This presentation explores teamwork: the nature of a team, components of an effective team, creation of a team, and conflict resolution within a team. This presentation was developed for nursing students but has broader applications.
This document discusses leadership and management. It defines leadership as the ability to influence others to achieve goals, while management is defined as the process of controlling things and people. Motivation is important for both leaders and managers to gain buy-in from their teams. The document also explores different leadership styles and theories, types of managers, and resources for further reading on leadership and management topics.
This document discusses leadership theories and frameworks. It begins by defining leadership and presenting classic leadership studies. It then discusses trait theories, behavioral theories like Ohio State studies and University of Michigan studies, and contingency theories like Fiedler's model and path-goal theory. It also covers charismatic, transformational, and transactional leadership. Finally, it identifies skills effective leaders need like communication, problem solving, and managing conflict.
This document provides an overview of leadership and management concepts for a Level 5 Award in Leadership and Management Skills program. It discusses definitions of leadership and management, different leadership styles including trait, behavioral, contingency and transformational theories. It also covers team roles, stages of team development, and characteristics of effective teams. Activities are included to help participants assess their own leadership style and the prevailing styles in their organization, as well as team roles and problem solving. The next session will focus on motivation, emotional intelligence and employee engagement.
This document outlines leadership development programs for managers at different levels - junior, middle, and senior. For junior managers, the program focuses on managing themselves and others through developing effective managerial thinking, managing time and priorities, building good relationships with employees, and providing feedback. The middle manager program covers building leadership capabilities, developing and motivating teams, and sustaining team momentum. For senior managers, the program helps set management culture, grow influence, improve communication skills, sharpen business acumen, and deal with management teams. The overall goal is to build high-performing leaders through positive psychology approaches.
Ronald Speener provides a concise interactive resume summarizing his skills and experience in training, management, and education. He has over 15 years of experience as an instructor and training manager. His resume includes sections on contact information, competencies in areas like communication and computer skills, current and past work experience in both training and management roles, education credentials, descriptions of his training personality and solutions to common issues, and an overall summary of qualifications.
This document discusses effective leadership and management styles. It defines management as focusing on accomplishing organizational tasks, while leadership is about creating an environment where individuals apply their abilities to a common mission. Different leadership styles are examined, including directing, coaching, supporting, and delegating. The document provides examples of applying these leadership styles based on an employee's competence and commitment levels. It encourages reflecting on leadership experiences and how to help employees progress towards needing more delegation.
This document discusses leadership and management. It defines leadership as the ability to influence others to achieve goals, while management is defined as the process of controlling things and people. Motivation is important for both leaders and managers to gain buy-in from their teams. The document also explores different leadership styles and theories, types of managers, and resources for further reading on leadership and management topics.
This document discusses leadership theories and frameworks. It begins by defining leadership and presenting classic leadership studies. It then discusses trait theories, behavioral theories like Ohio State studies and University of Michigan studies, and contingency theories like Fiedler's model and path-goal theory. It also covers charismatic, transformational, and transactional leadership. Finally, it identifies skills effective leaders need like communication, problem solving, and managing conflict.
This document provides an overview of leadership and management concepts for a Level 5 Award in Leadership and Management Skills program. It discusses definitions of leadership and management, different leadership styles including trait, behavioral, contingency and transformational theories. It also covers team roles, stages of team development, and characteristics of effective teams. Activities are included to help participants assess their own leadership style and the prevailing styles in their organization, as well as team roles and problem solving. The next session will focus on motivation, emotional intelligence and employee engagement.
This document outlines leadership development programs for managers at different levels - junior, middle, and senior. For junior managers, the program focuses on managing themselves and others through developing effective managerial thinking, managing time and priorities, building good relationships with employees, and providing feedback. The middle manager program covers building leadership capabilities, developing and motivating teams, and sustaining team momentum. For senior managers, the program helps set management culture, grow influence, improve communication skills, sharpen business acumen, and deal with management teams. The overall goal is to build high-performing leaders through positive psychology approaches.
Ronald Speener provides a concise interactive resume summarizing his skills and experience in training, management, and education. He has over 15 years of experience as an instructor and training manager. His resume includes sections on contact information, competencies in areas like communication and computer skills, current and past work experience in both training and management roles, education credentials, descriptions of his training personality and solutions to common issues, and an overall summary of qualifications.
This document discusses effective leadership and management styles. It defines management as focusing on accomplishing organizational tasks, while leadership is about creating an environment where individuals apply their abilities to a common mission. Different leadership styles are examined, including directing, coaching, supporting, and delegating. The document provides examples of applying these leadership styles based on an employee's competence and commitment levels. It encourages reflecting on leadership experiences and how to help employees progress towards needing more delegation.
The document discusses leadership, defining it as inspiring others to achieve common goals through decision making. It notes the importance of leadership in driving higher performance, motivation, responding to change, and organizational success. The document contrasts leaders with managers, noting that leaders create visions while managers focus on goals, and that leaders take risks while managers control risk. It then outlines powerful leadership skills including communication, motivation, delegation, positivity, trustworthiness, creativity, responsibility, commitment, flexibility, and accepting feedback.
Leadership and Management Seminar and WorkshopMBA ASAP
These are the slides from a full day Leadership and Management Workshop I run. I did this one at Luna Community College in Las Vegas New Mexico: a beautiful town and wonderful people! This covers a lot of ground. I try to weave in inspirational and motivational messaging along with practical ways to get in touch with your authentic leadership style. Its also goes over ways to manage you time and resources for maximum impact and efficiency.
"Presentation on Developing Leadership Skills. Learn how to
Develop leadership skills. These PDF's are available for all
VEDA students for free on www.veda-edu.com"
The document discusses key aspects of leadership including:
1. Leaders help groups transition between paradigms by providing direction, communicating goals, and enabling others through coaching and resources.
2. Effective leaders spend more time leading and less time managing by focusing on direction, communication, and developing people, while still ensuring processes run smoothly.
3. Crucial leadership skills involve strategic planning, communication, and change management techniques like recognizing accomplishments and reinforcing desired behaviors.
The document discusses the differences between leadership and management. It states that effective leadership involves putting the right things first and effective management involves discipline and carrying things out. Leaders have followers and focus on people, while managers have subordinates and focus on work. The document also outlines different leadership styles and compares the roles of leaders and managers. It notes that leadership and management must be complementary and that the most effective managers are also leaders.
The document provides guidance on effective time management, outlining 10 principles for managing time including developing a personal sense of time, identifying long-term goals, making medium-term plans, planning the day, making the best use of your time, organizing work, managing meetings, delegating effectively, making use of committed time, and managing health. It discusses techniques for conducting a time audit, analyzing time usage, setting goals and objectives, and creating plans to improve time management in both personal and professional contexts. The overall approach moves from identifying long-term goals to making medium and short-term plans to maximize efficient use of time.
The document discusses various definitions and styles of leadership. It defines leadership as a process of influence between leaders and followers to create real change. It describes different leadership styles such as autocratic, bureaucratic, democratic, and transformational. Transformational leadership is seen as the most effective as it inspires followers and appeals to their values. Successful leadership requires vision, integrity, communication skills, and the ability to motivate followers. Management focuses on tasks and efficiency while leadership focuses on long-term goals and inspiring change.
Discussion of the importance of effective leadership and administrative guidance to the delivery of quality clinical services. Learn tools to implement key elements of effective leadership: Decision Making, Communication, Motivating Others
Leadership has many goals, among then profit, customer satisfaction, revenue growth, shareholder return, etc. This PowerPoint focuses on four qualities that are often overlooked or under-valued, and yet largely determine the utilization of the organizational IQ.
The document describes a group of workers clearing a road through dense jungle to reach the coast. The leaders organized the workers efficiently and monitored progress, which was excellent. However, one day someone climbed a tree and shouted "Wrong way!" questioning if they were doing the right thing.
It then discusses that management focuses on doing things efficiently while leadership ensures the correct goals and vision. Different leadership styles like autocratic and democratic are also examined in how they influence decision making and motivation.
The key highlight is that while the workers were efficiently clearing the jungle, someone realized they may have been focusing on the wrong objective or path, bringing into question if effective management was ensuring the right leadership and goals were in place.
This document outlines John Adair's model of action-centered leadership. It discusses three core responsibilities of management: achieving the task, managing the team, and managing individuals. It also identifies three elements of all leadership situations: the task, the group, and individual members. An effective leader balances addressing the needs of the task, group, and individuals. Specific responsibilities are outlined for achieving the task, managing the group, and developing individuals. The document provides examples of competencies and behaviors for leaders to be effective.
This document discusses leadership styles and characteristics of effective leaders. It begins by outlining the purpose of assessing leadership styles and identifying characteristics such as being trustworthy, credible, and able to motivate others. It then discusses various leadership theories including situational leadership, transformational leadership, servant leadership, and authentic leadership. The document also includes a personal reflection on an individual's own leadership style and areas for growth.
This document discusses various topics related to leadership including:
- The differences between a leader and manager. Leaders focus on people and outcomes while managers focus on tasks and rules.
- Important leadership traits like motivation, communication skills, honesty, and vision.
- Common leadership styles such as autocratic, democratic, laissez-faire, bureaucratic, and transformational. The best style depends on objectives, followers, and the situation.
- Popular leadership theories including trait theory, situational theory, contingency theory, and transformational vs transactional leadership. Successful leadership requires adapting one's style to followers' needs and the context.
1) The document discusses leadership, management, and change. It defines leadership as influencing others to achieve goals and management as accomplishing work through others.
2) Managing change in an organization is complex and often essential for development. Change can focus on structure, technology, people, or tasks.
3) For change to be successful there must be dissatisfaction with the current situation, a clear vision and model for change, an effective process, and resistance must be overcome.
4) The document also discusses charismatic leadership and how it differs from transformational leadership, with the latter focusing more on higher purpose and values rather than personal charm alone.
Managers focus on using current methods and procedures to complete work, while leaders focus on change and reimagining approaches. The document contrasts managers who emphasize stability and procedures with leaders who champion innovation and new ideas. It concludes that to be most effective, one needs to demonstrate both management and leadership skills.
John Adair And Leadership Skills -Motivation and Decision MakingDemandGen
This document discusses leadership skills and theories of motivation. It covers John Adair's leadership model of focusing on tasks, teams, and individuals. It also discusses Adair's views on motivation, including his 8 rules for motivation and the 50:50 rule about sources of motivation. Additionally, it outlines theories of motivation from Maslow and McGregor, including Maslow's hierarchy of needs and McGregor's Theory X and Theory Y. Managers are advised to recognize individuals' needs for achievement, self-direction, and meaning while providing guidance and rewards.
John Adair developed the Action-Centered Leadership Model which depicts leadership as three overlapping circles representing task, team, and individual. The model illustrates that effective leadership requires concentrating on all three domains as they are interdependent. Leaders must define the task and plans, establish team standards and communication, and understand individuals to support their development. Pursuing excellence requires leaders of strong character to engage fully in the leadership process and build excellence in their organizations through developing task, team, and individual.
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
Another essential function of leadership is encouraging team spirit. There is a saying that if you have a handful of dry grass you can use each individual blade to sweep a floor but it is much more effective to combine them into a brush. In the same way individual employees working alone, however motivated they might be, are nowhere as effective as when they work as a team.
The document discusses leadership, defining it as inspiring others to achieve common goals through decision making. It notes the importance of leadership in driving higher performance, motivation, responding to change, and organizational success. The document contrasts leaders with managers, noting that leaders create visions while managers focus on goals, and that leaders take risks while managers control risk. It then outlines powerful leadership skills including communication, motivation, delegation, positivity, trustworthiness, creativity, responsibility, commitment, flexibility, and accepting feedback.
Leadership and Management Seminar and WorkshopMBA ASAP
These are the slides from a full day Leadership and Management Workshop I run. I did this one at Luna Community College in Las Vegas New Mexico: a beautiful town and wonderful people! This covers a lot of ground. I try to weave in inspirational and motivational messaging along with practical ways to get in touch with your authentic leadership style. Its also goes over ways to manage you time and resources for maximum impact and efficiency.
"Presentation on Developing Leadership Skills. Learn how to
Develop leadership skills. These PDF's are available for all
VEDA students for free on www.veda-edu.com"
The document discusses key aspects of leadership including:
1. Leaders help groups transition between paradigms by providing direction, communicating goals, and enabling others through coaching and resources.
2. Effective leaders spend more time leading and less time managing by focusing on direction, communication, and developing people, while still ensuring processes run smoothly.
3. Crucial leadership skills involve strategic planning, communication, and change management techniques like recognizing accomplishments and reinforcing desired behaviors.
The document discusses the differences between leadership and management. It states that effective leadership involves putting the right things first and effective management involves discipline and carrying things out. Leaders have followers and focus on people, while managers have subordinates and focus on work. The document also outlines different leadership styles and compares the roles of leaders and managers. It notes that leadership and management must be complementary and that the most effective managers are also leaders.
The document provides guidance on effective time management, outlining 10 principles for managing time including developing a personal sense of time, identifying long-term goals, making medium-term plans, planning the day, making the best use of your time, organizing work, managing meetings, delegating effectively, making use of committed time, and managing health. It discusses techniques for conducting a time audit, analyzing time usage, setting goals and objectives, and creating plans to improve time management in both personal and professional contexts. The overall approach moves from identifying long-term goals to making medium and short-term plans to maximize efficient use of time.
The document discusses various definitions and styles of leadership. It defines leadership as a process of influence between leaders and followers to create real change. It describes different leadership styles such as autocratic, bureaucratic, democratic, and transformational. Transformational leadership is seen as the most effective as it inspires followers and appeals to their values. Successful leadership requires vision, integrity, communication skills, and the ability to motivate followers. Management focuses on tasks and efficiency while leadership focuses on long-term goals and inspiring change.
Discussion of the importance of effective leadership and administrative guidance to the delivery of quality clinical services. Learn tools to implement key elements of effective leadership: Decision Making, Communication, Motivating Others
Leadership has many goals, among then profit, customer satisfaction, revenue growth, shareholder return, etc. This PowerPoint focuses on four qualities that are often overlooked or under-valued, and yet largely determine the utilization of the organizational IQ.
The document describes a group of workers clearing a road through dense jungle to reach the coast. The leaders organized the workers efficiently and monitored progress, which was excellent. However, one day someone climbed a tree and shouted "Wrong way!" questioning if they were doing the right thing.
It then discusses that management focuses on doing things efficiently while leadership ensures the correct goals and vision. Different leadership styles like autocratic and democratic are also examined in how they influence decision making and motivation.
The key highlight is that while the workers were efficiently clearing the jungle, someone realized they may have been focusing on the wrong objective or path, bringing into question if effective management was ensuring the right leadership and goals were in place.
This document outlines John Adair's model of action-centered leadership. It discusses three core responsibilities of management: achieving the task, managing the team, and managing individuals. It also identifies three elements of all leadership situations: the task, the group, and individual members. An effective leader balances addressing the needs of the task, group, and individuals. Specific responsibilities are outlined for achieving the task, managing the group, and developing individuals. The document provides examples of competencies and behaviors for leaders to be effective.
This document discusses leadership styles and characteristics of effective leaders. It begins by outlining the purpose of assessing leadership styles and identifying characteristics such as being trustworthy, credible, and able to motivate others. It then discusses various leadership theories including situational leadership, transformational leadership, servant leadership, and authentic leadership. The document also includes a personal reflection on an individual's own leadership style and areas for growth.
This document discusses various topics related to leadership including:
- The differences between a leader and manager. Leaders focus on people and outcomes while managers focus on tasks and rules.
- Important leadership traits like motivation, communication skills, honesty, and vision.
- Common leadership styles such as autocratic, democratic, laissez-faire, bureaucratic, and transformational. The best style depends on objectives, followers, and the situation.
- Popular leadership theories including trait theory, situational theory, contingency theory, and transformational vs transactional leadership. Successful leadership requires adapting one's style to followers' needs and the context.
1) The document discusses leadership, management, and change. It defines leadership as influencing others to achieve goals and management as accomplishing work through others.
2) Managing change in an organization is complex and often essential for development. Change can focus on structure, technology, people, or tasks.
3) For change to be successful there must be dissatisfaction with the current situation, a clear vision and model for change, an effective process, and resistance must be overcome.
4) The document also discusses charismatic leadership and how it differs from transformational leadership, with the latter focusing more on higher purpose and values rather than personal charm alone.
Managers focus on using current methods and procedures to complete work, while leaders focus on change and reimagining approaches. The document contrasts managers who emphasize stability and procedures with leaders who champion innovation and new ideas. It concludes that to be most effective, one needs to demonstrate both management and leadership skills.
John Adair And Leadership Skills -Motivation and Decision MakingDemandGen
This document discusses leadership skills and theories of motivation. It covers John Adair's leadership model of focusing on tasks, teams, and individuals. It also discusses Adair's views on motivation, including his 8 rules for motivation and the 50:50 rule about sources of motivation. Additionally, it outlines theories of motivation from Maslow and McGregor, including Maslow's hierarchy of needs and McGregor's Theory X and Theory Y. Managers are advised to recognize individuals' needs for achievement, self-direction, and meaning while providing guidance and rewards.
John Adair developed the Action-Centered Leadership Model which depicts leadership as three overlapping circles representing task, team, and individual. The model illustrates that effective leadership requires concentrating on all three domains as they are interdependent. Leaders must define the task and plans, establish team standards and communication, and understand individuals to support their development. Pursuing excellence requires leaders of strong character to engage fully in the leadership process and build excellence in their organizations through developing task, team, and individual.
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
Another essential function of leadership is encouraging team spirit. There is a saying that if you have a handful of dry grass you can use each individual blade to sweep a floor but it is much more effective to combine them into a brush. In the same way individual employees working alone, however motivated they might be, are nowhere as effective as when they work as a team.
The document discusses three key elements of designing effective teams: task, relationship, and process. It defines task as the team's purpose and goals. Relationship refers to how team members relate to and support each other using their strengths. Process involves how the team approaches tasks and makes decisions. Effective teams require defining these elements of why the team exists, how members work together, and how they will operate.
The document provides an overview of a training on team building. It introduces the trainer, Dr. Hailemariam Kebede, who has degrees in management and business administration. The objectives are to gain a greater understanding of how teams develop and perform, in order to build high-performing teams. Key topics covered include the differences between groups and teams, stages of team development, characteristics of effective and ineffective teams, and techniques for active listening, giving feedback, and resolving conflicts constructively.
This document discusses building effective teams. It begins by outlining the learning objectives of explaining team development stages, assessing team strengths and opportunities. It then distinguishes between groups and teams, noting that teams have shared goals and commitment. The document outlines team leader behaviors and the SOARR model for team assessment and action planning. It discusses team assessments, personalities, building relationships, and emotional intelligence. Benefits of team building include accomplishing more, more solutions, and skills development, while costs include groupthink and delays. The conclusion emphasizes the importance of emotional intelligence, relationships, communication, and clear goals to effective teams.
The document summarizes key aspects of team leadership. It discusses characteristics of effective teams including team norms, cohesiveness, composition and organizational support. It also outlines the roles of team leaders in supporting creativity and making effective decisions. Meeting effectiveness is discussed as having three parts - planning the meeting, managing it, and following up on assignments.
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 .
This presentation includes general understanding of Team, Group, Effective team, difference between team and group, Networks, Dynamics, Process of team building and Guidelines for effective team building.
The document discusses teams and teamwork. It defines what makes a collection of people a true team, including having a common purpose and supporting each other. Effective team leadership is participatory rather than autocratic. Developing a good team requires clear goals, the right leadership style, defining roles and skills, and an open and honest atmosphere. High-performing teams share responsibility, focus their energy on common purposes, and are greater than the sum of their individual parts.
This document discusses key concepts in group dynamics and teamwork. It defines what a group is and explains important group factors like cohesiveness, roles, norms, and stages of group development. It also addresses organizational politics, conformity, and groupthink. Regarding teams, it defines cross-functional and virtual teams and lists criteria for effective teams such as innovative ideas, goal accomplishment, and commitment. Trust is emphasized as a key ingredient for effective teamwork.
Team work; problems and incentives.pptxhayatalakoum1
This document provides an overview of teams and teamwork. It defines what a team is, describes different types of teams, and discusses the benefits and challenges of teamwork. The document also covers team development stages, factors that influence team effectiveness, and ways to manage conflicts within teams. Key points include: teams have common goals, different types include functional, cross-functional, and self-directed teams, benefits are synergy and increased productivity, disadvantages can be groupthink and intergroup conflicts, and effective teams have clear roles and utilize resources.
This document discusses group behavior and leadership. It defines groups and different types of groups including formal groups like command and interest groups, and informal groups like task and friendship groups. It explores reasons people join groups like security, self-esteem, and goal achievement. It also describes different types of people in groups such as aggressors, blockers, and avoiders. It then discusses leadership styles including democratic, autocratic, laissez-faire, strategic, transformational, and transactional leadership. Effective teamwork is characterized by clear direction, open communication, mutual accountability, and common goals.
The document discusses the importance of teamwork. It defines a team as a small group of people with complementary skills committed to a common purpose and goals who hold each other accountable. Teams are important because most business tasks require multidisciplinary teams. The document then outlines the stages of team building, including forming, storming, norming, performing, and adjourning. It provides tips for effective communication, conflict resolution, and roles within high-performing teams.
Great teams are important for completing complex projects like the AiS Supercomputing Challenge. Teams succeed when members have clearly defined roles and responsibilities, effective communication, and personal relationships built on trust and support. Successful teams progress through forming, storming, norming, and performing stages as they develop processes and resolve conflicts to work effectively together.
This document outlines an agenda for a leadership training session on strategic thinking, vision, mission, and managing the external environment. The agenda includes introductions, defining key concepts, exercises on strategic thinking types, crafting visions and missions, and building inter-organizational relationships. Participants will evaluate their learning at the end of the session. The goal is to help leaders develop strategic thinking skills and learn how to align their organization's vision and mission with external factors.
Team building is the process of establishing collaboration and trust among team members. It involves several stages: forming, storming, norming, and performing. In forming, the team defines goals and strategies and determines roles. Storming occurs as the task proves difficult and members resist. During norming, members accept the team, rules, and each other. In performing, the team works cohesively with understanding of strengths, weaknesses, and how to resolve conflicts. For a team to succeed, it requires commitment to shared goals, defined roles and responsibilities, effective communication systems, and positive interpersonal relationships. Each member contributes to building an effective team.
For most of us, teamwork is a part of everyday life. Whether it’s at home, in the community, or at work, we are often expected to be a functional part of a performing team. This workshop will encourage participants to explore the different aspects of a team, as well as ways that they can become a top-notch team performer.
By the end of this workshop, participants will be able to answer the following questions:
a. Why are teams key to productive work environments?
b. What are the four phases of the Tuckman team development model? How can knowing these characteristics help me on a team?
c. What are types of teams and how to utilize each type to get results?
d. What are essential behaviors of leaders and followers on well functioning teams?
e. What are the uses, benefits and disadvantages of various team-building activities?
f. What teambuilding exercises create bonds and when to use them?
The document discusses project team management and high-performing teams. It describes the importance of teams in organizations and defines what differentiates groups from teams. Key characteristics of teams include a common purpose, interdependence, clear roles, and mutual accountability. Organizations benefit from teams in ways such as increased output, more effective problem-solving, stimulated creativity, and promoted learning. The document outlines various aspects of building, evaluating, and improving team effectiveness.
This document discusses group processes and dynamics. It defines groups and describes different types of groups like formal and informal groups. It also discusses intergroup processes and how groups interact with each other. Some key aspects of group processes discussed include group cohesiveness, synergy, social loafing, and social facilitation effect. Models of group development like Tuckman's model are also summarized, which outlines the forming, storming, norming, performing, and adjourning stages. The importance of understanding group processes for developing effective teams is highlighted.
This document discusses various factors that can improve learning results. It explains the neuroscience of the brain and how it processes and stores information. It describes different memory types including sensory, short-term, and long-term memory. The document also discusses intelligence, multiple intelligences theory, and learning styles. Additionally, it provides learning strategies and emphasizes the importance of repetition, relevance, relationships, and reflection in learning.
This document provides an introduction to poetry, including definitions of key terms and concepts. It discusses what poetry is, how to read poetry, and elements that make up poetry, such as theme, structure, sound, imagery and more. Specifically, it covers:
- Poetry is characterized by structure including stanzas and rhythm, as well as metaphors, allusions and other literary devices. It is meant to be heard rather than just read.
- Poetry has been used since ancient times to pass on important knowledge because its repetitive structure makes it easier to remember.
- Elements like theme, line, stanza, rhyme, meter and imagery are examined in detail with examples provided. Different types of stanz
The document discusses verbs and their functions. It covers the main parts of verbs including tense, mood, and voice. Tense indicates when an action occurs through simple, perfect, progressive, and perfect progressive forms. Mood shows possibility or certainty through indicative, imperative, conditional, and subjunctive forms. Voice indicates if the subject performs or receives the action using active or passive forms. The document provides examples and exercises to demonstrate the proper uses and structures of verbs.
This document provides an overview of different types of pronouns including personal, relative, indefinite, reflexive, intensive, interrogative, reciprocal, and demonstrative pronouns. It discusses pronoun rules regarding case, number, gender, and agreement. Specific topics covered include who vs whom, whose, that, which, indefinite pronouns and subject-verb agreement, and confusing pronouns like its, your, their, there, it's, and they're. The overall goal is to help the reader understand and correctly use pronouns in writing.
The document discusses pronoun case and types of pronouns. It defines pronouns as words that take the place of nouns and explains that pronouns must agree in case with how they function in sentences. The three pronoun cases are subjective, objective, and possessive. Personal, relative, indefinite, reflexive, and intensive pronouns are described along with their uses and forms. Examples are provided to illustrate proper pronoun case.
The document discusses personal pronouns and provides information on their classification, forms, and proper usage. It defines pronouns and their key attributes of person, number, case, and gender. Examples are given to illustrate pronoun agreement with antecedents and avoiding pronoun shifts that inconsistently change a pronoun's person, number, or gender reference. Guidelines are offered for resolving gender bias in pronoun usage.
The document discusses subject-verb agreement and provides guidance on identifying and correcting errors. It explains that singular subjects require singular verbs while plural subjects require plural verbs. It also covers irregular verb forms and situations where the subject or verb may not be immediately next to each other, such as with intervening phrases or clauses. Pronouns, compound subjects, and collective nouns can impact agreement and are addressed. The document aims to help ensure verbs match their subjects in number.
The document discusses fragments, fused sentences, run-on sentences, and comma splices. It defines these grammatical errors and provides examples and corrections. Fragments are incomplete sentences missing a subject, verb, or both. Fused sentences incorrectly join independent clauses without proper punctuation, either as run-on sentences with no punctuation or comma splices using only a comma. The document provides guidance on identifying and correcting these common errors.
The document discusses the structure and function of parts of speech in the English language. It defines the eight parts of speech as nouns, pronouns, adjectives, verbs, adverbs, prepositions, conjunctions, and interjections. For each part of speech, the document describes how to identify the structure of words based on their part of speech and how the structure determines the word's function in phrases, clauses, and sentences. The overall goal is to understand how the correct structure allows words to have the proper function in grammatically correct writing.
This document discusses grammar structure and function. It defines the eight parts of speech and their structures. It then explains how words can have the same structure but different functions based on how they are used in phrases, clauses, and sentences. The key terms of grammar structure and function are defined, including the different types of phrases, clauses, and sentence structures. Exercises are provided to distinguish word structures from their functions.
The document outlines the critical thinking process, which involves 5 steps: identification, analysis, evaluation, synthesis, and reflection. It defines critical analysis and lists common logical fallacies. The analysis step involves examining elements like the purpose, audience, and thesis of the subject. Evaluation tests the veracity through assessing factors such as the authority, bias, evidence, and logic. Synthesis looks at relationships between information from different sources. Reflection considers how the topic relates to oneself and society.
This document consists of 37 reflections on doors from various sources. Some key themes that emerge are doors representing new beginnings and opportunities, as well as change, choices, and possibilities in life. Doors can lead to both pleasure and pain. They are a symbol of both entering new phases and closing others. Overall, the reflections portray doors as metaphors for the transitions and unknowns that lie ahead in life.
This document provides guidance on writing an effective thesis statement. It defines a thesis statement as the central opinion of a paper that the writer aims to prove. A good thesis statement has three key parts - a topic, the writer's position on that topic, and a limit setting the scope. The document outlines characteristics of clear, specific, non-promissory thesis statements and provides examples of strong and weak statements. It emphasizes that a thesis must be a declarative sentence that states an argument to guide the paper's analysis and not a question, negative statement, or list.
The document discusses various techniques for writing effective introductory paragraphs, including using generalizations, transitions, and thesis statements. It provides examples of different types of introductory paragraphs that employ techniques like background information, examples, quotations, facts, analogies, and humor. The document emphasizes that a good introductory paragraph gets the reader's attention and prepares them for the topic and thesis.
This document discusses how to use details effectively in writing. It explains that details bring ideas and stories to life by giving sensory descriptions and examples. Details should be selected purposefully to support the main points. Both abstract and concrete details are discussed, along with using facts, statistics, anecdotes, imagery and other types of details. Specific techniques for incorporating sensory details, examples, metaphors and other literary devices are provided to enhance writing.
This document discusses concluding paragraphs and provides guidance on how to write effective conclusions. It emphasizes that a conclusion should summarize the main points of the paper without introducing new information. The document outlines different methods that can be used in a concluding paragraph, such as restating the thesis, summarizing the key points, making a prediction, asking a question, or sharing a final thought. It also notes techniques that should be avoided, like apologizing or announcing the conclusion. The goal is for the conclusion to bring closure to the paper in a way that leaves the reader with a clear understanding of its main arguments.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
Success is often not achievable without facing and overcoming obstacles along the way. To reach our goals and achieve success, it is important to understand and resolve the obstacles that come in our way.
In this article, we will discuss the various obstacles that hinder success, strategies to overcome them, and examples of individuals who have successfully surmounted their obstacles.
Leadership Ambassador club Adventist modulekakomaeric00
Aims to equip people who aspire to become leaders with good qualities,and with Christian values and morals as per Biblical teachings.The you who aspire to be leaders should first read and understand what the ambassador module for leadership says about leadership and marry that to what the bible says.Christians sh
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
2. What you will learn
Goal: To improve ability to function successfully in a
team environment
•Understand how teams work
•Develop skills to build a team
•Explain problem solving in a team
•Examine techniques for managing conflict
Rev 3/2018 Team Building 2
3. If you want to succeed in modern organizational and
social life, you must understand how to
communicate effectively as a member of a Team.
Rev 3/2018 Team Building 3
4. Table of Content
Nature of
Teams
Characteristics
of a Team
Building a
Team
Conflict Resources
Rev 3/2018 Team Building 4
6. Why We Need Teams
1. Meet important human needs
2. Teams are everywhere
3. Cannot assume that we participate effectively
4. Vehicle by which the individual can make a
contribution to the organization and society as a
whole
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7. Types of Teams
Informal
•Get together of friend
and family
• Socializing
• Common interests
Formal
•Diverse people joined
together for a specific
purpose
• Goal directed
• Structured
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10. The Benefits of Teams
• Fosters creativity and learning
• Blends complementary strengths
• Builds trust
• Teaches conflict resolution skills
• Promotes a wider sense of ownership
• Encourages healthy risk-taking
• Wisdom of the crowd
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11. Teamwork Involves
• Working cooperatively
• Contributing to groups with ideas, suggestions,
and effort
• Communication (both giving and receiving)
• Sense of responsibility
• Healthy respect for different opinions, customs,
and individual preferences
• Ability to participate in group decision-making
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12. The Core of a Team—Shared
Goal
•Determine goal
•Validate each
member’s commitment
to the goal
•Constantly remind of
goal
Rev 3/2018 Team Building 12
13. Exercise Better for a team or
individual
• Developing policies
• Doing surgery
• Counseling
• Patient care
• Taking a test
• Building a house
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T
T
I
T
I
T
14. The Process
Input
• Energy
• Information
• Raw materials
Through Put
• Transformation
• Change the
raw
materials
Output
• Tangible
product
• Reports
• Policies
Rev 3/2018 Team Building 14
16. Effectiveness
• Workable size
• Usually 3 – 7, rarely more than 15
• Mutually interdependent purpose
• Each person has a sense of belonging
• Interaction involving verbal and non-verbal
channels
• A sense of cooperation among members.
Rev 3/2018 Team Building 16
17. Question Teamwork
Which of these would be a formal team?
a) Wine party
b) Book club
c) Business planning
d) Protest rally
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21. The number of members and their personal
characteristics are input variables that seriously
affect team communication and productivity
Rev 3/2018 Team Building 22
22. An Ideal Team
• All components of a
team operate
interdependently with
one another; not in
isolation.
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23. A Team Is Nonsummativty
The property of the
team where the whole
is not the sum of its
parts, but may be
greater or lesser than
the sum.
•The personalities,
education,
commitment, the
individual make the
personality of the team
Rev 3/2018 Team Building 24
24. Traits and Attitude
Trait
•A relatively enduring,
consistent pattern of
behavior or other
observable
characteristics.
Attitude
• A network of beliefs and
values, not directly
measurable, that a
person holds toward an
object, person or
concept; produces a
tendency to react in
specific ways toward that
object, person, or
concept.
Rev 3/2018 Team Building 25
26. Personality of a Team Is
Important
• An effective team is the
right mix of personality,
skills and experience.
• The personality of a
team can make or
break a team.
Rev 3/2018 Team Building 27
27. Exercise What is your experience with
personalities on a team?
Rev 3/2018 Team Building 28
29. Extraversion-Introversion
Focus
The Myers-Briggs Type Indicator®
dimension concerned with
whether one’s focus is the world.
Extraversion focuses on the
external world.
Introversion focuses on the one’s
subjective internal landscape.
• Coded E and I
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Extroversion Introversion
External world Inner world
Sociable Shy, reserved
Talk to clarify Think then talk
Enjoy working in
teams
Enjoy working
alone
Don’t mind being
interrupted
Hate being
interrupted
Decisions
collaboratively
Decisions
independently
30. Sensing-Intuiting
Information Use
The Myers-Briggs Type Indicator®
dimension concerned with the
type of information individuals
use.
Sensers prefer facts and figures.
Intuiters prefer to dream about
possibilities.
• Coded S and N
Rev 3/2018 Team Building 31
Sensing Intuiting
Trust facts &
figures
Trust imagination
& intuition
Concrete
information
Dreamer
Detail-oriented “Big picture”
In “here and now” Future-oriented
Finds facts to
illustrate point
Look at
possibilities
Grounded Inventive
31. Thinking-feeling
Decision making
The Myers-Briggs Type Indicator®
dimension concerned with how
individuals prefer to make
decisions.
Thinkers are objective and fact-
based.
Feelers are subjective and
emotion-based.
• Coded T and F
Rev 3/2018 Team Building 32
Thinking Feeling
Analyze Empathy
Systematic critical
thinker
Tune in to
feelings of others
Task-oriented Relationship-
oriented
Hold all to single
standard
Adjust standard
to meet
individual
Use evidence to
come to logical
conclusion
Take other’s
feelings into
account in team
decisions
32. Perceiving-Judging
Organizing
The Myers-Briggs Type Indicator®
dimension concerned with how
people organize the world.
Perceivers are spontaneous and
flexible.
Judgers are decisive and sure.
• Coded P and J
Rev 3/2018 Team Building 33
Perceiving Judging
Gather
information
Decisive
Spontaneous &
flexible
Stick to plan
Excited to start a
new project
Excited by
finishing projects
Second-guess
one' self
Certain
Inclusive within
team decisions
Keep team
focused on task
33. Exercise What do you think each
member is?
E-extrovert
I-introvert
S-sensing
N-intuition
T-thinking
F-feeling
J-judging
P-perceiving
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34. Scenario Personality Traits
Which of these traits do
you want on a team?
Why?
a) E-extrovert
b) I-introvert
c) S-sensing
d) N-intuition
e) T-thinking
f) F-feeling
g) J-judging
h) P-perceiving
Rev 3/2018 Team Building 35
36. Cognitive Complexity
How well developed a team
member’s construct system for
interpreting signals is.
Cognitively complex individuals are
able to synthesize more
information and think in more
abstract and organized terms
than are cognitively simple
individuals.
• A black/white thinker or shades of
gray thinker
• The higher the complexity
• Better able to see others
viewpoints
• Better able to integrate multiple
goals
• Better able to interpret multiple
signals
• Better able to arrive at consensus
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37. Self-Monitoring
The extent to which someone pays
attention to and controls his or
her self-presentation in social
situations.
High self-monitors are able to
assess how others perceive them
and adapt their behavior to elicit a
desired response.
• Rhetorical Sensitivity—Speaking
and phrasing statements in such
a way that the feelings and
beliefs of the listener are
considered; phrasing statements
so as to not offend others or
trigger emotional overreaction.
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38. Procedural Order
Preference for Procedural Order—
A trait characterized by need or
desire to follow a clear, linear
structure during problem solving
and decision making.
• The higher the preference the
better the performance in a
structured setting.
• Structure seems to help in all
performance
• teams who have similar
preferences will have an easier
time working together.
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39. The Participant—Observer
Participant-Observer
• Active
• Observes
• Evaluates
• Participates
• Shares common goal
• Understands common goal
Social Loafer
• Minimal contribution
• Assumes the other members will
take up the slack
• Does not share common goal
Rev 3/2018 Team Building 40
43. Factors of Affecting Teams
Internal
• Characteristics
• Preferences
External
• Task
• Values
Rev 3/2018 Team Building 44
44. Phases of Development
• Formation Phase
• Members get to know
each other
• Develop interpersonal
relationships
• Production phase
• Focus on team tasks
• Reformation Phase
• Needs to be
reinvigorated
• New members
Building
Production
Formation
Rev 3/2018 Team Building 45
45. Two Phases of Development
Formation
Members
get to know
each other
Develop
interpersonal
relationships
Production
Focus on
team tasks
Work on
results
Rev 3/2018 Team Building 46
46. Scenario Steps in team building
You are a contestant on
survivor and landed on a
tropic island with 9
strangers.
What would you do to build
a team?
Rev 3/2018 Team Building 47
52. Decisions by Consensus
Advantages
• All members support the
decision
• Members more satisfied and
committed to decision
• Decision can be high quality,
because all viewpoints are
taken into account
• May cause team conflict
Disadvantages
• Usually takes more time
• Members may feel pressured to
conform
• May be hard or impossible to
achieve
• May cause team conflict
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53. Suggestions for Consensus
1. Don’t argue stubbornly for your own position
2. Avoid looking at a stalemate as a win-lose
situation
3. When agreement is reached to easily and too
quickly, be on guard for team think
4. Avoid conflict-suppressing techniques, such as
majority vote, averaging, coin toss, etc.
5. Seek out differences of opinion
Rev 3/2018 Team Building 54
54. Exercise Which would work better?
Decision strategy
• By majority vote
• By decree
• By consensus
Situation
• Planning team
• Enforcing policy
• Deciding leadership
Rev 3/2018 Team Building 55
56. Tension
• Tension is normal in team interactions
• Some tension is desirable
• Managing tension is part of the team dynamics
Rev 3/2018 Team Building 57
57. Benefits of Conflict
1. Conflict can produce better understanding of
both issues and people.
2. Conflict can increase member motivation.
3. Conflict can produce better decisions.
4. Conflict can produce greater cohesiveness
among team members.
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58. Negative Effects of Conflict
1. Conflict can cause bad feelings among the team
members.
2. Conflict, especially if it involves personal attacks
or is carried on too long, can lower team
cohesiveness.
3. Conflict can split a team apart.
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59. Primary Tension
Interpersonal -- first meet or during competition for power among members
• Member related
• Interpersonal
• Self-centered competition
• Reduction
• Mutual respect
• Self-disclosure
• More difficult to resolve
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60. Secondary Tension
Stems from task-related
• Points-of-view differences
• Result from opinion differences
• Can be loud and vocal
• Reduction
• Agreeing
• Showing solidarity
• Use we
• Tension release
• humor
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61. Conflict Management Styles
• Avoidance
• Accommodation
• Competition
• Collaboration
• Compromise
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62. Effective Disagreement
1. Do express your
disagreement
2. Stick with the issue at hand
3. Use rhetorical sensitivity in
expressing disagreement
4. Disagree with the idea but
do not ever criticize the
person
5. Base your disagreement on
evidence and reasoning
6. React to disagreement in a
spirit of inquiry, not
defensiveness
7. If someone persists in
attacking you, stay calm
and speak reasonably
8. Use an integrative rather
than distributive approach
to solving the conflict
Rev 3/2018 Team Building 63
63. Ethical Behavior
1. Team members should not
disconfirm, belittle, or
ridicule other members
2. Team members should
make sure they understand
other members before
agreeing or disagreeing with
them
3. Team members should be
thorough in gathering
information and diligent in
evaluating it
4. Members should be willing
to speak and should not do
anything to prevent others
from speaking freely
5. Team members should
embrace diversity within the
team
6. Team members must
conduct themselves with
honesty and integrity
Rev 3/2018 Team Building 64
64. Scenario What would you do?
A team has just been
assembled to discuss
improving infection control.
This is the first meeting.
a) Introduce oneself
b) Learn other people’s name
c) Tell a little about yourself
and what you might
contribute to the team
d) Ask what the goals and
objectives are.
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65. Scenario What would you do?
Sam Truncher ignores any
task that the team assigns
him stating, ”I’m to busy for
all this nonsense.”
• As a team member
• As a team leader
Rev 3/2018 Team Building 66
66. Scenario What would you do?
Zelda Goldfob has just
been assigned to the team
three weeks into the
project.
She is rude, dismissive,
and arrogant.
• As a team member
• As a team leader
Rev 3/2018 Team Building 67
67. Summary
• Teams are part of human society
• Teams function in every human endeavor
• For teams to function effectively, the individuals
must act ethically toward each other
• Team success requires active participation from
the individuals.
Rev 3/2018 Team Building 68
69. Resources
• Team Building
http://www.depts.ttu.edu/aged/leadership/leadtem.htm
• Emerging Systems for Managing Workplace Conflict:
http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cg
i?article=1101&context=ilrreview
• Building Team Cohesion:
http://cas.bethel.edu/dept/comm/nfa/journal/vol23no1-
16.pdf
Rev 3/2018 Team Building 70
70. Resources
• Leadership & Management: Managing Teams (There
are 17 articles in this topic.)
http://hbswk.hbs.edu/topics/managingteams.html
• Managing Virtual Project Teams
http://userwww.sfsu.edu/~ceb/b895/btrautsch895.pdf
• Characteristics of effective teams: a literature review
http://www.unc.edu/courses/2008fall/nurs/379/960/
65_604078165817-effective_teams.pdf
• 6 Benefits of Teamwork in the Workplace
https://www.sandler.com/blog/6-benefits-of-teamwork-
in-the-workplace
Rev 3/2018 Team Building 71
71. Resources
• The Secrets of Great Teamwork
https://hbr.org/2016/06/the-secrets-of-great-teamwork
• Teamwork
https://www.dol.gov/odep/topics/youth/softskills/Tea
mwork.pdf
• Groups and Teamwork
file:///C:/Users/Ronald/Downloads/KreitnerSmapleCh.pdf
• Personality and Teams
http://www.hoganassessments.com/sites/default/files/Per
sonalityTeams_R4.pdf
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