Team Tools And Techniques Pmi Pw May 2004 Ff No Notes
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The document discusses tools and techniques for building high-performing teams. It explores the three essential components of team development that create employee engagement: relate, resolve, and respond. Relate involves building trust and relationships through activities like icebreakers. Resolve means clarifying roles, managing expectations, and resolving conflicts. Respond facilitates passion and accountability through coaching, identifying strengths, and encouraging growth. Together these three components address intrinsic human needs and engagement to improve team performance.
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![Tools and Techniques for Building a High-Performing Team ,[object Object],[object Object],© Meta Team Solutions, 2004 www.metateamsolutions.com “ Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has." -Margaret Mead](https://image.slidesharecdn.com/teamtoolsandtechniquespmipwmay2004ffnonotes-123898097765-phpapp02/85/Team-Tools-And-Techniques-Pmi-Pw-May-2004-Ff-No-Notes-1-320.jpg)
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This document provides an overview of strategic human resource management and different theories related to aligning human resources with organizational strategy. It discusses strategic human resource management, the best fit theory, best practice theory, and resource theory. The best fit theory links human resource strategy to the internal environment and categorizes organizations. The best practice theory aims to improve performance through developing employee commitment. The resource theory views an organization's resources as important assets for strategic positioning.
Organizational diagnosis
The document discusses organizational diagnosis, which involves compiling information about an organization and its employees to understand relationships and perceptions. It aims to define goals and objectives for organizational change. Several models of organizational diagnosis are described, including descriptive models like the McKinsey 7S model and normative models. Key phases of diagnosis include determining the approach, collecting and analyzing data, and providing feedback. Issues that can impact diagnosis like perceptual bias and diversity are also covered.
Employee commitment
This document discusses employee commitment as a key factor for organizational excellence. It defines employee commitment as the psychological attachment employees feel towards their workplace. Highly committed employees are more satisfied, loyal and less likely to be absent. The document outlines factors that contribute to organizational excellence like customer focus, efficient operations and human resource management. It suggests that strong relationships between managers and subordinates, recognition of employees, clear communication of organizational goals, and succession planning can help build commitment and support the goals of an organization. When organizations care for their employees and foster an ethical culture, employees will be more loyal and committed in turn.
Commitment
Commitment is defined as binding yourself to a course of action and requires showing up and doing what it takes for however long it takes. True commitment is based on trust and dependability, and develops integrity. It is nurtured over time through balancing support, such as focusing on priorities and rewarding success, with improvement through challenging expectations and making changes. Personal, organizational, and team commitment are all important, as commitment to causes, challenges, and other people can give life meaning. While daunting, commitment begins with doing something, however little, toward one's goals.
Commitment Presentation
This document discusses the importance of commitment by defining it, providing examples of committed individuals, and listing characteristics of commitment such as trust, fellowship, and duty. It argues that lack of commitment can be harmful, and that the team aims to be fully committed as defined by Gordon Battelle's will to solve social problems and uplift society. The document pledges to support team members by listening openly, offering encouragement and guidance, and not expecting more of others than oneself.
Organizational diagnosis ppt
Organizational diagnosis is a process to identify gaps between a company's current and desired performance in order to help it achieve its goals. The process involves gathering data through methods like interviews, observations, and questionnaires, analyzing the information, and providing feedback to identify strengths, opportunities, and problems. It is important to have clear expectations and roles defined between the client and consultant to facilitate open communication and ensure useful data is collected. Various techniques can be used in analysis, such as force field analysis, which balances the forces for and against decisions to help strengthen supportive forces and reduce opposition.
Organizational Diagnosis
The document discusses various organizational diagnosis and change models including McKinsey 7S model, Weisbord 6-box model, and systems theory. It also discusses the reflective learning model and how it is used in organizational diagnosis and change processes. Traditional problem-solving approaches are contrasted with solution-focused approaches like appreciative inquiry.
Are You Committed or Merely Involved?
The document is a sermon that argues the Lord demands total commitment from his followers. It provides numerous Bible verses showing Jesus requires disciples to deny themselves, take up their cross, and follow him above all else. The sermon warns that half-hearted commitment is not enough and that Christians must surrender all things to serve the Lord fully.
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This document discusses various team interventions. It distinguishes between work groups and teams, noting that teams have a higher commitment to common goals and interdependence. It describes cross-functional teams comprised of individuals from different departments working on shared challenges. Broad team-building interventions focus on diagnosis, task accomplishment, team relationships, and processes. Specific interventions discussed include diagnostic meetings to identify strengths and problems, team-building meetings to improve effectiveness, and techniques like role analysis, role negotiation, and responsibility charting. Conditions for constructive interventions include buy-in from participants and leaders and training team members in skills like feedback and conflict resolution.
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This document provides an overview of organizational development tools and techniques for improving employee relations. It discusses the importance of shared vision and open communication to reduce creative tension between an organization's current reality and its goals. Models are presented to analyze problems, set goals, provide coaching and counseling, and implement disciplinary procedures. The overall message is that a balanced approach focusing on both business objectives and employee needs leads to better employee relations.
Hpr team coaching co p key slides dec 2016
During this ICF Team and Work Group Coaching Community of Practice, presenter Dr. Jacqueline Peters, PCC shares an overview of the five key building blocks that the most successful teams, leaders, and couples use to build strong, lasting, high performance relationships. The content is based on her book: “High Performance Relationships: The Heart & Science behind Success at Work and Home” and is grounded in research. Dr. Peters highlights the science behind High Performance Teams and Relationships and referencines the Five Building Blocks and strategies which coaches can use in their practices. She also cites a few ways the concept has been applied effectively in team coaching through a brief case study.
This webinar took place on December 6, 2016; to view the recorded presentation, visit: https://youtu.be/NnODwATrDKM.
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A presentation/clinic on leadership skills and teambuilding for changing behavior and enhancing motivation.
Lin.kroeger
The document outlines 5 steps to define a team's structure and build interaction by identifying the team and roles, establishing metrics for success, clarifying responsibilities, defining processes, and addressing interpersonal dynamics. It also recommends practicing devil's advocacy to develop contingency thinking by collaboratively identifying what could go wrong and ensuring rapid response to unexpected events. The overall objectives are to use the 5 steps to structure the team and build interaction, and develop contingency thinking through devil's advocacy.
Leadership That Drives Performance
This document provides suggestions and ideas for improving leadership effectiveness and building high-performance organizations. It discusses key aspects of leadership such as setting expectations, managing goals and objectives, providing rewards and recognition. It also outlines traits of high-performance organizations like having a high-performance culture with clear accountability and investing in continuous talent development.
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The document discusses key aspects of effective leadership and management. It provides principles for leading people, such as knowing your job, setting an example, caring for people, communicating, educating, equipping, motivating teams, and developing teamwork. It also discusses characteristics of high-performing teams, including participative leadership, shared responsibility, common purpose, communication, and being future-focused. Overall, the document emphasizes the importance of competent leadership, developing teams, and focusing on people to achieve goals in complex and unpredictable work environments.
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1MGMT 428Team ProcessesFall 2015Team Processes –.docx
1
MGMT 428
Team Processes
Fall 2015
Team Processes – The Course
A working understanding and practical skills
related to operating effectively in team
settings
The influence of diversity and culture on
teamwork
Motivating team members
Developing effective team processes
Constructive conflict management and team
communication
Building innovative, nimble teams
We will also focus on the development and use
of virtual teams
2
Learning Objectives
Become more aware of how diversity and
individual perspective influence preferences
and behavior within teams.
Develop core interpersonal skills for effective
team building.
Understand and apply key team process steps.
Understand issues and challenges facing teams
in today’s organizations.
Learn how to create a great team
experience… every time, as a team!
Tonight’s Agenda
- Introductions
- Review course syllabus, logistics, expectations
- Design Class Code of Conduct
- Discuss Team Basics, including
- five characteristics of teams
- types of teams
- advantages/disadvantages of teams
- Team Performance and Productivity
- Meet Your Team!!
- Team Design
3
Pamela Dusschee
Executive Director
Graduate Business Programs
School of Business Administration
BA Management & Organizational Leadership, George Fox University
Certificate in Training & Development, Portland State University
Executive MBA, OEMBA - University of Oregon
Pamela Dusschee
4
1. What is your name?
2. Where are you from?
3. Where do you work?
4. What is your major?
5. How many credits?
6. What is your favorite food?
Syllabus & Logistics
Textbook – Making the Team, 5th Edition
Breaks – two 10 minute or one 15 minute?
Slides posted after class
Check D2L Monday & Thursday for updates/grades
Grades = Individual, Team & three Exams
Attendance = time in class for homework
5
Class Code of Conduct
Small Groups
• List three things we can all do to ensure a respectful,
productive and fun learning experience?
• Is it reasonable to expect this from everyone?
Entire Class
• What are our results?
• Can we all commit to them?
High Performance Team Quiz
1. When it comes to conflict, the highest performing teams should:
a) Discourage it
b) Let members vent openly
c) Encourage conflict about attitudes; discourage conflict about
behaviors
d) Encourage conflict about tasks; discourage conflict about
personalities
D. Encourage conflict about tasks; discourage
conflict about personalities
6
High Performance Team Quiz
2. When it comes to making decisions, teams are:
a) Superior to individuals
b) Inferior to individuals
c) Better than the average of its members, but not necessarily as
good as the best performer
C. Better than the average of its members, but
not necessarily as good as the best performer
High Performance Team Quiz
3. When it comes to creativity, teams are:
a) Less creative than individuals
b) More creative than individuals
c) About .
MBA MCO101 Unit 8 C Lecture 9 200806 Xx
The document discusses concepts related to managing expectations, motivation, leadership, groups, and teams. It provides learning outcomes and topics that will be discussed, including management theory, human resources, decision-making, and operations management. Specifically, it covers the advantages and disadvantages of using teams, different types of teams, characteristics of effective teams, and ways to enhance team effectiveness such as training, compensation, goal-setting, and selecting team members.
Group 6_Leading Self-Managed Teams.pptx
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This document discusses best practices in organizational learning and development. It provides examples of organizations that achieved large outcomes through their learning and development efforts. It also lists questions related to identifying needs, designing practices, evaluating impact, and replicating success. Examples of high-impact organizations are provided, as well as related resources for applying for awards that recognize excellence in practice.Team management
The document discusses techniques for effective team management, including understanding team dynamics, building trust and collaboration among team members, and establishing clear goals and roles. It emphasizes the importance of communication, problem solving, and adapting to change as a team. Barriers to effective team building like unclear objectives or lack of role definition are also outlined.
Optimal Impact Trainings by Dan Maxwell, Jr
Your organization's greatest assets are the human capital. Are you investing in them wisely?
An insurance company I conducted sales leadership training for saw new sales go up by 20% as a result of the training.
Another company I conducted employee motivation training for, saw absences and “call in sicks” reduce by a whopping 37.67%.
Do you want to supercharge your organization’s performance?
Do you feel like there’s more that your business could be accomplishing?
Are you ready to take your employees or members to another level?
Looking for a keynote speaker at your next event?
I offer customized lectures, seminars and workshops for small, medium and large organizations with the desire of equipping their employees with the skills and knowledge they need for increased productivity and results.
Some popular courses I offer are:
Overcoming Obstacles & Challenges
Customer Service
Leadership & Influence
Employee Motivation
Leading Innovation and Change
Digital Marketing Basics
Workplace Stress Management
Effective Communications
Building Passionate Teams
Performance Management
Business Ethics
Business Writing
Emotional Intelligence
Consultative Selling
Strategic Planning
Facilitation Skills
Coaching & Mentoring
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Mentoring can help you address key business issues like succession planning, manager and supervisor development, rapid growth, attracting and retaining top talent, training reinforcement and diversity. In this webinar we’ll discuss how mentoring will help you overcome key business challenges and provide 7 key steps to create a program that will actually work and improve organizational productivity and performance.
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Team
This document discusses building effective teams. It begins by distinguishing between a group and a team, noting that teams have complementary talents and interrelated tasks. It then outlines the key phases of team experiences: planning, ongoing work, and completion. Planning involves defining goals, strategies, and team rules. Ongoing work consists of tracking progress, managing conflicts, providing feedback, and replanning when needed. Upon completion, teams should analyze results, identify lessons learned, and prepare for future challenges. The document emphasizes team leadership, facilitating conversations, delegating tasks, managing conflicts, tracking progress, building relationships, and sharing resources to support the team ongoing work. It concludes by posing reflective questions for teams to evaluate their experiences.
Teameffectiveness - Test upload
The document discusses team effectiveness and provides information on building effective teams. It defines what team effectiveness is and discusses factors that affect it such as having the right mix of skills, the right motivation, and the ability to solve conflicts. It also outlines four strategies for improving team effectiveness: 1) clarify the team mission, 2) set team goals, 3) create a plan, and 4) conduct progress reviews. Additionally, it presents a team effectiveness model that focuses on improving teams in five key areas: goals, roles, procedures, relationships, and leadership.
PMP Training - 09 project human resource management
The document discusses project human resource management and outlines several key processes:
1) Developing a human resource plan to identify project roles, responsibilities, and required skills.
2) Acquiring the project team by confirming availability of resources and obtaining the necessary team members.
3) Developing the project team through training, team building activities, and establishing guidelines to improve competencies and team interaction.
4) Managing the project team by tracking performance, providing feedback, resolving issues, and managing changes.
Building a Rotary Team by Michel P. Jazzar
Here are the core elements required for building an effective team:
1. Clear goals and objectives - The team must have a shared understanding of the goals/objectives and a strategy to achieve them.
2. Well-defined roles and responsibilities - Each member's specific roles and responsibilities must be clearly defined to avoid duplication or gaps.
3. Effective communication - Open communication channels allow for sharing of information, feedback and coordination of efforts.
4. Trust and respect among members - Team members must feel comfortable sharing ideas and providing constructive feedback to each other.
5. Commitment to the common purpose - All members must be fully committed to achieving the shared goals above individual or departmental interests.
6. Ap
1
This document discusses building effective Rotary teams. It provides acronyms to define team and system, and outlines Tuckman's five stages of team development: forming, storming, norming, performing, and adjourning. Key factors for team success include having a clear strategy, roles, open communication, rapid response, and effective leadership. Building consensus and avoiding challenges like personal agendas and conflict are also discussed.
Team mngt
This document discusses effective team management. It defines a team and explains that teams are effective because they can achieve higher quality outcomes, higher efficiency, faster speed, and more thoughtful ideas than individuals working alone. Characteristics of effective teams include clear expectations, commitment, competence, collaboration, and communication. The document also discusses fostering team creativity, dealing with conflicts, and conducting team building exercises.
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Team Tools And Techniques Pmi Pw May 2004 Ff No Notes
- 7. How does a project team leader manage a successful project? © Meta Team Solutions, 2004 www.metateamsolutions.com
- 8. How does a project team leader coach a successful project? PEOPLE © Meta Team Solutions, 2004 www.metateamsolutions.com
- 13. Manage vs. Coach © Meta Team Solutions, 2004 www.metateamsolutions.com MANAGE (tasks) ● What, content ● PMBOK – I, P, C, C ● Driver / Thinker ● Tell, teach ● Delegate ● Task ● Lead by managing context, crises, results COACH (people) ● Who, process ● PMBOK - E ● Influencer / Supporter ● Ask, facilitate ● Collaborate ● People ● Lead by managing strengths, energy, opportunities
- 32. Summary © Meta Team Solutions, 2004 www.metateamsolutions.com