This document discusses how to build effective teams to achieve organizational goals. It begins by defining the key differences between teams and groups, noting that teams require mutual accountability among members working toward a common goal. Several factors for setting up successful teams are outlined, including clearly defining roles, resources, boundaries, and selecting members with the right expertise, abilities, and personal attributes. The importance of leadership styles that are both transformational and participative is discussed. While teams often achieve goals, they do not always succeed, and reasons for team failure are examined. The document aims to provide guidance for organizations on assembling high-performing teams.
Effective Leadership - Lori Floer RedactedLori Floer
The document discusses techniques for leaders to nourish a positive work environment. It identifies three key techniques: building cohesiveness, promoting excellence, and working with out-groups. Building cohesiveness creates a sense of unity and allows for open feedback. Promoting excellence involves setting clear expectations and providing frequent, specific feedback. Working with out-groups requires listening without judgment, showing empathy, recognizing contributions, and empowering out-group members to have equal involvement in planning and decisions. The presentation of these techniques was intended to benefit a specific executive team by providing leadership strategies not included in their formal training.
This document discusses the roles and skills of managers and leaders. It defines a manager as someone who coordinates and oversees the work of others to accomplish organizational goals. Managers can be classified as first-line, middle, or top managers. The key functions of management are planning, organizing, leading, and controlling. Henry Mintzberg identified 10 common managerial roles grouped into interpersonal, informational, and decisional categories. Leadership is defined as influencing a group towards achieving a goal. The document contrasts managers, who maintain the status quo, with leaders, who challenge it and do the right thing. Qualities of good leaders include a positive focus, continuous learning, strong self-esteem, and avoiding negative influences.
The document provides an overview of a training course titled "Effective People Management". The summary is:
1) The course aims to help managers build strong relationships with direct reports and confidently perform people management responsibilities.
2) Key topics include the critical role of managers, communication skills, leadership styles, motivation, and delegation.
3) Participants will apply the skills through exploring real employee situations and receiving coaching from others in trios.
This document discusses onboarding as an important aspect that affects newly hired employees and organizations. It describes how onboarding goes beyond orientation to help new hires adjust to their new workplace. Technology has played a huge role in improving onboarding over the past ten years, allowing for virtual onboarding of remote employees. The author discusses their experience utilizing technology like video conferencing for onboarding remote workers. Strong communication and interpersonal skills of onboarding leaders are important for laying the foundation for a successful onboarding experience. Researching best practices can help organizations modify their onboarding approaches.
The document discusses issues with human resources in Indonesia and proposes an integrated approach to solving them. It summarizes that:
1. Indonesian HR professionals often lack confidence, communication skills, and self-driven learning according to some respondents.
2. HR must be treated as a strategic function rather than just administrative. There are also issues with leadership, culture, systems and practices.
3. Performance is determined by an employee's capacity, commitment, and applied knowledge and skills. All elements must be at least 100% for full performance.
4. An integrated approach is needed that addresses the organization structure, managerial systems and practices, compensation, and people development to solve HR issues comprehensively.
This document discusses team building and how to effectively build productive work teams. It provides characteristics of productive teams and outlines steps for the team building process. Some key points:
- Productive teams have common goals, clear roles and responsibilities, high morale, productivity, trust and cooperation between members.
- Before conducting team building, assess if the circumstances are right by determining if teamwork is needed, the problems can be addressed through team building, and management/members are committed.
- The team building process involves introducing the concept to the team, gathering preliminary data on issues, conducting activities focused on goals, roles, relationships, processes etc. and evaluating results.
- Team building activities are designed to improve goal
Effective Leadership - Lori Floer RedactedLori Floer
The document discusses techniques for leaders to nourish a positive work environment. It identifies three key techniques: building cohesiveness, promoting excellence, and working with out-groups. Building cohesiveness creates a sense of unity and allows for open feedback. Promoting excellence involves setting clear expectations and providing frequent, specific feedback. Working with out-groups requires listening without judgment, showing empathy, recognizing contributions, and empowering out-group members to have equal involvement in planning and decisions. The presentation of these techniques was intended to benefit a specific executive team by providing leadership strategies not included in their formal training.
This document discusses the roles and skills of managers and leaders. It defines a manager as someone who coordinates and oversees the work of others to accomplish organizational goals. Managers can be classified as first-line, middle, or top managers. The key functions of management are planning, organizing, leading, and controlling. Henry Mintzberg identified 10 common managerial roles grouped into interpersonal, informational, and decisional categories. Leadership is defined as influencing a group towards achieving a goal. The document contrasts managers, who maintain the status quo, with leaders, who challenge it and do the right thing. Qualities of good leaders include a positive focus, continuous learning, strong self-esteem, and avoiding negative influences.
The document provides an overview of a training course titled "Effective People Management". The summary is:
1) The course aims to help managers build strong relationships with direct reports and confidently perform people management responsibilities.
2) Key topics include the critical role of managers, communication skills, leadership styles, motivation, and delegation.
3) Participants will apply the skills through exploring real employee situations and receiving coaching from others in trios.
This document discusses onboarding as an important aspect that affects newly hired employees and organizations. It describes how onboarding goes beyond orientation to help new hires adjust to their new workplace. Technology has played a huge role in improving onboarding over the past ten years, allowing for virtual onboarding of remote employees. The author discusses their experience utilizing technology like video conferencing for onboarding remote workers. Strong communication and interpersonal skills of onboarding leaders are important for laying the foundation for a successful onboarding experience. Researching best practices can help organizations modify their onboarding approaches.
The document discusses issues with human resources in Indonesia and proposes an integrated approach to solving them. It summarizes that:
1. Indonesian HR professionals often lack confidence, communication skills, and self-driven learning according to some respondents.
2. HR must be treated as a strategic function rather than just administrative. There are also issues with leadership, culture, systems and practices.
3. Performance is determined by an employee's capacity, commitment, and applied knowledge and skills. All elements must be at least 100% for full performance.
4. An integrated approach is needed that addresses the organization structure, managerial systems and practices, compensation, and people development to solve HR issues comprehensively.
This document discusses team building and how to effectively build productive work teams. It provides characteristics of productive teams and outlines steps for the team building process. Some key points:
- Productive teams have common goals, clear roles and responsibilities, high morale, productivity, trust and cooperation between members.
- Before conducting team building, assess if the circumstances are right by determining if teamwork is needed, the problems can be addressed through team building, and management/members are committed.
- The team building process involves introducing the concept to the team, gathering preliminary data on issues, conducting activities focused on goals, roles, relationships, processes etc. and evaluating results.
- Team building activities are designed to improve goal
Team- Teams normally have members with complementary skills and generate synergy through a coordinated effort which allows each member to maximize their strengths and minimize their weaknesses.
Group does not necessarily constitute a team. A team comprises a group of people linked in a common purpose. Human teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks. Groups develop into teams in four stages. The four stages are: dependency and inclusion, counter dependency and fighting, trust and structure, and work.
Tuckman’s Model
1st Stage- In the first stage, group development is characterized by members' dependency on the designated leader (Identical to 'Forming' in Tuckman's model).
2nd Stage- In the second stage, the group seeks to free itself from its dependence on the leader and groups have conflicts about goals and procedures (Identical to 'Storming' in Tuckman's model).
3rd Stage- In the third stage, the group manages to work through the conflicts (Identical to 'Norming' in Tuckman's model).
4th Stage- In the last stage, groups focus on team productivity (Identical to 'Performing' in Tuckman's model).
“Bridge between organization-level strategy and staffing decisions". Team structure is an essential element in establishing guidance for team composition. It is helpful to consider the desired composition of the team when deciding which type of structure will be used to unite team members.
Functional structure
Functional structure is present when members within a team are organized around performing similar tasks.
Divisional structure
Divisional structure is present when members within a team are organized based on the similar organizational area (i.e. working on the same, specific product) in which they have responsibility.
Leadership structure
Teams generally have a leader. Leadership within a team has been shown to impact the outcome of team processes such as team member selection. A standard leadership structure for teams involves a hierarchical leadership structure where there are leaders and subordinates.
This document provides an overview of team building and effective teamwork. It discusses the importance of teamwork in organizations and key principles of team building, including having a clear vision and goals, establishing trust among team members, and ensuring commitment to the team's purpose. The document also outlines factors that can strengthen or weaken teams, such as communication, leadership, and clarity of purpose. It provides guidance on assessing team effectiveness and addressing issues that can lead to poor performance.
This document provides an overview of leading and motivating others. It discusses the differences between managing and leading, and outlines various leadership styles and skills. Some key points include:
- Leading involves setting a vision and direction, while managing focuses on planning, organizing, and controlling.
- Effective leaders adapt their style to situations and communicate well to align people.
- Emotional intelligence, including self-awareness, self-regulation, and social skills, is important for leaders.
- Different leadership styles like authoritative, democratic, and coaching are more effective depending on the situation.
Unlocking the collective wisdom of the executive team is a major step toward competitive advantage. When communication, collaboration and creativity are given room to breathe, the impact on both workplace behavior and strategic outcomes produces measurable profitability.
Tapping into this collective wisdom remains a challenge for many organizations. Alignment is not automatic and needs to be cultivated. Instilling collaboration within the executive team by driving deep understanding of each individual team member fosters reassurance that executives can rely upon each to engage mutual accountability.
Mgmt 591 final guide leadership & organization behavior kellerlaynepettus
Manager 1 at Faxco believes the company makes poor quality products compared to competitors and that manufacturing cuts corners. Employees are unhappy about this and the idea that their work creates "junky products". Manager 2 at Neff is upset with marketing for reporting that a technician was rude. Susan and Bob at Neff constantly argue about Project X at lunch, despite managers sending emails to resolve the issue. Manager 4 has them list disagreements to resolve the conflict.
Teamwork skills are important for optimal team functioning. There are task-oriented skills related to expertise, problem-solving, organization and communication. Atmosphere-oriented skills promote a positive team environment and include active listening, assertiveness, tact, balancing work and relaxation, and conflict resolution. Effective teams have varied compositions of members with different skills.
Mgmt 591 entire course leadership and organization behavior kellerlaynepettus
This document provides an overview and purchasing information for an entire online course titled "MGMT 591 Entire Course Leadership and Organization Behavior Keller" from DeVry University. The course materials include several case studies, assignments, and assessments covering topics like building coalitions, resolving group project issues, leadership styles, organizational culture analysis, and leading organizational change. It provides summaries and instructions for several of the assignments, including analyzing a nonprofit and school partnership case study, addressing a "forgotten group member," and assessing differences between a company's preferred and ideal cultures.
This document discusses managing people in organizations and software development projects. It covers selecting and motivating staff, managing groups, and creating an environment where people can work effectively. Key topics include selecting staff based on skills and personality fit, motivating individuals through interaction, recognition and growth opportunities, and fostering cohesive and communicative work groups with supportive leadership and workspace organization. The People Capability Maturity Model is introduced as a framework to systematically improve an organization's people management capabilities.
This document discusses managing people in the context of software engineering projects. It covers selecting and motivating staff, managing groups through factors like composition, cohesiveness and communication, and introducing the People Capability Maturity Model (P-CMM) as a framework for developing workforce capabilities. Key topics include selecting staff based on skills and personality fit, balancing individual and social motivations, developing cohesive teams, and using informal or hierarchical group structures depending on project size.
You Can Still Get More Scene Templates & Backgroud Videos... Without Signing Up For Subscription
Get Discounted Access To Additional Scene Templates & Backgroud Videos With One Off Investment
The Top 9 Leadership Behaviors That Drive Employee Commitmenttconsolini
The document summarizes research on the top 9 leadership behaviors that drive employee commitment. The research found that improving a manager's effectiveness in any of the 9 behaviors positively impacts employee satisfaction, but some have a greater effect. The top 9 behaviors are: inspiring others, driving for results, strategic perspective, collaboration, walking the talk, trust, developing and supporting others, building relationships, and courage. Leaders with strengths in multiple behaviors had employees with the highest levels of satisfaction and commitment. The document recommends leaders identify areas to improve by addressing weaknesses or building profound strengths in one of the top behaviors.
This document discusses team cohesion and the role of leadership in developing a cohesive team. It defines team cohesion as the attraction to the team and the forces that compel members to remain part of the team. A cohesive team is important for effectiveness. The document also outlines the stages of team development (forming, storming, norming, performing) and factors that affect cohesion like culture, control variables and culture gaps. It provides recommendations for a scenario involving 8 software developers, such as developing shared purpose, mutual respect, accountability and feedback to build motivation and cohesion with new and existing members.
1) The document provides definitions and literature on teamwork, discussing how effective teamwork requires common goals, complementary skills, mutual accountability and more.
2) It discusses theories of teamwork and outlines six common misperceptions, such as thinking smooth interactions are best and that face-to-face communication is outdated.
3) The document also reviews principles for effective virtual teamwork, such as getting teams together initially, clear communication guidelines, selecting the best technologies and establishing regular meetings.
How to Help Leaders Succeed: A Guide to Successful Executive Career TransitionsKip Michael Kelly
This white paper provides HR and talent management professionals six simple steps they can take with newly hired executives to ensure successful transitions into their roles and organizational cultures. These steps are cost affordable and can be scaled to any size organization. With today’s leaner organizations, it is more important than ever to reduce the break-even point—the point at which new leaders have contributed as much value to their organizations as they have consumed from it—from six to three months (Watkins, 2003). Throughout this white paper are examples of organizations that have recognized this need and have developed programs that provide guidance to their executives to ensure successful career transitions.
The document discusses applying the Rocket Model to virtual teams. It recommends that virtual team leaders: 1) hold an initial face-to-face meeting to set expectations; 2) be patient as virtual teams take longer to develop norms and cohesion; and 3) address unique issues such as clarifying context, roles, and accountability to build an effective virtual team. The Rocket Model provides guidance on team development, and its exercises can be adapted to diagnose and improve virtual team performance.
Driving Workplace Performance Through High-Quality Conversations. What leader...Meghan Daily
Conversations are the lifeblood of leadership. When leaders are adept at conversations they do much more than communicate effectively—they drive stronger business results.
This report:
Defines the Interaction EssentialsSM and show how leaders build relationship capital through their use.
Draws on real assessment analytics across thousands of leaders to deliver a report card on how leaders are doing when it comes building relationship capital.
Provides recommendations on what leaders can do to build the value of their relationship capital.
The document discusses executive coaching as an effective tool for developing project managers. It defines executive coaching as an experiential and individualized development process that helps executives achieve goals aligned with organizational objectives. For project managers, executive coaching can help with transitions, developing high-potential skills, addressing derailing behaviors, and enhancing team interactions. Coaching sessions typically occur every 2-4 weeks over 9-18 months. Coaching benefits both new and experienced project managers by facilitating unlearning of old habits, developing metacognitive skills, and maintaining work-life balance.
This document discusses strategic leadership and provides guidance on developing strategic leadership skills. It covers key areas such as vision, strategic thinking and planning, operational responsibilities, organizational fitness, morale, partnerships, and leading by example. The document emphasizes effective communication, building trust, and setting a good example as important leadership principles.
This document provides guidelines for conducting effective performance reviews. It discusses the importance of preparation for both managers and employees. Managers are advised to review assessments and collect feedback before meetings. Employees should consider goals and achievements. The discussion should focus on objectives, development, and feedback. Both parties should have an open and collaborative dialogue. Providing specific, balanced feedback and setting development goals are keys to a productive review.
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.
This document discusses effective business teams and team leadership. It explains that lean organizations are successful because they have productive teamwork. An effective team focuses on common goals, shares roles and responsibilities, and produces collective work. The roles of team leaders include establishing a vision, coordinating tasks, and motivating members. Good leadership involves different styles like consultative and participative approaches. The session aims to help participants understand team dynamics and the distinct roles of leaders and members.
By the end of todays session student will able to;
Define and Differentiate group & team
Explain roll of team member
Discuss on the advantages of working in teams
Discuss the characteristics of effective team player and team
Explain the stages in team development life cycle
Evaluate and analyze managerial action
Team- Teams normally have members with complementary skills and generate synergy through a coordinated effort which allows each member to maximize their strengths and minimize their weaknesses.
Group does not necessarily constitute a team. A team comprises a group of people linked in a common purpose. Human teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks. Groups develop into teams in four stages. The four stages are: dependency and inclusion, counter dependency and fighting, trust and structure, and work.
Tuckman’s Model
1st Stage- In the first stage, group development is characterized by members' dependency on the designated leader (Identical to 'Forming' in Tuckman's model).
2nd Stage- In the second stage, the group seeks to free itself from its dependence on the leader and groups have conflicts about goals and procedures (Identical to 'Storming' in Tuckman's model).
3rd Stage- In the third stage, the group manages to work through the conflicts (Identical to 'Norming' in Tuckman's model).
4th Stage- In the last stage, groups focus on team productivity (Identical to 'Performing' in Tuckman's model).
“Bridge between organization-level strategy and staffing decisions". Team structure is an essential element in establishing guidance for team composition. It is helpful to consider the desired composition of the team when deciding which type of structure will be used to unite team members.
Functional structure
Functional structure is present when members within a team are organized around performing similar tasks.
Divisional structure
Divisional structure is present when members within a team are organized based on the similar organizational area (i.e. working on the same, specific product) in which they have responsibility.
Leadership structure
Teams generally have a leader. Leadership within a team has been shown to impact the outcome of team processes such as team member selection. A standard leadership structure for teams involves a hierarchical leadership structure where there are leaders and subordinates.
This document provides an overview of team building and effective teamwork. It discusses the importance of teamwork in organizations and key principles of team building, including having a clear vision and goals, establishing trust among team members, and ensuring commitment to the team's purpose. The document also outlines factors that can strengthen or weaken teams, such as communication, leadership, and clarity of purpose. It provides guidance on assessing team effectiveness and addressing issues that can lead to poor performance.
This document provides an overview of leading and motivating others. It discusses the differences between managing and leading, and outlines various leadership styles and skills. Some key points include:
- Leading involves setting a vision and direction, while managing focuses on planning, organizing, and controlling.
- Effective leaders adapt their style to situations and communicate well to align people.
- Emotional intelligence, including self-awareness, self-regulation, and social skills, is important for leaders.
- Different leadership styles like authoritative, democratic, and coaching are more effective depending on the situation.
Unlocking the collective wisdom of the executive team is a major step toward competitive advantage. When communication, collaboration and creativity are given room to breathe, the impact on both workplace behavior and strategic outcomes produces measurable profitability.
Tapping into this collective wisdom remains a challenge for many organizations. Alignment is not automatic and needs to be cultivated. Instilling collaboration within the executive team by driving deep understanding of each individual team member fosters reassurance that executives can rely upon each to engage mutual accountability.
Mgmt 591 final guide leadership & organization behavior kellerlaynepettus
Manager 1 at Faxco believes the company makes poor quality products compared to competitors and that manufacturing cuts corners. Employees are unhappy about this and the idea that their work creates "junky products". Manager 2 at Neff is upset with marketing for reporting that a technician was rude. Susan and Bob at Neff constantly argue about Project X at lunch, despite managers sending emails to resolve the issue. Manager 4 has them list disagreements to resolve the conflict.
Teamwork skills are important for optimal team functioning. There are task-oriented skills related to expertise, problem-solving, organization and communication. Atmosphere-oriented skills promote a positive team environment and include active listening, assertiveness, tact, balancing work and relaxation, and conflict resolution. Effective teams have varied compositions of members with different skills.
Mgmt 591 entire course leadership and organization behavior kellerlaynepettus
This document provides an overview and purchasing information for an entire online course titled "MGMT 591 Entire Course Leadership and Organization Behavior Keller" from DeVry University. The course materials include several case studies, assignments, and assessments covering topics like building coalitions, resolving group project issues, leadership styles, organizational culture analysis, and leading organizational change. It provides summaries and instructions for several of the assignments, including analyzing a nonprofit and school partnership case study, addressing a "forgotten group member," and assessing differences between a company's preferred and ideal cultures.
This document discusses managing people in organizations and software development projects. It covers selecting and motivating staff, managing groups, and creating an environment where people can work effectively. Key topics include selecting staff based on skills and personality fit, motivating individuals through interaction, recognition and growth opportunities, and fostering cohesive and communicative work groups with supportive leadership and workspace organization. The People Capability Maturity Model is introduced as a framework to systematically improve an organization's people management capabilities.
This document discusses managing people in the context of software engineering projects. It covers selecting and motivating staff, managing groups through factors like composition, cohesiveness and communication, and introducing the People Capability Maturity Model (P-CMM) as a framework for developing workforce capabilities. Key topics include selecting staff based on skills and personality fit, balancing individual and social motivations, developing cohesive teams, and using informal or hierarchical group structures depending on project size.
You Can Still Get More Scene Templates & Backgroud Videos... Without Signing Up For Subscription
Get Discounted Access To Additional Scene Templates & Backgroud Videos With One Off Investment
The Top 9 Leadership Behaviors That Drive Employee Commitmenttconsolini
The document summarizes research on the top 9 leadership behaviors that drive employee commitment. The research found that improving a manager's effectiveness in any of the 9 behaviors positively impacts employee satisfaction, but some have a greater effect. The top 9 behaviors are: inspiring others, driving for results, strategic perspective, collaboration, walking the talk, trust, developing and supporting others, building relationships, and courage. Leaders with strengths in multiple behaviors had employees with the highest levels of satisfaction and commitment. The document recommends leaders identify areas to improve by addressing weaknesses or building profound strengths in one of the top behaviors.
This document discusses team cohesion and the role of leadership in developing a cohesive team. It defines team cohesion as the attraction to the team and the forces that compel members to remain part of the team. A cohesive team is important for effectiveness. The document also outlines the stages of team development (forming, storming, norming, performing) and factors that affect cohesion like culture, control variables and culture gaps. It provides recommendations for a scenario involving 8 software developers, such as developing shared purpose, mutual respect, accountability and feedback to build motivation and cohesion with new and existing members.
1) The document provides definitions and literature on teamwork, discussing how effective teamwork requires common goals, complementary skills, mutual accountability and more.
2) It discusses theories of teamwork and outlines six common misperceptions, such as thinking smooth interactions are best and that face-to-face communication is outdated.
3) The document also reviews principles for effective virtual teamwork, such as getting teams together initially, clear communication guidelines, selecting the best technologies and establishing regular meetings.
How to Help Leaders Succeed: A Guide to Successful Executive Career TransitionsKip Michael Kelly
This white paper provides HR and talent management professionals six simple steps they can take with newly hired executives to ensure successful transitions into their roles and organizational cultures. These steps are cost affordable and can be scaled to any size organization. With today’s leaner organizations, it is more important than ever to reduce the break-even point—the point at which new leaders have contributed as much value to their organizations as they have consumed from it—from six to three months (Watkins, 2003). Throughout this white paper are examples of organizations that have recognized this need and have developed programs that provide guidance to their executives to ensure successful career transitions.
The document discusses applying the Rocket Model to virtual teams. It recommends that virtual team leaders: 1) hold an initial face-to-face meeting to set expectations; 2) be patient as virtual teams take longer to develop norms and cohesion; and 3) address unique issues such as clarifying context, roles, and accountability to build an effective virtual team. The Rocket Model provides guidance on team development, and its exercises can be adapted to diagnose and improve virtual team performance.
Driving Workplace Performance Through High-Quality Conversations. What leader...Meghan Daily
Conversations are the lifeblood of leadership. When leaders are adept at conversations they do much more than communicate effectively—they drive stronger business results.
This report:
Defines the Interaction EssentialsSM and show how leaders build relationship capital through their use.
Draws on real assessment analytics across thousands of leaders to deliver a report card on how leaders are doing when it comes building relationship capital.
Provides recommendations on what leaders can do to build the value of their relationship capital.
The document discusses executive coaching as an effective tool for developing project managers. It defines executive coaching as an experiential and individualized development process that helps executives achieve goals aligned with organizational objectives. For project managers, executive coaching can help with transitions, developing high-potential skills, addressing derailing behaviors, and enhancing team interactions. Coaching sessions typically occur every 2-4 weeks over 9-18 months. Coaching benefits both new and experienced project managers by facilitating unlearning of old habits, developing metacognitive skills, and maintaining work-life balance.
This document discusses strategic leadership and provides guidance on developing strategic leadership skills. It covers key areas such as vision, strategic thinking and planning, operational responsibilities, organizational fitness, morale, partnerships, and leading by example. The document emphasizes effective communication, building trust, and setting a good example as important leadership principles.
This document provides guidelines for conducting effective performance reviews. It discusses the importance of preparation for both managers and employees. Managers are advised to review assessments and collect feedback before meetings. Employees should consider goals and achievements. The discussion should focus on objectives, development, and feedback. Both parties should have an open and collaborative dialogue. Providing specific, balanced feedback and setting development goals are keys to a productive review.
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.
This document discusses effective business teams and team leadership. It explains that lean organizations are successful because they have productive teamwork. An effective team focuses on common goals, shares roles and responsibilities, and produces collective work. The roles of team leaders include establishing a vision, coordinating tasks, and motivating members. Good leadership involves different styles like consultative and participative approaches. The session aims to help participants understand team dynamics and the distinct roles of leaders and members.
By the end of todays session student will able to;
Define and Differentiate group & team
Explain roll of team member
Discuss on the advantages of working in teams
Discuss the characteristics of effective team player and team
Explain the stages in team development life cycle
Evaluate and analyze managerial action
The document discusses team building and team development. It defines what team building is and the types of teams, including departmental, problem-solving, virtual, cross-functional, and self-managed teams. It also outlines the five stages of team development: forming, storming, norming, performing, and adjourning. Effective team communication and setting clear goals are important for team success. Regular team-building exercises can help improve cooperation, problem-solving, and employee satisfaction.
The document discusses Meredith Belbin's model of team roles and how it can be applied to recruitment and selection processes. It outlines both the strengths and limitations of using Belbin's model. Some key strengths are that it can improve a group's dynamics by reducing risky shift tendencies and ensuring a balanced distribution of roles. However, limitations include overgeneralization of roles and an inability to account for changes over time or capture an individual's full complexity. The conclusion reiterates that while useful, the model should be applied flexibly as no single approach can perfectly predict team member fit.
1. Teamwork is essential for success. It requires people to come together, keep together, and work together.
2. This document outlines 36 ways to develop a successful working team, including getting to know team members, choosing the right people, having a common goal, empowering the team, and continually measuring team performance.
3. Key aspects of developing teamwork are communication, collaboration, problem solving, and ensuring everyone has a role to play in accomplishing the team's objectives.
Teambuilding - Meredith Belbin framework and applicationManish Ragoobeer
This document discusses Belbin's team role model, which identifies 9 common team roles based on research into effective teams. It provides descriptions of each role, including their key strengths and weaknesses. The roles are Plant, Resource Investigator, Coordinator, Shaper, Monitor Evaluator, Team Worker, Implementer, Completer Finisher, and Specialist. The document also discusses criticisms of Belbin's model and its use in assessing hospitality industry employees, finding managers often demonstrate roles like Company Worker, Shaper, and Completer Finisher.
Role of Effective Team Management by Leaderbantiadhikary1
Mr. Simeon Olubukola Adeogun presented on the role of effective team management in improving organizational performance. He discussed that teams are formed to achieve goals that individuals cannot achieve alone. Key aspects of effective team management include understanding goals and roles, collaboration, commitment, clear communication, and continuous improvement. High performing teams also have emotional intelligence, a mix of introverts and extroverts, shared understanding of goals, effective communication, clarity, capability, and creativity. The most important elements of team management are leadership, communication, decision-making, and shared power and authority.
The document discusses the four stages of team development: forming, storming, norming, and performing. In the forming stage, team members first meet and learn about the project and each other. The storming stage involves addressing tasks, roles, and conflicts as members confront opinions. During norming, members focus on working together respectfully. In the performing stage, members work interdependently without guidance to achieve goals. Understanding these stages can help determine a team's success or failure.
Building a team can be a difficult task. As a leader, the choices .docxhartrobert670
Building a team can be a difficult task. As a leader, the choices made with the formation of a group of people that will work together will reflect on the final project. The team must be able to work together and do it well. Building global teams can possess an extra level of difficulty that can actually be an advantage: diversity. Teams of a diverse composite are most effective when they are challenged with non-routine tasks that require innovativeness.
One model defines three stages of team development and these are the factors to observe when developing a diverse team.
Entry Stage
During the first stage of development, the entry or formation stage, the focus should be placed in building trust and forming cohesion within the team. The team is defined and various needed adjustments are made during this phase. Some member's customs may be to dive right into work and not get to know the team; this is generally the case for people from American, German, and Swiss backgrounds, which is the opposite of the overall Latin American, Middle Eastern, and Southern European culture that would like to create a true sense of a team by getting to know one and other better.
Creation Stage
During the second phase of creation, known as the work or development stage, the focus is placed on the description of the task and the analysis of the problem at hand. Cohesion within team members begins and reinforcements are in place to motivate the team members. This particular stage is not difficult in a diverse team due to the variety of experiences and ideas that result from a multicultural setting.
Action Stage
In the final stage, the focal point is decision making and implementation. This stage can become difficult because it generally requires a consensus among the team in regards to decisions to be made. Successful managers create and guide the decision making process and implementation as a facilitator for the diverse suggestions and comments added by team members without disrupting the flow of the project.
Guidelines for Success
Some guidelines to follow in order to successfully and effectively manage a diverse team include the selection style of the members. The team members should be selected by their task related capabilities and abilities instead of ethnicity or cultural quota building. The basis and nature of the project should be taken under account. Diverse teams perform better in innovative type of projects, so routine types of projects should be accomplished by homogenous teams. It is a given that diverse teams will involve a variety of personalities, styles, and customs, so the team members should expect this and be prepared to handle and accept diversity within the team. By understanding and accepting this fact of a diverse team, the members should also respect each other regardless of personal indifferences.
The different points of views may create difficulty in determining the final objective of the team and the milestones involved in the project, ...
The document discusses how to create effective teams. It outlines several key characteristics of effective teams, including shared leadership, mutual accountability, and commitment to common goals. It also discusses different team formation stages like forming, storming, norming and performing. The document provides tips for team leaders, such as facilitating communication, addressing issues directly, and focusing on continual learning and improvement through retrospectives.
This document discusses the importance of teamwork in IT organizations and provides guidance on building effective teams. It begins by defining what constitutes a team and identifying characteristics of good team building. These include high interdependence, clear goals, trust among members, and defined roles. The document then discusses evaluating and improving team performance, handling conflicts, and creating a focused team that works collaboratively to achieve goals.
This document discusses how high-performing teams are essential for businesses facing constant change. It describes the characteristics of high-performing teams, such as being creative, innovative, self-motivated, and having a shared sense of ownership. The document also provides examples of how to create high-performing teams, including establishing ground rules, using various problem-solving tools, and creating an environment where members are intrinsically driven and have fun. It emphasizes the importance of these teams for implementing changes and achieving sustainable outcomes in organizations undergoing transformation.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Team Leadership".
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Teams often fail due to a lack of proper planning at their formation, which leads to unclear goals and roles. They also fail when management does not fully support a team culture and does not provide adequate resources, clarity of roles and responsibilities, mutual accountability, or effective shared leadership. Additionally, teams can fail if they do not focus on creativity and excellence, are unable to effectively deal with conflicts, lack proper training, or are improperly used to solve problems that do not truly require a team approach.
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Let us understand team dynamics to understand the journey from team building to team goal positioning. Emerging startups must look out for the attributes mentioned in the presentation because team is not about sitting in a room and discussing the strategy. Nowadays teams are created for long-term organizational benefits.
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Web Development Assignment 3: Create a User Submit Form
Develop the footer that will be used on the rest of your submissions in this course. The footer should have the appropriate linked validation images at the bottom of the page that verify compliance as well as include the proper PHP functions to show the last time the page was modified at the file level.
Identify the differences between the PHP GET and POST methods. Create an XHTML form for a web poll that uses the GET method, the POST method, and ranks both methods. Each poll should have a field that is able to store the name of the ranker, at least 5 features that a user can rank using radio buttons (e.g., from strong to weak, or secure to unsecure), and a comments section. Upon submission of the poll, the user should be taken to a page that gives a nicely formatted results report. The web poll that ranks the GET method should use the GET method and the poll that ranks the POST method should use the POST method.
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Please answer each question fully. Remember that you have access to your textbook (and anything else you may want to use) to answer these questions, so I expect well-developed responses. That means use BOTH the text and your ideas/opinions to write your answers. In other words, just giving me your opinion is not sufficient AND just giving me a textbook answer is not sufficient.
Please answer each question fully. Remember that you have access to your textbook (and anything else you may want to use) to answer these questions, so I expect well-developed responses.
Please number your responses the same as I have numbered this assignment. (1, 2a,2b, etc….)
The American president was not always such a public figure. Early presidents actively avoided public campaigning. If the Internet had suddenly become available in the eighteenth century, for example, it is highly likely that George Washington would not have used it. The authors of the Constitution generally shared a common concern, which was that too many direct appeals to the mass public could run the risk of pandering to the public through populist rhetoric. But democratic notions of the presidency have changed, as have conceptions about how the president should communicate with the people. Today, candidates actively pursue any and all methods for communicating their vision and message.
Presidents today have gone beyond the famous “Fireside Chats” of Franklin Delano Roosevelt. Today, an interested voter can visit the White House website (http://www.whitehouse.gov ) and look up information on the President, the Vice President, and the First Lady. An interactive “Ask the White House” web feature allows citizens to pose questions to Cabinet secretaries and to senior White House officials. The White House website solicits questions about presidential trivia.
Even more importantly, the White House now regularly posts extensive documentation of press conferences, public addresses, and other records of pre ...
Similar to Leading and Managing People How to build the right teams (20)
. Executive summary Organizations have increasingly made it k.docx
Leading and Managing People How to build the right teams
1. BMBA 708 ASSESSMENT W149303021
1
Leading and Managing People
How to build the right teams
Francesco Merone
2. BMBA 708 ASSESSMENT W149303021
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Contents
1. Assignment Aims page 3
2. What does Team mean and what are the differences with a group page 4
3. What do you need to consider to set up a team page 5
4. The importance of the roles and leadership page 6
5. Are teams always successful? page 8
6. When you achieve a goal but miss the big picture page 9
7. Conclusions page 11
References page 12
Appendix 1 page 14
Appendix 2 page 15
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1. Assignment Aims
People are our biggest asset or our only source of competitive advantage, it is the classic
CEO statement.
In 1996, Harvard Business School professor John Kotter claimed that nearly 70 percent of
large-scale change programs don’t achieve their goals, a lot of surveys since have shown
similar results.
What are in common these statements?
In this essay I will analyse methods used to improve people’s productivity in the work place
and focus on the importance of teams in achieving the firms’ goals.
I will ground the theoretical research with my personal experience.
I need to start to define what does ‘team’ mean, in particular, what are the key differences
between teams and groups.
It is important to determine a golden rule to set up a team in relation to a specific project and
I will focus on the importance of the team member's roles and how different leadership
approaches are key to achieving the goal.
I want to illustrate why and when, generally, teams fail, in order to avoid these situations. I
will draw on my personal experience as the team leader for an Enterprise Resource
Planning (ERP) implementation. My team achieved the goal in time, but we missed a bigger
opportunity for the firm.
My intention is to explain how useful it is for a firm to set up a team for specific tasks and
what are the most important aspects to consider in order to produce the right combination of
people for the project.
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2. What does Team mean and what are the differences with
a group
A team is a group of people with complementary skills who are committed to a common aim,
set of performance goals, and approach for which they hold themselves mutually
accountable.
4
The words complementary and common are essentials to the concept of a team.
A team is more than the sum of its parts. The essence of a team is common commitment,
without it, groups perform as individuals (Katzenbach and Smith, 1993, see appendix 1).
Teams differ fundamentally from working groups because they require both individual and
mutual accountability.
A working group’s performance is a function of what its members do as individuals.
A team’s performance is a collective work-product.
The focus of the working group is always on individual goals and accountabilities. Their
members don’t take responsibility for results other than their own.
An effective team is often characterized by productive output, personal satisfaction and an
increased capacity of members to adapt and learn (Sundstrom, DeMeuse, & Futrell, 1990).
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3. What do you need to consider to set up a team
Top level management needs to provide vision, strategy and resources to enable
successful team-working. There are some principles and concepts which will help a team to
be successful.
1. Resources: provide the team with the resources it needs, including dedicated time
for team building and other activities
2. Communication: establish communications mechanisms, not just within the team
but also between the team and the rest of the organization
3. Expertise: obtain the expertise which it needs, through training or through contacting
the appropriate specialists
4. Boundaries: clearly defined boundaries which are set and not organically developed
5. Support: support from the higher level of the organization
6. Respect: people understand the difference between real respect and lip-service and
they will respond appropriately.
When these principles are established the next step is to choose the right people to put in.
J. Adair (1986) thinks that team’s members should have the following competences:
Technical or professional competences
Ability to work as a team member
Desirable personal attributes.
The first requirement for a member is to possess the specialist skills necessary for the team.
Then, the selection process should discover the most motivated to achieve the team’s goals,
not his or her individual targets. As consensus in groups can be fragile, it is necessary to
always be careful not to introduce a disruptive personality on board. The concept of balance
and the image of an orchestra can illustrate how a team works.
The last but certainly not the least attribute for members are their soft skills. The ability to
listen to the other members, to build something based on others members’ contributions and
to have a flexibility of mind.
In my experience, of more than 20 years, I always saw team members chosen for their
technical or professional competences. Often, despite their lack of the other two attributes.
The point was, we knew that he was not a good team member because he preferred working
alone, we knew that he did not care about other point of views, and so on, but it was
necessary for the success of the team.
Hence, the rest of the team's members have to collaborate with him, whereas he does not
have to do it.
The result is additional pressure on the rest of the team.
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4. The importance of the roles and the leadership
According to R.M. Belbin (2000), to build the best team, you need to mix different types of
people, and he identified nine roles (see appendix 2). In summary they are:
1. Coordinator clarify goals and promotes decision makings, good communicator and
good chairperson
2. Plant intelligent and imaginative, but careless of details
3. Shaper dynamic and task minded, he might be impatient and intolerant
4. Monitor-evaluator critical and analytical but less imaginative
5. Resource investigators extrovert and relaxed, less original
6. Team worker focus on process and sensitive, he might be indecisive and keen to
avoid conflicts
7. Implementer turn ideas into manageable tasks, he could be inflexible
8. Completer-finisher focus on details and deadlines
9. Specialist provide rare skills and expertise, but he is not a good communicator.
Belbin also assumes that these teams can be sub divided into 3 major groups:
1. Action Oriented, (Shaper, Implementer and Completer-Finisher)
2. People Oriented (Co-ordinator, Team-worker and Resource Investigator)
3. Cerebral Oriented (Plant, Monitor-evaluator and Specialist).
He recommends a team of six people maximum as some of the roles listed above can be
merged. He argues that if a team goes beyond this number, it becomes a group and not a
team.
Yet, it is arguable that the Roman army has been the longest surviving organisation based
on power that the world has ever known. That army was arranged in multiple tiers with the
person in charge at each level having 10 people reporting directly to him.
And according to O. Obagun (2009), 30% of people tested in his research did not fall into
any of the 9 categories. Strength in a team role is often at the price of what might be
considered a weakness in another context.
I think that a project manager must know what roles are over represented or absent in the
team and understand an individual’s secondary role. With experience, team roles will
change.
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For E. Geller and G.A. Yukl to effectively manage teams, two different leadership styles are
required - transformational and participative:
Transformational leadership: able to give direction by inspiring employees and
articulating a clear vision of the future. They have a strong motivational effect on each
individual employee.
Participative leadership: share responsibility with the team to such an extent that
7
the team members can lead themselves.
B. M. Bass (1990) found other leadership qualities, he says that the most effective leader
combines a sense of trust in subordinates (defined relations-oriented) with a strong concern
for group goals (called task-oriented).
In my experience, the team leader has to be transformational first of all, then he can use
different types of leadership approaches in relation to the different types of tasks, people and
possibilities.
I have gained a lot of experience in small and medium enterprises (SMEs) and when my firm
needed to set up a team it was always for a transformational type project.
In these situations it was necessary for an individual to fulfil different roles and try to find the
remaining roles from limited staff availability.
I noticed that the more technical the goal is to be achieved by the project, the easier it is to
find the right roles and to achieve the goal.
This is the case, even if the team is totally in one country or also drawn from foreign
branches.
So firms prefer to set up different small teams instead of only one big group because they
want to build more technical and homogenous teams rather than something more complex.
They define different tasks that together represents one large project.
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5. Are teams always successful?
In 2006, in The Wall Street Journal, the management guru Gary Hamel credited the success
of Internet giant Google to small self-managed teams taking responsibility for future products
and services.
German semiconductor manufacturer Infineon AG recently decided to concentrate strategic
decision making in a team of four top managers who will jointly lead the company
(Hammerschmidt, 2008).
Applebaum and Batt published in 1994 a review of 12 large scale surveys and 185 case
studies of managerial practices. The authors concluded that team-based working leads to
improvements in organizational performance on measures of both efficiency and quality.
Cotton’s (1993) review reported 57 case studies that showed improvements on productivity
following the implementation of self-directed teams.
In a recent qualitative review of 31 survey-based, quantitative studies linking teamwork to
different indicators of organizational performance, Delarue (2008) concluded that teamwork
has a positive impact on four different dimensions of performance outcomes (operational,
financial, attitudinal and behavioural outcomes).
On the other hand, as I mentioned before, in 1996 J. Kotter claimed that nearly 70 percent of
large-scale change programs did not meet their goals.
Hence, it is clear that teams can reach important results but this cannot be taken for granted,
you need to be careful because building a team does not mean reaching a goal.
R.M. Belbin in 2010 wrote that the most frequent reasons for an unsuccessful team are:
a negative selection of the candidates;
another aspect is the personality of the members;
the presence of team members with no team role;
a poor allocation of manpower resources within the team.
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6. When you achieve a goal but miss the big picture
I describe my individual experience in bullet points:
I was the team leader for an implementation of a new ERP in a medium sized firm
The board of directors was not totally committed to this project, 2 out of 5 members
thought it was not the right choice
The board decided which supplier and product were the best for the firm, and how and
when to implement it. Everything was established without sharing these decisions with
anyone in the firm
When I met the supplier’s Project Manager, at the first meeting, he had already designed
the solution to use for us. He had already planned the meetings and almost defined all
steps that we would follow for the next 6 months. Everything was already agreed with the
Board agreement
The only thing that we decided together was the team’s members
We chose the members based on a single criteria: he or she, had to know how the firm
managed processes (so, technical or professional competence)
During the process of the implementation, we had to change the team’s members for
different reasons on several occasions: resignations, redundancies, resourcing issues,
project priorities
The project team members and the wider staff base never accepted nor understood why
the change was necessary
Many people, including some team members, thought that until the new system was
introduced, that at the end of the process, when the Board realized that the project was a
mistake, they would revert to the old system
Eventually, we set up the new ERP meeting the deadline
There were post go live issues including poor staff adoption of the new system, as a
consequence of not recognising the need for the change in the first place
We spent many additional training hours post go live to help people to learn the new
system and realized that the original solution needed some additional changes because
the people who started using the new ERP discovered flaws. This resulted in additional
project costs.
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In summary, we achieved our goal: to implement a new ERP in line with the project plan,
however it is clear that the project was not a success overall. Rather, it was a missed
opportunity.
The project team, including myself, missed the possibility to engage with the staff. It could be
a step to help the firm to improve its productivity and to learn, all together, a new advanced
system.
The Board should not have undertaken a significant project without a strong internal
commitment, but said that, I will focus on areas where I should act differently.
The main aim of this assignment is also to identify what I should have done in my role as
Project Manager to better manage this important change?
1. I should have spoken with the Board, pushing them to find a solution which was agreed
10
by all of them.
2. I should have explained to all staff, the drivers of the change – why a new system was
required, the benefits it would bring and the analysis that had gone to choosing the right
supplier.
3. Allow time for staff to react to the idea of change, answer their questions and work to gain
their trust and commitment.
4. I should have insisted with the supplier’s Project Manager to organize an open meeting to
build commitment with the staff for planning together the steps to follow for the
implementation.
5. I absolutely should have been more focused on balancing the soft skilled people with the
more technical staff because the latter were less able to contribute successfully to team
work.
Had I acted as outlined above, I believe that staff would have recognised the importance of
the project to the company and some of them would have asked to be more involved in the
process, they would feel more responsible for the success, or the failure, of the project.
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7. Conclusions
In this final chapter I will summary what I realized putting together the theories that I have
studied and my professional experience. I learnt that I need to work approaching problems
using different perspectives, trying to find more than one solution, not only the fastest or the
easiest. I need to use my critical thinking and push my colleagues to do the same in order to
improve, together, our productivity.
The motivation of employees is a crucial issue for managers and how to improve it
represents a huge problem.
The goal of organisation remains the same: to maximize productivity in order to
maximize profit.
The only way to motivate the employee is to give him challenging work he can assume
responsibility (F. Herzberg 1968)
Transformational change cannot be sustained without genuine commitment on the part
of those who will be most affected.
Change comes naturally when individuals have a platform that allows them to identify
shared interests and to brainstorm solutions.
If culture that must be changed, the process must start with top management’s rethinking
of its current values and deciding be guided by other orientations (T.H. Fitzgerald 1988).
A team can be the best way to achieve the firm’s goals, although it needs to be carefully
considered and managed properly otherwise it could lead to a waste of resources (time,
money, people).
The new order would be negotiated, participative, flat, self-regulating, and aligned to the
purpose of its members.
A successful firm needs all staff to feel a sense of ownership and responsibility for its
success, everybody should feel a part of it.
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References
Adair, J. (1986) Effective Teambuilding, how to make a winning team, Pan Books
Applebaum, E. and Batt, R. (1994), The New American Workplace: Transforming Work
Systems in the United States, Ithaca, NY: ILR Press.
Aritzeta, A. Swailes S. and Senior B., (2007) Belbin’s Team Role Model: Development,
Validity and Applications for Team Building. Journal of Management Studies 44:1 January
Richter, A.W., Dawson, J.F. and West, M.A. (2011) The effectiveness of teams in
organizations: a meta-analysis, The International Journal of Human Resource Management,
Vol. 22, No. 13, August.
Bass, B. M. (1990) Bass and Stogdill’s handbook of leadership: Theory, research and
managerial applications, New York: Free Press.
Bass, B. M. (1998) Transformational leadership: Industry, military, and educational Impact,
Mahwah, NJ: Lawrence Erlbaum.
Belbin, R.M. (2000) Beyond the team, Butterworth Heinemann.
Belbin, R.M. (2010) Management Teams: Why They Succeed or Fail (Butterworth
Heinemann, 3rd ed.
Buchanan, D. (1994) Cellular manufacture and the role of teams, in Storey, J. (Ed.), New
Wave Manufacturing Strategies: Organisational and Human Resource Management
Dimensions Chapman, London.
Cameron, S. (2011) The MBA handbook, FT Prentice Hall, second edition.
Collins, J. (2001) Level 5 Leadership, Harvard Business Review, January.
Cotton, J.L. (1993), Employee Involvement: Methods for Improving Performance and Work
Attitudes, Newbury Park, CA, London and New Delhi: Sage.
Delarue, A. Van Hootegem, G., Procter, S., and Burridge, M. (2008), Teamworking and
Organizational Performance: A Review of Survey-Based Research, International Journal of
Management Reviews, 10, 2, 127–148.
Fitzgerald, T.H. (1988) Can change in organisational culture really be managed?,
Organizational Dynamics, Vol.17(2), pp.5-15.
Frouke, M. de Poel, Janka I. Stoker and Karen I. Van der Zee (2014) Leadership and
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Geller, E. (2002) Leadership to overcome resistance to change: It takes more than
consequence control, Journal of Organizational Behavior Management, 22, 29-49.
Gilley A. and Kerno, S.J. Jr, (2010) Groups, Teams, and Communities of Practice: A
Comparison, Advances in Developing Human Resources.
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Gundersen, G., Hellesøy, B.T., and Raeder, S. Leading (2012) International Project Teams:
The Effectiveness of Transformational Leadership in Dynamic Work Environments, Journal
of Leadership & Organizational Studies.
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Relationship Between Team Leadership and Performance, Journal of Leadership &
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Hamani, N., (2012) Working team composition in ERP implementation project
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performance organisation, Harvard Business Essential.
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Zaleznik, A., Managers and leaders are different, Harvard Business Review, April 1992
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Appendix 1
Differences between groups and teams