This document provides feedback from a team assessment survey completed by 17 raters on the Retail Brand Leadership Team. It analyzes the team's performance based on the "Rocket Model", which identifies key components of high-performing teams: Context, Mission, Talent, Norms, Buy-In, Power, and Morale. For each component, the team's performance is rated on a scale of 1 to 5. The report identifies areas of strength and opportunities for improvement for enhancing team effectiveness.
Staffing recruitment and selection of INTERNATIONAL HUMAN RESOURCES MANAGEMENTAparrajithaAriyadasa
In staffing in international business, HR managers must determine when or where to expatriation. Expatriate workers are frequently assigned to key positions in overseas operations. Human resource managers must also decide on the issue of compensation. The compensation of expatriate workers must be examined along with compensation of local workers and the compensation of workers in the home country. Differences in compensation packages have significant implications on staffing success, expatriate performance and business performance. HR managers must also address the issue of repatriation. Repatriation happens when the worker needs to come back to the home country, usually to continue working for the company. Repatriation also happens when the expatriate worker retires. These issues have significant effects on the perspectives and performance of expatriate workers and local workers, and the effectiveness of IHRM in staffing.
This document discusses training strategies for expatriates on international assignments. It outlines four approaches an MNC may take when staffing subsidiary units, and how the level of control from the parent unit determines the training budget and strategy. Expatriate training aims to increase cultural awareness and prepare employees to live and work effectively in an unfamiliar host country. While training can increase success and provide a global perspective, it may also create a false sense of confidence or not fully prepare employees for real on-the-ground challenges. The document proposes a six-phase process for developing and delivering cross-cultural training programs tailored to different global assignment types and individual needs.
The document discusses e-recruitment and its advantages. It begins by defining recruitment and e-recruitment. E-recruitment refers to using online tools like websites to conduct the recruitment process. It then outlines the objectives of studying e-recruitment and discusses the evolution of e-recruitment from newspapers to online jobs boards. The key methods, process, effectiveness, advantages and disadvantages of e-recruitment are also summarized. Current trends in India like the use of mobile apps and social media for recruitment are also highlighted.
Definition of shrm ( Strategic Human Resource Management)kush kalra
This document discusses strategic human resource management (SHRM), including its definition, key features, trends, aims, models, outcomes, and contributions to organizations. Specifically, it examines how SHRM differs from traditional HRM, focuses on aligning human resource practices with business strategy and goals, and can improve organizational productivity, effectiveness, and financial performance through its impact on staffing, customer service, organizational culture, and other factors.
The document discusses performance management in an international context. It covers key topics such as performance appraisal versus performance management, setting individual performance goals, identifying variables that affect expatriate performance like compensation, task, and cultural adjustment, appraising performance using different criteria, providing feedback and opportunities for improvement, and linking rewards to results. Challenges in managing performance globally include cultural impacts on processes and assessing subsidiary performance given external forces and the international environment.
Ch4 Internal Assessment: Strategic ManagementTriune Global
Focus is on identifying & evaluating a firm's strength & weaknesses in the functional areas of business, including management, marketing, finance, production, and management information systems.
This document discusses repatriation and career issues faced by expatriates returning to their home country or headquarters. It identifies challenges with effective repatriation including organizational factors like lack of formal repatriation programs, individual factors like career anxiety and work adjustment, and social-cultural factors like difficulty reestablishing social networks. Successful repatriation requires managing the repatriation process, having a repatriation program, and employing repatriation strategies.
Performance management in international contextkoshyligo
Performance management in multinational companies faces several challenges, including differing expectations between headquarters and subsidiaries, the need for both standardized and customized evaluation formats, and ensuring uniformity of data despite varying subsidiary functions. Additionally, factors like cultural adjustment, geographical distance, and rater bias must be considered when appraising expatriate performance. Effective performance management requires specifying criteria appropriate to the local context, obtaining input from various appraisers, and conducting evaluations periodically to continuously improve performance.
Staffing recruitment and selection of INTERNATIONAL HUMAN RESOURCES MANAGEMENTAparrajithaAriyadasa
In staffing in international business, HR managers must determine when or where to expatriation. Expatriate workers are frequently assigned to key positions in overseas operations. Human resource managers must also decide on the issue of compensation. The compensation of expatriate workers must be examined along with compensation of local workers and the compensation of workers in the home country. Differences in compensation packages have significant implications on staffing success, expatriate performance and business performance. HR managers must also address the issue of repatriation. Repatriation happens when the worker needs to come back to the home country, usually to continue working for the company. Repatriation also happens when the expatriate worker retires. These issues have significant effects on the perspectives and performance of expatriate workers and local workers, and the effectiveness of IHRM in staffing.
This document discusses training strategies for expatriates on international assignments. It outlines four approaches an MNC may take when staffing subsidiary units, and how the level of control from the parent unit determines the training budget and strategy. Expatriate training aims to increase cultural awareness and prepare employees to live and work effectively in an unfamiliar host country. While training can increase success and provide a global perspective, it may also create a false sense of confidence or not fully prepare employees for real on-the-ground challenges. The document proposes a six-phase process for developing and delivering cross-cultural training programs tailored to different global assignment types and individual needs.
The document discusses e-recruitment and its advantages. It begins by defining recruitment and e-recruitment. E-recruitment refers to using online tools like websites to conduct the recruitment process. It then outlines the objectives of studying e-recruitment and discusses the evolution of e-recruitment from newspapers to online jobs boards. The key methods, process, effectiveness, advantages and disadvantages of e-recruitment are also summarized. Current trends in India like the use of mobile apps and social media for recruitment are also highlighted.
Definition of shrm ( Strategic Human Resource Management)kush kalra
This document discusses strategic human resource management (SHRM), including its definition, key features, trends, aims, models, outcomes, and contributions to organizations. Specifically, it examines how SHRM differs from traditional HRM, focuses on aligning human resource practices with business strategy and goals, and can improve organizational productivity, effectiveness, and financial performance through its impact on staffing, customer service, organizational culture, and other factors.
The document discusses performance management in an international context. It covers key topics such as performance appraisal versus performance management, setting individual performance goals, identifying variables that affect expatriate performance like compensation, task, and cultural adjustment, appraising performance using different criteria, providing feedback and opportunities for improvement, and linking rewards to results. Challenges in managing performance globally include cultural impacts on processes and assessing subsidiary performance given external forces and the international environment.
Ch4 Internal Assessment: Strategic ManagementTriune Global
Focus is on identifying & evaluating a firm's strength & weaknesses in the functional areas of business, including management, marketing, finance, production, and management information systems.
This document discusses repatriation and career issues faced by expatriates returning to their home country or headquarters. It identifies challenges with effective repatriation including organizational factors like lack of formal repatriation programs, individual factors like career anxiety and work adjustment, and social-cultural factors like difficulty reestablishing social networks. Successful repatriation requires managing the repatriation process, having a repatriation program, and employing repatriation strategies.
Performance management in international contextkoshyligo
Performance management in multinational companies faces several challenges, including differing expectations between headquarters and subsidiaries, the need for both standardized and customized evaluation formats, and ensuring uniformity of data despite varying subsidiary functions. Additionally, factors like cultural adjustment, geographical distance, and rater bias must be considered when appraising expatriate performance. Effective performance management requires specifying criteria appropriate to the local context, obtaining input from various appraisers, and conducting evaluations periodically to continuously improve performance.
The document discusses different approaches that multinational companies (MNCs) use for international recruitment. It describes four main approaches: ethnocentric, polycentric, region-centric, and geocentric. The ethnocentric approach involves recruiting from the parent country. The polycentric approach focuses on recruiting locally from host countries. The region-centric approach recruits from the region where subsidiaries are located. Finally, the geocentric approach recruits the most suitable candidates globally regardless of nationality. The document provides details on when each approach may be preferred.
The document discusses performance appraisal of expatriates. It defines performance appraisal and outlines its objectives for both employees and organizations. It identifies factors that influence expatriate performance like compensation, task, cultural adjustment, and support from headquarters. It also discusses challenges of international performance management like cultural differences, unreliable data, and complex environments. Finally, it provides examples of performance appraisal systems used by companies like Pepsi and guidelines for effective expatriate performance evaluation.
International staffing presents many challenges for multinational companies. It is important to give special attention to staffing practices in overseas units due to geographic distance from headquarters. There are several options for staffing foreign operations, including using parent country nationals, host country nationals, or third country nationals. An effective staffing strategy must consider costs, cultural issues, goals and policies to ensure success in foreign markets.
Human resource management in global perspective TYBMSYogesh Dalvi
This document discusses key aspects of international human resource management (IHRM). It covers the features, objectives, and reasons for the emergence of IHRM. Some of the main topics addressed include the significance of IHRM in international business; the scope and functions of IHRM such as recruitment, training, and compensation; approaches to IHRM; and challenges in areas like expatriate selection, managing diversity, and repatriation. The document also examines offshoring, managing international projects, and characteristics of virtual organizations compared to traditional organizations.
The document discusses the expatriate experience. It defines an expatriate as a person residing in a country other than their home country, either temporarily or permanently. It notes that globalization has increased opportunities for short term international assignments. The document outlines opportunities for organizations in utilizing expatriates, such as technical skills and relationships building. However, it also discusses problems faced by expatriates, such as work pressure, lack of communication, and feeling like foreigners upon returning. It recommends training for expatriates in cultural awareness and adaptation.
The document outlines various HR policies and processes at Tech Mahindra, including recruitment, selection, training, performance management, and compensation. It details the recruitment process which involves identifying vacancies, creating job descriptions, advertising positions, shortlisting candidates, conducting interviews, and making hiring decisions. It also describes the training and development program which aims to groom talent and consists of induction training, distance learning, and behavioral training, along with periodic assessments. The compensation and appraisal processes are also summarized.
The document summarizes different types of functional strategies that support corporate and business unit objectives. It discusses marketing, research and development, human resource management, financial, and information management strategies. The strategies focus on maximizing productivity of resources within each functional area to provide competitive advantages.
Environmental scanning involves monitoring internal and external environments to identify strengths, weaknesses, opportunities, and threats. Corporate governance involves relationships between management, directors, shareholders, and other stakeholders that determine how company objectives are set and performance is monitored. A strategic business unit is a division large enough to control most factors affecting its performance but small enough to be flexible. The balanced scorecard measures performance across learning/growth, business processes, customers, and finance.
The document discusses four methods of job design: job simplification, job rotation, job enlargement, and job enrichment. Job simplification breaks jobs into repetitive tasks for efficiency. Job rotation periodically shifts employees between similar jobs to prevent boredom. Job enlargement expands jobs horizontally by adding more tasks without new skills. Job enrichment expands jobs vertically by giving employees more autonomy, responsibility, and motivation through challenging work.
Strategic leadership involves communicating a vision to influence organizational members and execute organizational change without force or threats. It requires developing skills to cope with competition and respond to opportunities while balancing daily operations with visionary planning. Key tasks of strategic leadership include clarifying strategic intent, building an organization, shaping organizational change, developing talented operational leadership, shaping organizational culture to match strategy, matching structure to strategy, and matching leadership style to strategy. Effective strategic leadership competencies include anticipating, challenging, interpreting, deciding, aligning, and learning.
This document provides an overview of key topics in international human resource management (IHRM) including approaches to staffing foreign operations, reasons for international assignments, types of international assignments, and the roles of expatriates and non-expatriates in supporting international business activities. It also discusses calculating return on investment for international assignments and the various roles of the corporate HR function in managing international operations.
The document discusses the values, assumptions, and beliefs underlying organization development (OD). It outlines how early OD was influenced by humanistic values that promoted democratic practices and viewing people positively. The implications of these values were to design organizations that treated individuals and groups in a way that was supportive of growth, risk-taking, and collaboration. This laid the foundation for OD and guided its implementation to create high performing organizations while maintaining a humane approach.
Employee stock option plans (ESOPs) give employees the option to buy company shares. ESOPs help attract, motivate and retain talent. Key terms include grant date, vesting period, exercise period and exercise. ESOPs must be approved by directors and shareholders. Companies must maintain proper records and make required regulatory filings for ESOPs. There are some differences between ESOPs and sweat equity such as eligibility criteria and dilution timing. Recent news articles discuss companies providing large amounts of ESOPs to employees during the COVID-19 pandemic.
This document discusses human resource management in global organizations. It covers three main areas of international human resource management: 1) managing HR in global corporations, 2) managing expatriate employees, and 3) comparing HR practices across countries. HR laws, regulations, and practices influence where companies locate subsidiaries based on factors like wages, benefits, and ease of dismissal. For example, some countries require higher unemployment benefits or limit overtime more than others. Managing subsidiaries requires considering these legal differences. The document also discusses approaches to staffing subsidiaries and factors influencing international HR management.
The document discusses several key topics regarding international staffing and recruitment:
1. It outlines different staffing orientations (ethnocentric, polycentric, regiocentric, geocentric) and their characteristics.
2. Key issues in international human resource planning and managing expatriates are identified, including identifying top talent, providing development opportunities, and dual career challenges.
3. Recent trends in international recruitment like increasing diversity, outsourcing, and background checks are examined.
International human resource management (IHRM) involves managing a multinational corporation's employees across different countries. There are three types of employees: host country nationals (HCNs) who are citizens of the country where operations occur; parent country nationals (PCNs) who are sent on assignment from the home country; and third country nationals (TCNs) from neither the home or host countries.
Companies typically progress through four IHRM strategies - starting with an ethnocentric approach that favors PCNs, then a polycentric approach using more HCNs, followed by a geocentric strategy choosing the best employees globally. Finally, some adopt a regiocentric strategy managing regions rather than the
Operationalizing strategy refers to the process of allocating resources to implement an organization's chosen strategy. This involves various management activities such as setting short-term objectives, developing functional tactics, establishing policies to guide decisions, allocating resources, managing conflicts, and empowering employees. Functional tactics translate broad strategies into specific actions for individual business functions. They require greater specificity and have a shorter time horizon than business strategies. Policies standardize routine decisions to clarify discretion and empower employees while ensuring consistency with strategy. Resource allocation, conflict management, training, and decentralized decision-making can empower employees to implement tactics, while peer-based control and performance tracking exercise control over empowered employees.
Succession management is the process of identifying and developing internal employees with potential to fill key leadership roles in the future. It helps ensure continuity and prepares employees for advancement. The process involves aligning plans with strategy, identifying needed skills, selecting high-potential employees, providing development opportunities like rotations and training, and monitoring progress. It has evolved from short-term replacement planning to a broader, long-term focus on developing talent pools and competencies.
The document discusses the important role of senior leadership in talent and competency-based human capital management. It states that senior leadership should recognize the importance of talent recruitment and development, competency management, training, succession planning, and performance management. Research shows the involvement of top executives is critical to the success of talent management strategies. The document recommends several ways for senior leadership to demonstrate their commitment to human capital management, such as establishing a personnel development committee and ensuring human capital development is part of the organization's strategic business plan.
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.
The Four Cs Over the past several decades, as we have consulted wi.docxcherry686017
The Four Cs Over the past several decades, as we have consulted with teams and conducted research on team performance, we have come to the conclusion that there are four factors—four ―Cs—that must be understood and managed for teams to achieve superior performance.
Determinants of High-Performing Teams: The Four C’s
1. The context for the team
2. The composition of the team
3. The competencies of the team
4. The change management skills of the team
We will describe each of these factors briefly here, and will discuss them in more depth in the following chapters.
Context for the Team
Team context refers to the organizational environment in which the team must work. Understanding context, and how it influences team performance, requires an understanding of the answers to the following questions: 1. Is effective teamwork critical to accomplishing the goals desired by the organization? If so, are there measurable team performance goals around which we can organize a team? 2. Do my organization‘s reward systems, structure, and culture support teamwork? Experience has shown that the teamwork required to achieve high performance is much more important when the team must complete a complex task characterized by a high degree of interdependence. In addition, we have found that some organizations deploy formal organization structures or reward systems that become barriers to effective teamwork. For example, reward systems that provide strong individual incentives often create strong disincentives to engage in cooperative behavior within a work team. Unfortunately, many organizations, while paying lip service to the importance of teamwork, do little to encourage and support those who work in teams. Thus they do not foster a culture in which teams can succeed. High-performing teams manage context effectively by (1) establishing measurable team performance goals that are clear and compelling, (2) ensuring that team members understand that effective teamwork is critical to meeting those goals, (3) establishing reward systems that reward team performance (more than individual performance), (4) eliminating roadblocks to teamwork that formal organization structures might create, and (5) establishing an organizational culture that supports teamwork-oriented processes and behaviors (for example, everyone in the organization understands that success is predicated on effective collaboration; consequently, informal norms and processes support team-oriented behavior).
Composition of the Team
The composition of the team concerns the skills and attitudes of team members. You have to have the ―right people on the bus to make things happen as a team and achieve top performance.1 To effectively manage the composition of the team, team leaders must understand that team leadership and processes differ depending on the answers to the following questions: 1. To what extent do individual team members have the technical skills required to complete the task? 2 ...
The document discusses different approaches that multinational companies (MNCs) use for international recruitment. It describes four main approaches: ethnocentric, polycentric, region-centric, and geocentric. The ethnocentric approach involves recruiting from the parent country. The polycentric approach focuses on recruiting locally from host countries. The region-centric approach recruits from the region where subsidiaries are located. Finally, the geocentric approach recruits the most suitable candidates globally regardless of nationality. The document provides details on when each approach may be preferred.
The document discusses performance appraisal of expatriates. It defines performance appraisal and outlines its objectives for both employees and organizations. It identifies factors that influence expatriate performance like compensation, task, cultural adjustment, and support from headquarters. It also discusses challenges of international performance management like cultural differences, unreliable data, and complex environments. Finally, it provides examples of performance appraisal systems used by companies like Pepsi and guidelines for effective expatriate performance evaluation.
International staffing presents many challenges for multinational companies. It is important to give special attention to staffing practices in overseas units due to geographic distance from headquarters. There are several options for staffing foreign operations, including using parent country nationals, host country nationals, or third country nationals. An effective staffing strategy must consider costs, cultural issues, goals and policies to ensure success in foreign markets.
Human resource management in global perspective TYBMSYogesh Dalvi
This document discusses key aspects of international human resource management (IHRM). It covers the features, objectives, and reasons for the emergence of IHRM. Some of the main topics addressed include the significance of IHRM in international business; the scope and functions of IHRM such as recruitment, training, and compensation; approaches to IHRM; and challenges in areas like expatriate selection, managing diversity, and repatriation. The document also examines offshoring, managing international projects, and characteristics of virtual organizations compared to traditional organizations.
The document discusses the expatriate experience. It defines an expatriate as a person residing in a country other than their home country, either temporarily or permanently. It notes that globalization has increased opportunities for short term international assignments. The document outlines opportunities for organizations in utilizing expatriates, such as technical skills and relationships building. However, it also discusses problems faced by expatriates, such as work pressure, lack of communication, and feeling like foreigners upon returning. It recommends training for expatriates in cultural awareness and adaptation.
The document outlines various HR policies and processes at Tech Mahindra, including recruitment, selection, training, performance management, and compensation. It details the recruitment process which involves identifying vacancies, creating job descriptions, advertising positions, shortlisting candidates, conducting interviews, and making hiring decisions. It also describes the training and development program which aims to groom talent and consists of induction training, distance learning, and behavioral training, along with periodic assessments. The compensation and appraisal processes are also summarized.
The document summarizes different types of functional strategies that support corporate and business unit objectives. It discusses marketing, research and development, human resource management, financial, and information management strategies. The strategies focus on maximizing productivity of resources within each functional area to provide competitive advantages.
Environmental scanning involves monitoring internal and external environments to identify strengths, weaknesses, opportunities, and threats. Corporate governance involves relationships between management, directors, shareholders, and other stakeholders that determine how company objectives are set and performance is monitored. A strategic business unit is a division large enough to control most factors affecting its performance but small enough to be flexible. The balanced scorecard measures performance across learning/growth, business processes, customers, and finance.
The document discusses four methods of job design: job simplification, job rotation, job enlargement, and job enrichment. Job simplification breaks jobs into repetitive tasks for efficiency. Job rotation periodically shifts employees between similar jobs to prevent boredom. Job enlargement expands jobs horizontally by adding more tasks without new skills. Job enrichment expands jobs vertically by giving employees more autonomy, responsibility, and motivation through challenging work.
Strategic leadership involves communicating a vision to influence organizational members and execute organizational change without force or threats. It requires developing skills to cope with competition and respond to opportunities while balancing daily operations with visionary planning. Key tasks of strategic leadership include clarifying strategic intent, building an organization, shaping organizational change, developing talented operational leadership, shaping organizational culture to match strategy, matching structure to strategy, and matching leadership style to strategy. Effective strategic leadership competencies include anticipating, challenging, interpreting, deciding, aligning, and learning.
This document provides an overview of key topics in international human resource management (IHRM) including approaches to staffing foreign operations, reasons for international assignments, types of international assignments, and the roles of expatriates and non-expatriates in supporting international business activities. It also discusses calculating return on investment for international assignments and the various roles of the corporate HR function in managing international operations.
The document discusses the values, assumptions, and beliefs underlying organization development (OD). It outlines how early OD was influenced by humanistic values that promoted democratic practices and viewing people positively. The implications of these values were to design organizations that treated individuals and groups in a way that was supportive of growth, risk-taking, and collaboration. This laid the foundation for OD and guided its implementation to create high performing organizations while maintaining a humane approach.
Employee stock option plans (ESOPs) give employees the option to buy company shares. ESOPs help attract, motivate and retain talent. Key terms include grant date, vesting period, exercise period and exercise. ESOPs must be approved by directors and shareholders. Companies must maintain proper records and make required regulatory filings for ESOPs. There are some differences between ESOPs and sweat equity such as eligibility criteria and dilution timing. Recent news articles discuss companies providing large amounts of ESOPs to employees during the COVID-19 pandemic.
This document discusses human resource management in global organizations. It covers three main areas of international human resource management: 1) managing HR in global corporations, 2) managing expatriate employees, and 3) comparing HR practices across countries. HR laws, regulations, and practices influence where companies locate subsidiaries based on factors like wages, benefits, and ease of dismissal. For example, some countries require higher unemployment benefits or limit overtime more than others. Managing subsidiaries requires considering these legal differences. The document also discusses approaches to staffing subsidiaries and factors influencing international HR management.
The document discusses several key topics regarding international staffing and recruitment:
1. It outlines different staffing orientations (ethnocentric, polycentric, regiocentric, geocentric) and their characteristics.
2. Key issues in international human resource planning and managing expatriates are identified, including identifying top talent, providing development opportunities, and dual career challenges.
3. Recent trends in international recruitment like increasing diversity, outsourcing, and background checks are examined.
International human resource management (IHRM) involves managing a multinational corporation's employees across different countries. There are three types of employees: host country nationals (HCNs) who are citizens of the country where operations occur; parent country nationals (PCNs) who are sent on assignment from the home country; and third country nationals (TCNs) from neither the home or host countries.
Companies typically progress through four IHRM strategies - starting with an ethnocentric approach that favors PCNs, then a polycentric approach using more HCNs, followed by a geocentric strategy choosing the best employees globally. Finally, some adopt a regiocentric strategy managing regions rather than the
Operationalizing strategy refers to the process of allocating resources to implement an organization's chosen strategy. This involves various management activities such as setting short-term objectives, developing functional tactics, establishing policies to guide decisions, allocating resources, managing conflicts, and empowering employees. Functional tactics translate broad strategies into specific actions for individual business functions. They require greater specificity and have a shorter time horizon than business strategies. Policies standardize routine decisions to clarify discretion and empower employees while ensuring consistency with strategy. Resource allocation, conflict management, training, and decentralized decision-making can empower employees to implement tactics, while peer-based control and performance tracking exercise control over empowered employees.
Succession management is the process of identifying and developing internal employees with potential to fill key leadership roles in the future. It helps ensure continuity and prepares employees for advancement. The process involves aligning plans with strategy, identifying needed skills, selecting high-potential employees, providing development opportunities like rotations and training, and monitoring progress. It has evolved from short-term replacement planning to a broader, long-term focus on developing talent pools and competencies.
The document discusses the important role of senior leadership in talent and competency-based human capital management. It states that senior leadership should recognize the importance of talent recruitment and development, competency management, training, succession planning, and performance management. Research shows the involvement of top executives is critical to the success of talent management strategies. The document recommends several ways for senior leadership to demonstrate their commitment to human capital management, such as establishing a personnel development committee and ensuring human capital development is part of the organization's strategic business plan.
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.
The Four Cs Over the past several decades, as we have consulted wi.docxcherry686017
The Four Cs Over the past several decades, as we have consulted with teams and conducted research on team performance, we have come to the conclusion that there are four factors—four ―Cs—that must be understood and managed for teams to achieve superior performance.
Determinants of High-Performing Teams: The Four C’s
1. The context for the team
2. The composition of the team
3. The competencies of the team
4. The change management skills of the team
We will describe each of these factors briefly here, and will discuss them in more depth in the following chapters.
Context for the Team
Team context refers to the organizational environment in which the team must work. Understanding context, and how it influences team performance, requires an understanding of the answers to the following questions: 1. Is effective teamwork critical to accomplishing the goals desired by the organization? If so, are there measurable team performance goals around which we can organize a team? 2. Do my organization‘s reward systems, structure, and culture support teamwork? Experience has shown that the teamwork required to achieve high performance is much more important when the team must complete a complex task characterized by a high degree of interdependence. In addition, we have found that some organizations deploy formal organization structures or reward systems that become barriers to effective teamwork. For example, reward systems that provide strong individual incentives often create strong disincentives to engage in cooperative behavior within a work team. Unfortunately, many organizations, while paying lip service to the importance of teamwork, do little to encourage and support those who work in teams. Thus they do not foster a culture in which teams can succeed. High-performing teams manage context effectively by (1) establishing measurable team performance goals that are clear and compelling, (2) ensuring that team members understand that effective teamwork is critical to meeting those goals, (3) establishing reward systems that reward team performance (more than individual performance), (4) eliminating roadblocks to teamwork that formal organization structures might create, and (5) establishing an organizational culture that supports teamwork-oriented processes and behaviors (for example, everyone in the organization understands that success is predicated on effective collaboration; consequently, informal norms and processes support team-oriented behavior).
Composition of the Team
The composition of the team concerns the skills and attitudes of team members. You have to have the ―right people on the bus to make things happen as a team and achieve top performance.1 To effectively manage the composition of the team, team leaders must understand that team leadership and processes differ depending on the answers to the following questions: 1. To what extent do individual team members have the technical skills required to complete the task? 2 ...
A Strategic Guide For Building Effective TeamsDaniel Wachtel
This document provides a 7-step framework to guide managers in building effective teams. The framework assumes managers can facilitate team development through day-to-day interactions. Step 1 involves identifying characteristics predictive of team success. Step 2 measures an existing team's characteristics to identify deficiencies in Step 3. Step 4 selects interventions to address deficiencies, while Step 5 identifies interventions to overcome deficiencies. Step 6 selects intervention strategies, and Step 7 implements and assesses improvements. The framework is intended to guide managers in an ongoing, iterative team-building process.
Team dynamics & creativity in team decision makingSalman Ahmed
Groups of two or more people interacting and working towards common goals are considered teams. Teams are more effective than simple groups because they have task interdependence. There are two main types of teams - permanent teams that exist long-term and temporary teams formed for specific projects. Team effectiveness is influenced by factors like design, environment, and processes. Effective team design considers the task, size, and member composition. Teams go through stages of forming, storming, norming, and performing as they develop. Team cohesiveness and norms impact performance and satisfaction.
Team Building (Comprehensive) PowerPoint Presentation 150 slides with 4 diagr...Andrew Schwartz
PowerPoint Presentation Content Slides Include:
• Learning objectives for this presentation
• Definition/s of team building
• Etymology – team (4 points)
• Etymology – build (2 points)
• Basic team concepts (3 points)
• Characteristics of a team (5 points)
• Why teamwork? (3 points)
• Why teams work graphic
• Conceptions of teams (15 points)
• Intrinsic team elements (19 points)
• Team development stages (5 points +2 charts)
• Team development stages Diagram
• Why teams work (25 points)
• Structuring your team (19 points)
• Leader responsibilities (15 points)
• Team building (12 points)
• What effective teams do (14 points)
• Team development stages (4 points)
• Group building behaviors (27 points)
• Arriving at a consensus (4 points)
• Obstacles faced by teams (14 points)
• Conflict (13 points)
• Conflict avoidance (5 points)
• Constructive criticism (16 points)
• Accepting criticism (8 points)
• Overcoming obstacles (14 points)
• Evaluating performance (17 points)
• Team performance curves (6 points)
• Team performance curve graphic
• Evaluating performance graphic
• Major changes (2 points)
• Remember (6 points)
• Actions steps (16 points)
The document discusses enhancing coaching skills through strategic performance management. It proposes implementing a coaching culture to help managers link organizational strategy to employee performance and engagement. Four implementation options for a coaching workshop are provided: 1) a standard 2-day workshop, 1B) a modified 3-day workshop with video feedback, 2) building in-house facilitation skills, and 3) using learning styles as an ongoing methodology for managers. The options would be preceded by an organizational diagnosis and supported by an effectiveness check after 6 months.
The Power of a Plan: Unlocking the Full Value of an HR Strategic PlanJason Lauritsen
Strategic planning in HR is less about the plan than it is about the process. It's a tool that can allow you to take control of the "story of HR" within your organization.
About Corporate Wisdom, Bio and Clientskristahenley
Krista Henley is a leadership coach and organizational consultant who founded Corporate Wisdom. She has over 20 years of experience coaching executives and facilitating leadership training. Her areas of expertise include leadership development, team building, and business consulting. She provides coaching to individuals and teams to improve interpersonal skills, reduce conflicts, and enhance performance. Some of her clients include HP, Cisco, Intel, and Stanford University. She aims to help clients strengthen skills in communication, conflict resolution, and achieving goals through experiential learning approaches.
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YOUR PARTNER IN COMPETITIVENESS
Leaders’ Brief (continued)
Observers’ Brief
You are the observers for this exercise. Your role is to:
1. Ensure that the rules are followed.
2. Dismantle any structure left at the end of the planning stage and randomly
replace the bricks in the box.
3. Measure the number of bricks used, height of completed tower and time
taken for construction.
4
1. The document discusses challenges of teamwork such as conflict management and decision making. It covers components of team dynamics and reasons for team failure.
2. High-performing teams have clear goals and roles, effective communication, and recognize individual and team contributions. The four stages of team development are forming, storming, norming, and performing.
3. Building an effective team requires selecting members with complementary skills, establishing common goals and mutual accountability. Leaders must facilitate participation and manage conflict to foster cooperation.
Assessment 1Student name ____________________________Instructio.docxfredharris32
Assessment 1Student name: ____________________________Instructions:
There are a total of two (2) parts to complete, requiring extended response answers.
You will be assessed on how well you interpret each task request and how you structure each according to layout, sequencing and by providing all relevant and applicable details for each task.
This is a graded unit. Your result is based on the evidence you provide to meet the criteria for competence as specified in the unit of competency and grading criteria.
Task/Question
Part A: General review questions (70 marks)
Question 1
Good leaders ‘practise what they preach’ and act as positive role models that others want to emulate. How would you ensure that your leadership style reflects this statement?
(5 marks)
Question 2
Why are organisational goals important?
(5 marks)
Question 3
What is the difference between strategic planning and operational planning?
(6 marks)
Question 4
How would you show support for and commitment to the goals of the business or organisation you work for?
(6 marks)
Question 5
An effective leader knows their colleagues and the members of their team, and they look after their interests. What three (3) ‘personal attributes’ would an effective leader possess which could be described as having a high level of interpersonal or people skills? List and briefly describe each.
(9 marks)
Question 6
Why is it beneficial for organisations to develop work teams?
(5 marks)
Question 7
What steps should a leader follow when communicating team objectives?
(6 marks)
Question 8
Briefly outline five (5) advantages of conducting regular team meetings?
(5 marks)
Question 9
What is planning? What sequence of activities must managers and leaders be aware of in order to establish a plan for their team?
(5 marks)
Question 10
Identify and discuss briefly four (4) general characteristics that leaders tend to possess.
(8 marks)
Question 11
Fred Fiedler (Cole, 2010), developed a situational theory of leadership. Identify thethree (3) contingency dimensions that he believed define the key situational factors that determine the most effective leadership style.
a) List and briefly describe these three (3) dimensions.
(6 marks)
b) Briefly describe what is characterised as a favourable situation for a leader.
(2 marks)
c) Briefly describe what is characterised as a least favourable situation for a leader.
(2 marks)
Part B: Develop an action plan (30 marks)
Read the following scenario. You will be required to develop an action plan which outlines the steps you would employ to develop competent teams.
Scenario
You are the newly appointed reservations manager of PlacesToGo Holidays, a tour wholesaler which specialises in selling air and accommodation packages to America (USA & Canada). PlacesToGo Holidays sells these packages to both travel agencies as well as direct to the general public.
The role of the reservations manager’s position entails:
...
This document discusses the manager's role in strategic human resource management. It provides an overview of strategic planning, including setting objectives, environmental scanning, and aligning HR strategies with business strategies. Key topics covered include the strategic management process, types of corporate and competitive strategies, and tools for strategic HRM like strategy maps, HR scorecards, and developing high-performance work systems. The document emphasizes the importance of linking HR policies and practices to organizational strategies and goals.
Sample Items From the Multifactor Leadership (Transformational Le.docxjeffsrosalyn
Sample Items From the Multifactor Leadership (Transformational Leadership questionnaire)
Questionnaire (MLQ) Form 5X-Short
These questions provide examples of the items that are used to evaluate
leadership style. The MLQ is provided in both Self and Rater forms. The Self
form measures self-perception of leadership behaviors. The Rater form is
used to measure leadership. By thinking about the leadership styles as exemplified
below, you can get a sense of your own belief about your leadership.
Key: 0 = Not 1 = Once in 2 = Sometimes 3 = Fairly 4 = Frequently,
at all a while often if not always
Transformational Leadership Styles
Idealized Influence I go beyond self-interest for the good 0 1 2 3 4
(Attributes) of the group.
Idealized Influence I consider the moral and ethical 0 1 2 3 4
(Behaviors) consequences of decisions.
Inspirational I talk optimistically about 0 1 2 3 4
Motivation the future.
Intellectual I reexamine critical assumptions 0 1 2 3 4
Stimulation to question whether they
are appropriate.
Individualized I help others to develop 0 1 2 3 4
Consideration their strengths.
Transactional Leadership Styles
Contingent Reward I make clear what one can expect 0 1 2 3 4
to receive when performance
goals are achieved.
Management by I keep track of all mistakes. 0 1 2 3 4
Exception: Active
Passive/Avoidant Leadership Styles
Management by I wait for things to go wrong before 0 1 2 3 4
Exception: Passive taking action.
Laissez-Faire I avoid making decisions. 0 1 2 3 4
Authentic Leadership Self-Assessment Questionnaire
Instructions: This questionnaire contains items about different dimensions of
authentic leadership. There are no right or wrong responses, so please answer
honestly. Use the following scale when responding to each statement by writing
the number from the scale below that you feel most accurately characterizes
your response to the statement.
Key: 1 = Strongly 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly
disagree agree
1. I can list my three greatest weaknesses. 1 2 3 4 5
2. My actions reflect my core values. 1 2 3 4 5
3. I seek others’ opinions before making up my own mind. 1 2 3 4 5
4. I openly share my feelings with others. 1 2 3 4 5
5. I can list my three greatest strengths. 1 2 3 4 5
6. I do not allow group pressure to control me. 1 2 3 4 5
7. I listen closely to the ideas of those who disagree with me. 1 2 3 4 5
8. I let others know who I truly am as a person. 1 2 3 4 5
9. I seek feedback as a way of understanding who I really am 1 2 3 4 5
as a person.
10. O ther people know where I stand on controversial issues. 1 2 3 4 5
11. I do not emphasize my own point of view at the expense 1 2 3 4 5
of others.
12. I rarely present a “false” front to others. 1 2 3 4 5
13. I accept the feelings I have about myself. 1 2 3 4 5
14. My morals guide what I do as a leader. 1 2 3 4 5
15. I listen very carefully to the ideas of others before 1 2 3 4 5
making decisions.
16. I admit my mistakes to others. 1 2 3 4 5
Scoring
1. S um the response.
Ssw coaching for high performance training for corporate executivesSoft Skills World
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1. The document discusses work teams and contrasts them with work groups, noting that work teams have collective performance goals, share information, and generate positive synergy through coordinated effort.
2. It then outlines the characteristics of successful work teams, including clear goals, mutual trust, good communication, and effective leadership.
3. The document concludes with a discussion of how managers can build trust within teams and how organizations can develop good team members.
The document discusses work teams and contrasts them with work groups. It defines work teams as groups that work collectively towards shared goals and generate positive synergy through coordination. Work groups primarily share information and make decisions to help members perform individual tasks. Characteristics of successful work teams include clear goals, relevant skills, mutual trust, unified commitment, good communication, negotiating skills, effective leadership, and internal and external support. The document also discusses factors that enable work teams to outperform traditional departments and characteristics of high-performing teams.
Teams are more effective than individuals at accomplishing tasks. The document discusses the types, stages of development, and importance of team building for effective teams. It outlines common team types like task forces, problem-solving teams, and self-managed work teams. The stages of team development include forming, storming, norming, and performing. Team building activities help strengthen relationships, roles, values, and processes to enhance task accomplishment and productivity.
Similar to TAS II Retail Brand Leadership Team Assessment Report, Gordon Curphy, PhD (20)
This document provides a theoretical framework for understanding leadership based on evolutionary psychology principles and research findings. It defines leadership as solving the problem of collective effort through organizing group members to promote success and survival. The document reviews several key themes in the leadership literature. It discusses implicit leadership theory and how followers perceive effective leadership. It also examines the relationship between personality and leadership emergence, noting traits like conscientiousness and extraversion predict who stands out as a leader. Research on effective versus successful leaders is discussed, showing they often demonstrate different behaviors and priorities.
- Two shipwrecked parties on opposite sides of Auckland Islands in 1864 had very different outcomes due to their leadership and teamwork. Captain Musgrave's party of 5 worked together over 20 months to survive by building shelter, finding food, and eventually escaping on a boat they constructed. Meanwhile, Captain Dalgarno's party of 19 fell into despair, conflict, and eventually cannibalism with only 3 surviving.
- Building high performing teams requires understanding key components like context, mission, talent, and norms. Teams must align on assumptions, set clear and measurable goals, ensure the right people and skills are present, and establish effective rules of operation.
This document provides guidance to new executives on successfully transitioning into a new role during their first 90 days. It outlines five phases of onboarding: 1) Preparing for the first day through research and planning; 2) The critical first day, including meeting with the CEO and staff; 3) The first two weeks spent meeting key leaders and staff; 4) The first two months focused on developing strategy, structure and staffing plans; 5) The third month establishing department culture. Successful onboarding requires gaining alignment, building relationships, and developing plans while avoiding common mistakes like alienating others or focusing solely on results over relationships.
This document provides an overview of followership and different types of followers. It discusses how expectations of followers have changed over time as employees want more meaningful work. It also explains that everyone plays the role of follower at some point, and effective followers can become future leaders. The document then covers psychological reasons for why people follow, including cost-benefit analyses, compliance with authority, trust, and identification with leaders. It introduces the Curphy-Roellig model of followership that identifies four types of followers based on their level of critical thinking and engagement: self-starters, brown-nosers, critics, and slackers. Self-starters are described as the most effective followers who are passionate, think of improvements, and solve
This document discusses why the leadership development industry is failing and proposes solutions. It argues that leadership is often poorly defined, focusing on competencies that prioritize career advancement over building teams and achieving results. As a result, the wrong people often attend leadership programs. It proposes adopting a simple definition of leadership as the ability to build teams and achieve results. It also recommends only interviewing proven high-performing leaders when developing competency models, and making the ability to build teams and achieve results explicit in models. The document contends that addressing these issues around definition, selection, content, delivery, purpose, and evaluation of programs could improve returns on leadership development spending.
The document discusses Steve Jobs' leadership style and how he may have fared if subjected to a formal executive assessment process. It analyzes Jobs' personality traits using an assessment tool called the Hogan Development Survey, which measures 11 "dark side" traits that can interfere with effective leadership. The analysis finds that Jobs likely exhibited high levels of traits like Excitable, Reserved, Bold, Mischievous, and Diligent. It concludes he would not have been recommended for a CEO role due to these traits making him difficult to work with, though acknowledges assessments are not perfect predictors of success or talent. The document outlines lessons around talent versus leadership ability, the need for authority figures to manage problematic personalities, and why people may tolerate working
This 360-degree feedback report provides John Anderson with feedback from surveys completed by himself, his manager, direct reports, peers, and others. The report is organized into 5 sections that provide an introduction, competency profiles and ratings, highest and lowest rated items, and comparisons between respondent groups. The highest rated competencies for John were Adaptability, Personal Drive, Analyzing Problems & Making Decisions, Planning and Organizing, and Customer Focus. Respondents noted John's greatest strengths as being optimistic, resilient, flexible to change, goal-oriented, and maintaining confidentiality. The report aims to provide insights for John to enhance his effectiveness through identifying development opportunities.
Mark McMurray is the EVP of Downstream Operations at Husky Energy. He faces four major challenges: missing rebranding targets, difficulty integrating Mohawk staff culture, declining market share due to competitors' upgrades, and needing to acquire more eastern assets.
Mark has had a successful career at Husky Energy, working his way up from Service Station Manager. However, he now leads a larger downstream operation than ever before and must overcome integration challenges from the Mohawk acquisition.
The assessment identifies strengths in Mark's strategic thinking, customer focus, and drive for results. It recommends he work on being more patient, managing stress better, and building a high-performing team to help him overcome current challenges and progress
The document provides tips for new college graduates starting their first professional job. It is divided into three sections: before starting, the first day, and the first two weeks. Some key tips include learning about the company beforehand, dressing professionally, making a good first impression by shaking hands firmly and remembering names, following all written and unwritten workplace rules, and always completing assignments thoroughly and on time. It emphasizes treating the job seriously from the beginning in order to have a successful long-term career.
This document provides a guide for new executives on successfully integrating into a new company during their first three months. It outlines five phases for the onboarding process: 1) Preparing for the first day through pre-hire research and planning, 2) Focusing on initial meetings with the CEO and department on the first day, 3) Building relationships through meetings in the first two weeks, 4) Developing strategy and staffing decisions in the first two months, and 5) Establishing culture in the third month. The guide emphasizes the importance of the first 90 days and provides specific recommendations for key meetings and objectives to accomplish in each phase.
The document provides an overview of followership and different types of followers. It discusses how expectations of followers have changed over time from passive obedience to wanting more meaningful work. It also notes that everyone plays the role of follower at some point and outlines a followership model with four types: self-starters, criticizers, slackers, and brown-nosers based on two dimensions of critical thinking and engagement. Self-starters are described as highly engaged and critically thinking followers who proactively seek to improve performance.
This document provides guidance on successful executive onboarding within the first 90 days of a new role. It outlines five phases of the onboarding process: 1) Preparing for the first day through pre-hire research and planning, 2) The first day including key meetings, 3) The first two weeks focused on relationship building, 4) The first two months centered around strategy and staffing decisions, and 5) The third month establishing culture and improvement areas. The first 90 days are critical for setting up an executive for long-term success or derailing their career, so following an organized onboarding process is important.
The Retail Leadership Team is responsible for the performance of a $1B retail brand. In interviews, members identified several areas of strength, including clear goals and accountability. However, issues were also noted, such as an overfocus on operations versus strategy, siloed working styles, and lack of customer focus. Overall, while results are improving, the team is struggling to achieve goals and does not always function effectively as a unified team.
This document provides a summary of the Rocket Model for building high-performing teams. The Rocket Model is a framework that consists of 9 components: Context, Mission, Talent, Norms, Buy-In, Power, Morale, Results, and Concluding Comments. It describes each component and what teams need to do to improve in each area. The model can be used to assess what is going well or poorly on a team and identify actions to enhance performance. Following the components in order is important as each drives the next. The model has helped hundreds of teams work more effectively together.
This white paper from Bank of America Merrill Lynch discusses how to build an effective top-tier management team as a business grows. It recommends determining management needs based on strategy, not friendship or family ties. Key C-level roles discussed include CEO, COO, CFO, CMO, and CTO. The paper stresses that new managers should share the company's vision and culture while also providing new perspectives to help drive future growth. Building an effective team is a process that happens over time as a business evolves.
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During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
2. Team Assessment Survey Feedback Report II
The Rocket Model: Characteristics of High
Performing Teams
Results
4.0
Power Morale
3.4 3.4
Context Context
3.5 3.5
Norms Buy-In
3.0 3.8
Mission Talent
3.6 3.1
Number of Raters = 17
Copyright Curphy Consulting 2011 1 CONFIDENTIAL
3. Team Assessment Survey Feedback Report II
The Rocket Model
PAYLOAD: The size of the payload (i.e., the magnitude of results) will depend on the
effectiveness of the other three stages.
THIRD STAGE: This stage of the rocket focuses on improving decision-making authority and
team cohesiveness.
Power The team has the equipment, budget and decision-making authority it
needs to accomplish its mission.
Morale The team has identified those areas that interfere with building
cohesiveness and has developed effective counter measures.
SECOND STAGE: Setting the rules or norms for how team members will work together and
gaining the commitment of team members for the team’s mission are critical tasks in this part of
the rocket model. To work effectively, teams must set rules for decision-making, communicating,
and running meetings. They must also find ways to build commitment and buy-in to the team’s
mission.
Norms The team sets agreed upon rules for decision making,
communication, meetings, work hand offs, and debriefs.
hand-offs,
Buy-In The team builds commitment by having a compelling future picture,
credible leadership, and team members that are highly involved with
goal setting and decision making.
BOOSTER STAGE: The first stage of a rocket will determine what kind of payload the rocket can
carry, or whether it will even get off the ground. Similarly, this stage of the rocket model is critical
to team success. Having a clear purpose, objectives, goals, and benchmarks and having the right
talent to achieve the future picture is the first stage of team performance.
Mission The team has a clear future picture, has set strategic objectives and
benchmarks, and has developed methods to track mission progress.
Talent The team identifies the skills, experience and abilities it will need to
succeed. It also systematically buys or builds the talent it needs for
mission success.
CONTEXT: Pertains to the situation surrounding the team. Does everyone on the team share the
same assumptions for key customers, stakeholders, influencers, and other teams?
Copyright Curphy Consulting 2011 2 CONFIDENTIAL
4. Team Assessment Survey Feedback Report II
CONTEXT
Results
Power Morale
CONTEXT
3.5
Norms Buy-In
Scoring Key
Mission Talent High = 4-5 Team members are in
agreement about key
stakeholders and challenges.
Med. = 3-4 There is some disagreement
about the context in which
the team operates.
Low <3 The team context is
unknown or team members
are in disagreement about its
Number of Raters = 17 key stakeholders and
challenges.
Copyright Curphy Consulting 2011 3 CONFIDENTIAL
5. Team Assessment Survey Feedback Report II
CONTEXT ( ) Denotes # of Raters with a <3 Response
Team Assessment Survey Items
I have a clear understanding of our team's key customers,
stakeholders, and influencers. 4.1 ( 0 )
Our team periodically reviews its assumptions for key customers,
stakeholders, and influencers. 3.1 ( 5 )
Team members agree on the challenges facing the team. 3.4 ( 2 )
Team Distribution
1 2 3 4 5
Suggestions for Improvement:
• Identify the key entities and stakeholders effecting the team.
• Discuss and document the team's assumptions about its key entities and stakeholders.
• Periodically update the team's assumptions about the context in which it operates.
• Share team assumptions when on-boarding new team members.
Notes:
Copyright Curphy Consulting 2011 4 CONFIDENTIAL
6. Team Assessment Survey Feedback Report II
MISSION
Results
Power Morale
Context
Norms Buy-In
Scoring Key
High = 4-5 The team has a clear sense
of the direction and there are
good metrics for tracking
progress towards team
MISSION Talent goals.
Med. = 3-4 A solid score, but there may
3.6 be some confusion about the
goals or the metrics used to
evaluate team progress.
Low <3 Focus on identifying the
team's overall purpose and
goals.
Number of Raters = 17
Copyright Curphy Consulting 2011 5 CONFIDENTIAL
7. Team Assessment Survey Feedback Report II
MISSION ( ) Denotes # of Raters with a <3 Response
Team Assessment Survey Items
I have a clear understanding of our team's purpose. 4.2 ( 0 )
I understand our team's overall goals. 4.3 ( 0 )
Our team has developed metrics and benchmarks for our team
goals. 3.2 ( 4 )
Our team regularly reviews progress on team goals. 2.9 ( 7 )
Team Distribution
1 2 3 4 5
Suggestions for Improvement:
gg p
• Develop a clear purpose or charter for the team.
• Identify the priorities and set SMART goals for the team.
• Develop and/or ensure all team members understand the metrics or standards for evaluating
team success.
• Create a system for tracking progress against team goals.
• Make the links between team accomplishments and organizational goals clear.
Notes:
Copyright Curphy Consulting 2011 6 CONFIDENTIAL
8. Team Assessment Survey Feedback Report II
TALENT
Results
Power Morale
Context
Norms Buy-In
Scoring Key
High = 4-5 The team has the right
number of people with the
right skills and experience to
Mission TALENT accomplish the team's goals.
3.1 Med. = 3-4 A solid score, but the team
may not have the right
number of people or lacks
some critical skills or
experience.
Low <3 The team lacks the talent it
needs to accomplish its
goals. The team may have
too few people to adequately
handle the workload or may
have too many people
Number of Raters = 17 involved in work or decision-
making processes. The team
may also lack some of the
critical skills needed for
success.
Copyright Curphy Consulting 2011 7 CONFIDENTIAL
9. Team Assessment Survey Feedback Report II
TALENT ( ) Denotes # of Raters with a <3 Response
Team Assessment Survey Items
Our team has the right number of people. 3.3 ( 6 )
Our team has the right mix of skills, capabilities and experience. 3.3 ( 4 )
Team members have clear roles, responsibilities and
accountabilities. 3.4 ( 5 )
I have a written development plan to develop the skills needed to
improve team performance. 2.9 ( 7 )
Team members get regular coaching and feedback to improve
team performance. 2.4 ( 10 )
Team Distribution
1 2 3 4 5
Suggestions for Improvement:
• Determine the skills and experience the team needs to accomplish its goals.
• Do a workload analysis to determine whether there are too few or too many team members. If workload is
high, it may be that team members lack needed skills or experience or they lack the equipment and systems
needed to get the work done.
• Ensure individual team members have clear roles, goals and responsibilities.
• Hire those skills and capabilities that will be difficult to develop.
• Arrange for or provide ongoing training to shore up development needs.
• Provide on-the-job coaching and feedback to help develop skills.
• Do offer action reviews to help the team learn from experience.
Notes:
Copyright Curphy Consulting 2011 8 CONFIDENTIAL
10. Team Assessment Survey Feedback Report II
NORMS
Results
Power Morale
Context
NORMS Buy-In
3.0 Scoring Key
High = 4-5 The team has developed
good processes and systems
for getting work done, looks
for ways to work better, uses
Mission Talent its time wisely, makes good
decisions, and spends
needed time on proactive
issues.
Med. = 3-4 A solid score, but the team
may be too reactive, may not
use its time as wisely as it
could, could make better
decisions, or may be using
inefficient work processes.
Low <3 This team is not using
Number of Raters = 17 efficient work processes, has
poor decision-making
processes, is too reactive,
and/or is not using time
wisely. These lower scores
may also be associated with
newer teams.
Copyright Curphy Consulting 2011 9 CONFIDENTIAL
11. Team Assessment Survey Feedback Report II
NORMS ( ) Denotes # of Raters with a <3 Response
Team Assessment Survey Items
Our team plans and manages meetings in order to make efficient
use of time. 3.2 ( 3 )
Our team periodically takes time to reflect on its successes and
failures. 2.5 ( 8 )
Our team spends enough time working on proactive versus
reactive issues. 2.4 ( 11 )
Our team uses good processes for making decisions. 2.8 ( 5 )
Our team makes sound and timely decisions. 3.4 ( 2 )
Team members communicate with each other openly and directly. 2.6 ( 8 )
Team members are good at safeguarding confidential information. 3.8 ( 2 )
Our team uses good processes for handing off work between team
members. 2.8 ( 6 )
Team members are held accountable for their attitudes, behaviors,
and deliverables
deliverables. 3.2
32 ( 6 )
Team Distribution
1 2 3 4 5
Suggestions for Improvement:
• Develop agreed upon processes for making team decisions.
• Adopt “best practice” meeting management techniques.
• Spend time in meetings addressing proactive and reactive issues.
• Set rules for confidentiality and team communication processes.
• Develop an agreed upon process for making team decisions.
• Ensure the team has efficient processes in place for transferring work between team members.
• Develop a set of accountability rules and consequences for rule violations.
Notes:
Copyright Curphy Consulting 2011 10 CONFIDENTIAL
12. Team Assessment Survey Feedback Report II
BUY-IN
Results
Power Morale
Context
Norms BUY-IN
3.8
Scoring Key
High = 4-5 There is a high level of buy-in
Mission Talent to team goals and roles.
Med. = 3-4 A solid score, but the level of
buy-in to team goals and
roles could be better.
Low <3 There is a low level of buy-in
to team goals and roles.
Number of Raters = 17
Copyright Curphy Consulting 2011 11 CONFIDENTIAL
13. Team Assessment Survey Feedback Report II
BUY-IN ( ) Denotes # of Raters with a <3 Response
Team Assessment Survey Items
Team members are passionate about our team’s purpose. 4.4 ( 0 )
I believe our team leader to be trustworthy and knowledgeable. 4.4 ( 0 )
Team members are actively involved with team goal setting and
decision making. 3.5 ( 2 )
Team members willingly pitch in to help other team members when
needed. 3.4 ( 3 )
Team members faithfully carry out team decisions. 3.6 ( 2 )
Team Distribution
1 2 3 4 5
Suggestions for Improvement:
• Work with team members to build a compelling team purpose or future picture.
• Ensure that all team members agree with the team’s purpose and goals. This is most easily accomplished by
having all team members work on the original purpose statement. If this is not possible, then have a team
meeting to review the team’s purpose and goals. These may need to change in order to increase buy-in.
• Ensure all team members are comfortable with their individual roles and responsibilities. Team leaders may
need to clarify or adjust roles and responsibilities in order to increase buy-in.
• Ensure that all team members understand how team accomplishments contribute to organizational goals.
Notes:
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14. Team Assessment Survey Feedback Report II
POWER
Results
POWER Morale
3.4
Context
Norms Buy-In
Scoring Key
High = 4-5 The team either has or finds
ways to get the equipment,
money, and decision-making
Mission Talent latitude it needs to acomplish
its goals.
Med. = 3-4 A solid score, but the team
may not be acquiring the
equipment or decision-
making latitude it needs in
order to succeed.
Low <3 The team either does not
have or has not found ways
to get the resources it needs
to succeed.
Number of Raters = 17
Copyright Curphy Consulting 2011 13 CONFIDENTIAL
15. Team Assessment Survey Feedback Report II
POWER ( ) Denotes # of Raters with a <3 Response
Team Assessment Survey Items
Our team has the authority it needs to make important team
decisions. 3.3 ( 3 )
Our team has the equipment needed to achieve our team's goals. 3.3 ( 3 )
Our team has the budget needed to achieve our team's goals. 3.1 ( 5 )
Our team figured out ways to overcome any authority, budget, or
equipment shortfalls. 3.9 ( 0 )
Team Distribution
1 2 3 4 5
Suggestions f Improvement:
S for
• Devise ways to help the team get the resources and money it needs to accomplish its goals.
• Renegotiate accountables and timelines with customers if the team does not have the resources, money,
time, or talent it needs to be successful.
• Work with team sponsors to increase team decision-making authority.
• Use Force Field Analyses to identify drivers and barriers to change.
Notes:
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16. Team Assessment Survey Feedback Report II
MORALE
Results
Power MORALE
3.4
Context
Norms Buy-In
Scoring Key
S i K
High = 4-5 The team has a high level of
morale and uses effective
methods for resolving
Mission Talent
internal conflict.
Med. = 3-4 A solid score, but team
morale and conflict resolution
could be better.
Low <3 Team morale may be
suffering. These lower
scores could be due to poor
internal communication, the
use of poor conflict resolution
techniques, or problems with
one or more of the other
team components.
Number of Raters = 17
Copyright Curphy Consulting 2011 15 CONFIDENTIAL
17. Team Assessment Survey Feedback Report II
MORALE ( ) Denotes # of Raters with a <3 Response
Team Assessment Survey Items
People are proud to be a part of this team. 4.2 ( 0 )
Our team works well together. 3.4 ( 4 )
The people on our team trust each other. 3.2 ( 4 )
Our team resolves conflict among team members in a timely
manner. 3.2 ( 4 )
Our team takes the time to celebrate team successes. 2.8 ( 8 )
Team Distribution
1 2 3 4 5
Suggestions for Improvement:
• Make sure everyone is encouraged to voice his or her ideas in team meetings.
• Ensure team members practice good listening skills during team meetings.
• Bring up, discuss and work to resolve team conflict as it occurs.
• Confront problem behavior immediately and directly.
• Gather information about the other seven team components to determine areas of dissatisfaction.
• Discuss areas of team dissatisfaction and develop and implement action plans to resolve these issues.
• Celebrate team wins.
Notes:
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18. Team Assessment Survey Feedback Report II
RESULTS
RESULTS
4.0
Power Morale
Context
Norms Buy-In
Scoring Key
Mission Talent High = 4-5 This is a high performing
team that accomplishes a
great deal.
Med. = 3-4 A solid performing team, but
it could have even more
impact.
Low <3 Team impact needs to be
improved. These results
could be due to the fact that
the team is new or may have
problems in one or more of
the team components.
Number of Raters = 17
Copyright Curphy Consulting 2011 17 CONFIDENTIAL
19. Team Assessment Survey Feedback Report II
RESULTS ( ) Denotes # of Raters with a <3 Response
Team Assessment Survey Items
Our team builds and executes plans in order to accomplish team
goals. 3.8 ( 0 )
Our team moves quickly when swift action is needed. 4.5 ( 0 )
Our team consistently exceeds our customers’ expectations. 3.7 ( 0 )
Our team produces high quality work. 4.2 ( 0 )
Our team stays within its allocated budget. 3.8 ( 0 )
Our team accomplishes more than other comparable teams. 3.7 ( 2 )
Team Distribution
1 2 3 4 5
Suggestions for Improvement:
• Determine if a team is really necessary to accomplish assigned goals.
• Determine if goals and objectives could be done more effectively by another team or through outsourcing.
• Create and execute team action plans and hold people accountable for results.
Notes:
Copyright Curphy Consulting 2011 18 CONFIDENTIAL
20. Team Assessment Survey Feedback Report II
Analysis of Team Survey Results
TAS Results Implications
Key Strengths
Areas of Improvement
Surprises
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