his mind.
14. Mitch:
● Tylor is a well outspoken man who is honest and holds integrity. He communicates within the team
very well and is always up for solving problems that the team might be stuck with. He displays good
leadership by trying to get everyone together to discuss our work assignments. He also keeps the team
on schedule so we don’t miss to turn in anything.
● Chris is very charismatic and easy going. This allows him to communicate excellently with the team
and he always makes sure we all understand what needs to be done each week. He reminds us about the
assignments and our team goals so we can reach them as a team.
● Xavier brings constructive criticism to the team, which is good because it forces us to think outside the
box and allows us to brainstorm ideas. He is also confident in what he contributes to the team, making
the discussions flow smoother and being more productive.
15. Chris:
● Tylor has exhibited prompt response to completion of tasks for the team. He also displays active participation during team
meetings to help the team find direction with unclear instruction whether he is the team leader or not. This allows the team to
overcome obstacles that seem to be a struggle for the rest of the team to overcome.
● Mitchell has displayed active participation with all aspect of the team meetings and has also displayed integrity in that he is able
to asks questions on topics that might not seem confusing to other team members. This allows us as a team to cover multiple
aspects of a problem to come to multiple solutions. He then values the inputs from the other team members and displays
humility so that we may come to the best solution regardless if it is inline with his own or not. He also displays a high sense of
pride with his contributions by producing his best work and overall best efforts towards our goals as a team.
● Xavier displays a very through and in-depth appreciation for the goals of the team by contributing very extensive work that
pertains to the tasks. He also shows integrity by ensuring that even if he is unable to attend a team meeting he informs us as well
as provides us with his portion of the work so that we can incorporate into the team's project so that we are capable of meeting
our goals. He also exhibits honesty when communicating with each team member in that if he has any issues or concerns he
communicates with the team to resolve any issues he is having that he has trouble or is unable to solve on his own.
16. Xavier (absent for weeks 3 & 4):
● Mitchell displays honest, straightforward ethical traits. His quiet and reserved mannerisms
make him approachable when seeking clarity for an assignment. When he is approached, he
is an amiable and dependable individual that understands the goal of the team.
● Tylor is an empathic, respectful and respectable individual that fosters positive relations
throughout each individual on the team. Inviting and trustworthy, Tylor isn’t above
communicating his concerns, inquiries and ideas to the team to make sure we are all on the
same page and working in unison towards a common goal.
● Christopher values team-wide apprehension and communication. He does his best to
communicate his viewpoints on the shadier points of an assignment and opens himself up
for inquiry from his entire team. Humble and dutiful, he doesn’t consider himself over the
team, but he does understand his own importance to the team.
17. Without necessarily specifying names, are all team members fulfilling
their delegated and/or agreed upon responsibilities?
All team members have done or completed their responsibilities as of week 3. As a team
we respect each other and our opinions. We have maintained a conflict free environment
and perform as professionals would.
18. What specific responsibilities were completed?
Every team member has completed individual tasks on time so the whole team can
collaborate before submission. Chris recorded the weekly meetings and took note for
topics discussed, Mitch started developing our presentation to begin organizing the
project, Tylor aided with research on specific issues that were not previously known,
Xavier has provided in-depth research into any task that he is assigned and has
provided it to the team.
19. In light of your Team Leadership Agreement and combined Professional
Statements, was/is there an alignment between what your team
members said they believed; what they said they would do; and what
they actually did? Elaborate.
Both the Team Leadership Agreement and our Professional Statements go hand in
hand. As a team we’ve executed our values. Each teammate commits 100% if their work
ethics during team meetings and assignments. The team is not satisfied unless all task
and goals are completed to the best of our abilities.
20. What changes occurred from your original Team Leadership Project
plan? Were any of Kotter’s steps used or could have been used to lead
that change? How was the change led?
In our plan we stated that we will establish a positive foundation as a team and provide valuable rapport and
support for each other. Our original plan was to add information to our team project charter and incorporate it into
each week. We made the change to fill out a new project charter for each week instead of just adding data to an
existing one that pertains to a previous week’s tasks that have no bearing on the current week’s tasks. Our goal is
to further our knowledge and growth as leaders and we as a team believe we have done that. Those that have not
lead yet have gained an insight on how to be a good leader. Out of Kotter’s steps we as a team decided that we
have used step six to lead change. Steps four and eight were also involved with this decision we made as team to
communicating the vision and institutionalize the change. We collaborated as a team to accomplish weekly tasks
on an early basis so we can spend more time revising and improving our work.
21. What positive and negative effects did leadership have on your team?
Positive - This experience has lead our team to further develop our communication skills, to be more confidence,
and has inspired us to become better leaders both in the classroom as well as in our own personal and
professional lives. We have grown to respect our team members unique viewpoints and solve conflicts in a
professional manner with honesty and collaboration.
Negative - For the most part our team did not suffer from any negative effects. Any issues that arose we were
able to conclude in a timely, professional, and efficient manner. Any areas that we lacked on we were able to
come together as a team to accomplish the task or goal.
22. How can communication be improved?
Communication could have been improved if all members had provided multiple means of contact ex. phone
number as well as email and Skype IDs. Other than that communication was not an issue.
23. Were teammates accountable to each other, especially to the rotating
leader?
Most of our team has been able to be held accountable for any issues they had. We did have an issue with a
teammate not staying in contact with the team in terms of communication or accountability during team meetings.
We made contact with the instructor for further investigation into any issues and any further actions that are
required. Teammates showed respect for others and the leader as well as their opinions. Each rotating leader
fulfilled their responsibilities and helped maintain positive morale throughout the team.
24. Based on your personal leadership development goals for Assignment 1
and the Team Leadership Evaluation form, has there been any growth
or positive changes between the leader that you were before and the
leader that you are now? Elaborate.
Tylor - I wouldn’t consider myself a leader “before.” Before this course I had no leadership skills (that I knew of). I can say that there has been a
growth and positive change between the leader I was and leader I am now. I feel more confident communicating with others instead of trying to
complete assignments alone, I collaborated with my team to find a less stressful and easier way to complete assignments. With a strong base of
leadership skills and experience the only way from here is up. Pursuing advanced leadership positions and developing my leadership abilities will
pave the way to success for me, my team, and the company.
Mitch - Yes, I believe there was some growth in my leadership skills. As a leader, I thought I portrayed great communicating and delegating skills.
I had confidence in every decision the team, and I, made throughout the month. I improved my self-monitoring skills through each week by finding
time to do the assignments between work and family obligations.
Chris - I believe that there has been improvement. I was able to improve my skills as a charismatic and situational leader. During our team project
as well as my civilian job and military career I have learned and began to implement more subtle ways to insist that the job gets accomplished,
without my followers feeling like I am being “bossy”. This means being more polite about my requests, provide brief explanations about the task
and goals when able. As a situational leader I have improved by paying closer attention to the people that follow me and I am now more able to
identify this and by remembering these cues and details I am now better able to change my style to help better promote their own development.
25. Studio Manager
(Tylor)
Music Producer
(Chris)
Lead
Producer
(Xavier)
Producer
(Mitchell)
Production Department
Studio Director - As Design Director I will create a Google Drive
folder/Google Doc file and share it with all the teammates and finalize any
decisions the other designers have. Compile a map for projects,
organizes files and charts, conduct project review and analysis.
Lead Producer - As Lead Producer, my duty is to lead the multimedia
project from start to finish, especially day-to-day management of the
process. I am to determine the steepness and scope of the multimedia
project and plan accordingly, as well as ensure that upon completion, the
project is of the highest-grade possible. I plan workflow parameters,
budgets, and the go-between for the employing client and the
organization I am leading.
Producer - As producer for week 3, I will be responsible for gather the
team in creative conversations about the assignments. I will also be
responsible for managing the production schedule, the budget, the
development team, any outsourcing parties, and also work with the QA
team along with the media and any PR.
Music Producer - In the role of music producer, it is my responsibility to
ensure that the weekly meeting are record the weekly meetings and
upload them for later review. I will also take notes on the topics discussed
as well as document all other pertinent data such as time, attendees, etc.
26. Creative
Director
(Chris)
Character
Designer
(Tylor)
Level Designer
(Mitch)
Lead
Designer
(Xavier)
Design Department
Creative Director - Lead scribe. Responsible for recording weekly meetings and
documenting notes on topics covered. Manage and mentor the design team.
Ensuring all aspects of the game fit in with the overall vision of the project. Hold
weekly team meetings. Meet with game publishers. Monitor the production of art
assets, level design, animation, and background music. Conduct design reviews
and post-mortems about the game.
Lead Designer - As Lead Designer, my responsibility is to orchestrate the
overall conceptualization of a media project. I create task documents detailing
the exact steps of the processes needed to finalize a project, as well as pass
verbal command to varying departments of design. The concepts I manifest must
be construed in such a way that they fit the client’s desires to produce a
multimedia design project for a varying clientele.I must possess an imagination
and mindset capable of meticulously studying the world surrounding me. I must
be able to evolve task documents and verbal commands into multimedia.
Level Designer - As level designer, I will be responsible creating complexed
levels. Each level should have it’s own unique feel to it so the players won’t get
bored playing each level. The levels will incorporate different environments,
objects, and settings.
Character Designer - As a character designer my responsibility is to create
unique characters for the game. Players should build personal bonds with the
characters and this can be achieved by bringing them to life and giving them
emotions.
27. Lead
Programmer
(Mitch)
Game
Programmer
(Chris)
AI
Programmer
(Tylor)
Tools
Programmer
(Xavier)
Programming Department
Lead Programmer - As Lead Programmer, it’s my duty to oversee the
programmer team. I am also responsible for the technical specification
of the game and the overall code development process: includes AI,
game engine development, user interface, tools development, and
physics. I also have to make sure everything is happening effectively
and on time.
Game Programmer - Lead scribe. Responsible for recording weekly
meetings and documenting notes on topics covered. Develop and
implement code for the game, ensure that the code operates in
accordance with the design team’s vision, identify and correct any
issues with the code that appear in the game, modify the game engine
to ensure the game functions properly and efficiently.
AI Programmer - As the AI Programmer my job is to code non-playable
characters to give them choices, actions and emotions. If I have any
questions or concerns I will report to the Lead Programmer for
clarification.
Tools Programmer - As the tools programmer it is my job to
create/write the tools that gives a game its behavior. Some tools consist
of Photoshop or 3D softwares. I also communicate directly to the artists
and designers to ensure that tools are functioning properly.
28. Art
Director
(Tylor)
Character
Artist
(Mitch)
Concept
Artist
(Chris)
Animation
Artist
(Xavier)
Aesthetic Department
Art Director - My job as Art Director is to ensure our
game’s art and concepts are brought to life and are of
high quality designs. I will communicate the company's
vision and support my team.
Character Artist - As Character artist, my duties
began with 2D illustrations. Then create a 3D
computer model, adding textures, colors, shading, and
definition on the game characters.
Concept Artist - As a concept artist my job is to
create sketches and artistic pieces for the various
elements of the game such as levels, clothing, items,
character features, etc. as a basis for the team to
identify that overall vision and make adjustments
before finalizing on a design.
Animation Artist - My job is to create animations for
the game’s characters, objects, and cut scenes. I will
report to the Art Director to ensure my work is of high
quality and meets the games requirements.
29. Phoenix Avengers Inc.
Concept
Artist
Studio Manager
Programming Director
Creative
Director Art Director
Lead Producer
Producer
Music Producer
Lead Designer
Level
Designer
Character
Designer
Game
Programmer
AI
Programmer
Tools
Programmer
Character
Artist
Animation
Artist