Team In The Mirror
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The document discusses how to build effective teams. It identifies several roadblocks that can prevent teams from working effectively, such as mutual insincerity, unclear communication, personal interests that influence behavior, superstar complexes, and unresolved conflicts. It promotes a workshop called "Team in the Mirror" that aims to help teams communicate openly, build trust, clarify viewpoints, and work as a unified group through interactive exercises and coaching. The workshop costs 1,200 EUR for a one-day session plus follow up and claims to make teams more positive, effective and powerful by discovering their strengths and weaknesses.
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· Reflect on the specific aspects of leadership likely to be most effective in supporting learning and personal development within teams
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ANALYZING THE TEAM
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ANALYZING THE TEAM
Name
Tutor
Institution
Course
Date
Analyzing the Team
The team formed is dance moms to provide designed costumes for the two teams, the Entertainers and the Legends. The team has some set values that are expected to be observed by all the members. These team values depict the uniqueness of the group, and offer it a team culture that it properly identifies with. Further, there is the emotional intelligence that is highly experienced on daily basis. Though it is difficult to comprehend the extent of its effects on potential or current relationships, emotional intelligence has a number of competencies that most people fail to recognize. Good leaders are known to handle their emotions well to bring a positive output effect to their team members (South University Online, 2014).
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History and Formation
The IPL was launched by the Board of Control for Cricket in India (BCCI) in 2008, inspired by the success of domestic T20 leagues like the English T20 Cup and the now-defunct Indian Cricket League (ICL). Lalit Modi, the then Vice-President of BCCI, played a crucial role in conceptualizing and launching the league. The inaugural season kicked off in April 2008 with eight franchises representing different cities in India.
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Rajasthan Royals (RR)
Royal Challengers Bangalore (RCB)
Deccan Chargers (now defunct, replaced by Sunrisers Hyderabad)
Over the years, the league has seen new teams such as Pune Warriors India, Kochi Tuskers Kerala, Gujarat Lions, and Rising Pune Supergiant. The most recent additions are the Gujarat Titans and Lucknow Super Giants, introduced in the 2022 season.
Iconic Players and Performances
The IPL has attracted the best talent from around the world, with numerous iconic players making significant contributions. Some of the standout performers include:
Sachin Tendulkar (MI): The "Little Master" brought his legendary status to the IPL, winning the Orange Cap (top run-scorer) in 2010.
Chris Gayle (RCB, KXIP): Known for his explosive batting, Gayle holds the record for the highest individual score in an IPL match (175*).
MS Dhoni (CSK): Dhoni's leadership has been instrumental in CSK's success, leading them to multiple titles.
AB de Villiers (RCB): Renowned for his innovative stroke play, de Villiers has been a consistent match-winner.
Virat Kohli (RCB): The highest run-scorer in IPL history, Kohli's batting prowess is unmatched.
La
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We begin the week by considering the following quote in relation to building and leading teams:
‘Effective leadership and teamwork are considered to be factors which contribute to increased self-esteem, high job satisfaction and staff morale, reduced stress and a decreased likelihood of staff burnout’ (Schiller, 1987 cited in Rodd 2006:p.147).
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A fairly standard definition of leadership is one such as behaviour that enables and assists others to achieve personal and organisational ambitions and goals.
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.
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.
· Leadership needs to be seen as a function of a group rather than the role of an individual
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· The aims of leadership should be the increase of self-directedness and the release of energy, imagination and creativity in all those who form the organisation
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· Leadership behaviour also needs to be designed by the followers. Leaders need to seek information from their colleagues about the sort of leadership that suits them best as a team
.
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.
In striving for more life enhancing forms of leadership, we need to question our very assumptions about people and personal power. This new concept of leadership adopts an approach, which recognises that, the potential and power to work effectively lies within the person as well as the team rather than the leader. We still cling on to assumptions that people cannot be trusted to direct their own work and that they must be instructed, guided, monitored, controlled, rewarded and punished – the theory X position discussed in week 3. Life centred leaders believe in the basic dignity and worth of people and in their capacity for c.
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ANALYZING THE TEAM
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ANALYZING THE TEAM
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Institution
Course
Date
Analyzing the Team
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The team encompasses certain values that they consider fundamental to the effectiveness and efficiency of the group. These values includes; listening to each other, knowledge and information sharing, decision making on the basis of reasoning as opposed to rank, a not-to-blame culture, no exhibition of ego, integrity, expansion of experience and improvement oriented workforce (Northouse, 2014).
Such core values, the leader is able to get every individual feedback on a given topic or project and further ensures that failure is the pain of the entire team just as success is the joy of all of them. Further, the leader is able to offer directional policy on consideration of all the views of the members as all are required to keenly listen to each other’s opinion (Covey, 1990).
However, sometimes some of the team values may be detrimental to the success of the team such as basing decision making on reasoning other than as on rank. Sometimes the team leader may feel undermined. Besides, the team needs to include such values as honesty to ensure that no team member undermines the other. Finally the team leader practices value-based leadership as they uphold integrity and the general values of the team. Avoidance of distraction and maintenance of trust among the team members would lead to improved team values (UOregon.edu, 2009).Emotional Intelligence
The team leader is effective and efficient in performance. She re ...
Team
A team is a group of people working towards a common objective. An effective team is open and candid, with disagreements and differences actively discussed to further progress. Consensus through discussion, rather than voting, is the best way for a team to make decisions. Maximizing group resources requires bringing quiet members into discussions and making all members feel good about themselves and others in the group. Rotating leadership roles and providing feedback on effectiveness helps with growth. The team works towards a shared objective with a focus on action, listening, consideration of all ideas, respect, and specific feedback. Disagreements are worked through rather than suppressed.
Teamwork
1. Teamwork is essential for success. It requires people to come together, keep together, and work together.
2. This document outlines 36 ways to develop a successful working team, including getting to know team members, choosing the right people, having a common goal, empowering the team, and continually measuring team performance.
3. Key aspects of developing teamwork are communication, collaboration, problem solving, and ensuring everyone has a role to play in accomplishing the team's objectives.
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The Indian Premier League (IPL) is one of the most prominent and lucrative Twenty20 (T20) cricket leagues in the world. Since its inception in 2008, the IPL has revolutionized the landscape of cricket by blending sports, entertainment, and commerce. This summary provides an overview of the IPL's history, structure, notable performances, controversies, and its impact on cricket and beyond.
History and Formation
The IPL was launched by the Board of Control for Cricket in India (BCCI) in 2008, inspired by the success of domestic T20 leagues like the English T20 Cup and the now-defunct Indian Cricket League (ICL). Lalit Modi, the then Vice-President of BCCI, played a crucial role in conceptualizing and launching the league. The inaugural season kicked off in April 2008 with eight franchises representing different cities in India.
Structure and Format
The IPL follows a franchise-based model, where teams are owned by a mix of corporations, Bollywood stars, and other high-profile individuals. The league originally started with eight teams, although the number has fluctuated over the years due to various reasons including expansions and terminations. As of the latest seasons, the IPL features ten teams.
The tournament format includes a double round-robin stage, where each team plays the others twice, followed by playoffs. The top four teams from the round-robin stage qualify for the playoffs, which consist of two qualifiers, an eliminator, and the final. This format ensures a highly competitive and engaging tournament, culminating in a grand finale to crown the champion.
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The founding teams of the IPL were:
Chennai Super Kings (CSK)
Delhi Daredevils (now Delhi Capitals)
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Kolkata Knight Riders (KKR)
Mumbai Indians (MI)
Rajasthan Royals (RR)
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Deccan Chargers (now defunct, replaced by Sunrisers Hyderabad)
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The IPL has attracted the best talent from around the world, with numerous iconic players making significant contributions. Some of the standout performers include:
Sachin Tendulkar (MI): The "Little Master" brought his legendary status to the IPL, winning the Orange Cap (top run-scorer) in 2010.
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一比一原版美国休斯敦大学毕业证如何办理
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办理美国休斯敦大学毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理美国休斯敦大学毕业证【微信：741003700 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
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授予学位：本部分将注明获得的具体学位名称。
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颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
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一比一原版(uofc学位证书)美国芝加哥大学毕业证如何办理
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4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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办理(uofc学位证书)美国芝加哥大学毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
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校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理(uofc学位证书)美国芝加哥大学毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
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Team In The Mirror
- 3. 1. Where does your company usually invest free financial resources?
- 4. 2. Who creates the know-how of your company?
- 5. 3. Your employees are the most valuable resource you have, without them you wouldn`t gain much.
- 6. „ The way a team plays as a whole determines 4. its success. You may have the greatest bunch of individual stars in the world, but if they don't play together, the club won't be worth a dime. “ B. Ruth
- 7. What would it be like... 5. to play as a team... to share team values... to think together... to have strong relationships in your team... to communicate openly... to trust each other... and to support each other... to be an extraordinary team...
- 8. ?
- 9. 6. These facts prevent teams to work effectively:
- 10. 7. Mutual insincerity among members of the team
- 11. 8. Mutual insincerity among members of the team Interests of Power both personal and group that influence behaviour of team members
- 12. Mutual insincerity among members of the team Interests of Power both personal and group that influence behaviour of team members 9. Weak communication unclear, inaccurate or even none
- 13. Mutual insincerity among members of the team 10. Interests of Power both personal and group that influence behaviour of team members Weak communication unclear, inaccurate or even none Superstar syndrom individuals are often stars in their own fields, along with poorly managed anxiety about how to deal with each other and the challenges they face as a team
- 14. Mutual insincerity among members of the team 11. Interests of Power both personal and group that influence behaviour of team members Weak communication unclear, inaccurate or even none Superstar syndrom individuals are often stars in their own fields, along with poorly managed anxiety about how to deal with each other and the challenges they face as a team Team members hold their cards close common to most teams is the difficulty of establishing a climate that encourages transparency with each other in a way that enables joint work
- 15. Mutual insincerity 12. among members of the team Interests of Power both personal and group that influence behaviour of team members Weak communication unclear, inaccurate or even none Superstar syndrom individuals are often stars in their own fields, along with poorly managed anxiety about how to deal with each other and the challenges they face as a team Team members hold their cards close common to most teams is the difficulty of establishing a climate that encourages transparency with each other in a way that enables joint work Unsolved conflicts between personal and company roles means that team members have unsolved internal conflicts. The conflict is between the company role (what is important for company and my team) and personal role (what is essential for me and my role) resource: Newsletter Centre for Creative Leadership, Six Roadblocks for Top-Level Teams
- 16. 13. teaM in the mirror is a development program tailored to your company needs. If you need your team to be positive, more effective and communication to be opened and honest this workshop is right for you. Allow your team to be the best!
- 17. teaM in the mirror 14. All participants will work as a team through interactive and experience activities. You will find out how effective you can be as a team. The substantial part of the workshop is coaching. We will help you discover your inner resources and wisdom that will make your team powerful and unique.
- 18. teaM in the mirror 15. B enefits for your team and your company: you will learn how to work with team strength and weaknesses you will clarify the viewpoints of your team members you will set up team values and cooperation you will realize your personal impact on other team members you will reinforce energy of your team spirit and you will have fun! :)
- 19. 16. Become an extraordinary team!
- 20. 17. Price for one-day workshop Team in the Mirror and a half-day Follow Up after one month is 1.200 EUR 32.000 CZK
- 21. 18. team in the Mirror z p u e z t a e n r a r m e a p c è k í o k peter.repcik@whyaskwhy.eu, +420 737 424 154 v á zumackova@gmail.com, +420 776 253 747