Relationship building in china
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Analysis of chinese market in terms of building relationships, the importance of team work and building relationships in teams. Four dimensions of team work
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Group Agreements
Learning Objectives
Definition
Resistance to Teams in Organizations
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Questions and Comments
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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
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Group Agreements
HUMOR IS WELCOME
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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?
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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 ...
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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.
From dysfunction to cohesion for results.
The document discusses the importance of teamwork and effective teams. It describes how cohesive teams make better decisions, tap into all members' skills and opinions, avoid politics and conflict, and focus on results. In contrast, dysfunctional teams limit debate, avoid sharing information, and waste time on hidden agendas. The document then outlines the five behaviors of effective teams according to Patrick Lencioni's model: trust, conflict, commitment, accountability, and results. Building these behaviors can help teams achieve their goals through improved decision making and a cooperative environment.
Building Strong Teams
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Group Discussion Techniques, Research work
This document discusses different techniques for facilitating group discussions, including focus groups and the nominal group technique. It provides details on how to plan and conduct focus groups, including developing questions, scheduling, and recording the discussion. The advantages of focus groups include speed, transparency, and the ability to observe interactions, but disadvantages include difficulties coordinating schedules and dominant personalities. The nominal group technique is also reviewed, which involves individuals privately writing ideas that are then discussed and ranked by the group.
Mastering Conflict
This is the 3rd presentation to the faculty about teaming. The topic is based off of Patrick Lencioni's Five Dysfunctions of a Team.
07-Group communication.ppt
The document discusses different forms of group communication used in organizations. It describes meetings, seminars, group discussions, and other forms where members communicate to share information, make decisions, solve problems, and discuss topics. It provides details on techniques like brainstorming, nominal group technique, and Delphi technique that organizations use for group decision making. It also explains how group discussions are an important part of selection processes to evaluate candidates' skills, knowledge, and ability to work in a team.
The 5 Dysfunctions of a Team
To maximize your organizational leadership and team work you have to deal with the 5 Dysfunctions first.
Effective comm
The document discusses Bruce Tuckman's model of group development, which outlines 5 typical stages that groups progress through: forming, storming, norming, performing, and adjourning. It describes the key characteristics of each stage in terms of personal relations and task functions. The stages are sequential and developmental - groups must resolve issues at each stage before progressing to the next. The model can help facilitators understand a group's needs at different stages and plan interventions accordingly to support effective group communication and development.
Organisational Behavior PPT Unit 3.pdf
This document discusses group dynamics and the stages of group development. It describes the 5 stages of group development established by Bruce Tuckman in 1965: forming, storming, norming, performing, and adjourning. Each stage is defined in 1-2 sentences. The document also lists 6 advantages of group decision making, including benefiting from collective expertise, creating acceptance for outcomes, and reducing risk for individuals.
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- 1. RELATIONSHIP BUILDING IN CHINA AND CRISIS MANAGEMENT By Group 6
- 2. Relationship Building in China
- 6. Conflict Management in Teams
- 7. GIVE AN EXAMPLE OF A TEAM IN WHICH YOU WORKED. WHICH QUADRANT WOULD YOU SAY WAS MOST FITTING OF THE PATTERNS OF THE TEAM? DESCRIBE. The team I am describing is the team I am currently on this global project management course We fall under, Fourth Quadrant
- 8. TRAITS OF THE TEAM The team falls under the perverse fourth quadrant since Group Consensus as oppose to the analytical exploration of every idea put forward is used to make decisions within the group which is dysfunctional approach to decision making. This was exhibited in the choice of idea to move forward with, numerous ideas were put forward by a member and they were not considered. Lack of consideration results in Isolation within the team
- 9. TRAITS OF THE TEAM The team falls under the perverse fourth quadrant since There is a Domineering Party within the group who organizes specialized meetings to which some members of the group are left out. This was exhibited in the trust building exercise where all the members of the team did not know that the meeting had already occurred and were left standing not being able to oppose whatever resolution was made in their absence. Coercion and Threat is used to obtain agreement instead of formal open group discussion
- 10. TRAITS OF THE TEAM The team falls under the perverse fourth quadrant since The team waits until deadline to start addressing important issues as reflected again in the trust building exercise. This again was exhibited in the trust building exercise, in which not all members knew of the team building exercise for the week and could not contribute to forming a Unilateral Solution which incorporates the best everyone's views.
- 11. TRAITS OF THE TEAM The team falls under the perverse fourth quadrant since Hardly any room for debate and some members just take the path of least resistance This was exhibited in project selections, as oppose to every member bringing in their idea, other just piggybacked on whatever was available.
- 12. TRAITS OF THE TEAM The team falls under the perverse fourth quadrant since The lack of participation results in Insufficient Labor to do the task required and excessive strain on those doing the task. When the Strain is High, results will typically come in very late as reflected in the 15 minutes to class decision making for the trust building exercise.
- 13. QUESTION 5
- 14. CONCLUSION