1. Agenda Review Your Learning – Chapter 7
Article Reviews on Win-Win Scheduling
Team Interpersonal Skills
Chapter 8 – Teamwork in the Foodservice & Hospitality Workplace
Test Your Knowledge
Chapter 7 – Review Your Learning: Chapter 8 – Test Your Knowledge
C True
D False
C True
D True
E True
C False
A True B E D

2. D.A.R.E. Team Interpersonal Skills
To better understand your own personality traits, we will all take the D.A.R.E. Survey
Count the number of D’s, A’s, R’s, & E’s
Now that you have tallied your score, you are probably curious how your numbers stack up, and where you fit in the personality type matrix.
The higher the number, the more you lean to that type of personality.

3. We will now look at what each of these letters represent, and how they may reflect your personality:
D for Driver
A for Analytical
R for Relator
E for Expressive

4. Driver: Strengths Leadership ability Independent Compulsively active
Action-oriented
Self-confident
Goal setters
Make decisions quickly & effectively
Excellent in emergencies
Thrive on opposition & challenge
Vulnerabilities
Unrealistic expectations of others and yourself
Discount others’ ideas
Unwilling to admit mistakes
Want it done NOW
Hasty decisions
Not listening
Advice to Drivers: Prepare others for your decisions; a little preparations resolves hours of frustration. Take notes on responses when you ask others for opinions. Rephrase and feedback your interpretation of what Relators and Analytics say to you to show that you have listened and understand. Practice lowering your voice ad slowing your pace.
How to live with Drivers: Understand that they need to be “in control”. They show they care by DOING IT FOR YOU, not listening to you. Compliment them, even if they “shrug it off.” Talk to them privately and tactfully, not in a critical manner.

5. Analytic: Strengths Patient Organized Creative Determined Persistent
Detailed
Finish what they start
Vulnerabilities
Over-analyze
Stressed
Slow to make decisions
Long, drawn out explanations
Don’t work well under pressure
Perfectionist
Advice to Analytics: On less important issues, take a risk. Give others a chance to understand you; tell them of your reluctance to speak. Initiate friendships and interpersonal contacts. Understand that you may be hard to approach. Practice positive statements: “I will; I can” instead of “I’ll see; I don’t know”
How to live with Analytics : Encourage them to talk; then truly listen. Don’t make sudden decisions affecting them. Allow time for thought, appeal to their sense of logic.

6. Relator/Amiable: Strengths Easy going Pleasant Calm
Polite and reserved
Steady/dependable
Mediators
Good listeners
Uncomplaining
Enjoy people
Vulnerabilities
Don’t get a lot of work done
Ideas don’t get heard
Opinions easily swayed
Indecisive
Feelings hurt easily
Advice to Relators/Amiables: Set goals regularly; start small, perhaps, but be more decisive. Say “vanilla” or “chocolate”, not “Whatever you think.” Practice speaking up.
How to live with Relators/Amiables : Encourage them to talk; then truly listen. Don’t make sudden decisions affecting them. Allow time for thought; appeal to their sense of logic.

7. Expressive: Strengths Make friends easily Outgoing Humorous Cheerful
Generate enthusiasm in others
Willing to try new things
Spontaneous
Positive
Vulnerabilities
Don’t listen
Unorganized
Not dependable
Where’s lunch?
Advice to Expressives: Ask a willing Analytic to help you remember dates, times & details. Write notes to yourself. Always mark things down; don’t trust your memory. Carve out some time for yourself and allow others their own peaceful times. Ask people not to tell you things they don’t want repeated.
How to live with Expressives: Talk to them occasionally; listen to them often. Realize that this too shall pass. Don’t expect them to enjoy isolation. Be prepared for lots of activity. Assign them people jobs. Tell them to be places ½ hour before they are expected. Enjoy them.

8. Behavioral Style Axes
We hold people to different expectations because of their personalities.
We have all kinds of people on our team. The box below defines the behavioral tendencies that will be accepted.
Extroverted
Directing
but not
Demanding
Lighthearted
but
Focused
Task
People
Agreeable
but
Give Input
Analytical
but not
Anal-retentive
Introverted

9. Working with Personality Types in a Group
In order to perform as a team, we have to learn how to treat each other as team members. The most important aspect of being a team member is to learn how to understand and relate to each other with our different personalities. The first step in that process is to know yourself.

10. Working with Personality Types in a Group
We must learn our personality as it relates to others. Each personality type has strengths and potential pitfalls. We can learn to maximize our personality strengths and build upon identified methods to improve our areas of development.

11. Working with Personality Types in a Group
The key to building a successful team is learning to effectively relate to each other as team members. To do so, we must identify our individual personality types. We need to know our personality’s strengths, potential vulnerabilities, and how we interact with other personality types for success.

12. Teamwork in the Foodservice and Hospitality Workplace8
Hospitality and Restaurant Management
OH 8-12

13. Chapter Learning Objectives
Identify the advantages and disadvantages of teams.
Describe stages in team growth.
Identify management behaviors that affect team development and goal setting.
Describe an effective way to manage team-based projects.
Instructor’s Notes
Indicate that these objectives (competencies) drive the information in the chapter and in this session.
Indicate that teamwork is very important in foodservice.

14. Teamwork Is Important
Many problems confronting operations typically impact more than one area and are best resolved with a team approach.
No single employee is able to address most of today’s complex problems, but a team of employees can do so.
It is a collaborative and cooperative effort to create positive results for the achievement of a common goal.
Instructor’s Notes
Managers must develop and utilize teams whenever possible, and they do so by fostering teamwork.
Ask the following question, “What skills are needed by a team for it to be effective?”

15. Skills Needed for Effective Teams
Technical expertise
Utilizing knowledge & skills of a cross section of an organization will strengthen the likelihood of a team achieving its goal
Problem-solving skills
Identifying root causes of a situation or challenge
Interpersonal skills
Members who communicate effectively and facilitate group processes.
Instructor’s Notes
The three skills needed is on the exam
Developing a team with all three types of skills uses the individual strengths of each member, and increases the probability of team success.
Each of these elements must be balanced and considered as a manager builds a team.

16. Types of Teams
Interfunctional team—team of employees from the same area or department
Problem-solving team—temporary team selected to solve a problem
Cross-functional team—team composed of employees from different areas
Self-directed team—intact work unit that manages daily issues with little supervision
Instructor’s Notes
Each of the above teams has a special place in a foodservice operation. Effective restaurant managers know when and how to use each type of team to meet the restaurant’s needs.
Cross functional team definition is on the exam
Indicate that there are numerous advantages to teamwork.

17. Advantages to Teamwork
Positive work environment
Open communication channels
Availability of support systems
Workplace diversity
Instructor’s Notes
Advantages to using teams include greater productivity and the provision of higher quality products and services.
Some benefits to the use of teams can be linked directly to an organization’s values and mission statements.
Effective teamwork can help to reduce employee turnover rates.
Note that there are some potential pitfalls to teamwork.

18. Pitfalls to Teamwork Taking too long to make a decision
Mishandling team agreements
Working inefficiently
Avoiding responsibilities
Instructor’s Notes
Understanding how to make assignments within the team can reduce decision-making time.
When conflict arises, it is important to have team members focused on project issues.
The manager must know when use of a team and/or an individual is the best strategy to meet a goal.
Managers must encourage trust and communication within the team to ensure its success.
Indicate that teams frequently evolve through four stages of development.

19. Four Stages of Team Development
Forming—team members get to know each other.
Storming—interpersonal conflicts begin to surface.
Norming—team members settle differences.
Performing—team members work well together.
Instructor’s Notes
Effective managers use different leadership styles for each stage of team development:
Forming—directing style
Storming—coaching style
Norming—supporting style is on the exam
Performing—delegating style
Refer students to Exhibit 8b (page 184 in the chapter) to review examples of how team members feel and behave in each of the four stages of team development.

20. Four Stages of Team Development continued
This server is a member of a team that is at the “performing” stage of team development.
Instructor’s Notes
This food server is concerned about his own guests and those of his teammates, so guests in all server stations are offered additional water.
Ask the following question, “What is the manager’s role in team development?”

21. Manager’s Role in Team Development
Communicate effectively.
Use appropriate leadership styles.
Conduct team-building exercises.
Understand and explain the role of the team in accomplishing goals.
Apply effective management skills to support the team.
Instructor’s Notes
The manager will interact with teams in varying degrees. This contact will assist in changing the individual focus of each member to a more collaborative team effort. On the exam
Note that there can be numerous challenges to effective team development.

22. Challenges to Team Development
Poor management style
Using only one management style during each of the stages of team development is counterproductive.
High turnover
A reality of the industry, can contribute to a team’s ineffectiveness.
Improper emphasis on team development
Overemphasize personal team relationships instead of focusing on achieving the project goa..
Instructor’s Notes
Ask the students to answer the following questions about the stages of team development.

23. How Would You Answer the Following Questions?
During the _______ stage, team interdependence is recognized.
During the _______ stage, interpersonal conflicts may surface.
During the _______ stage, team members settle their differences.
During the _______ stage, team members get to know each other.
Instructor’s Notes
Performing
Storming
Norming
Forming
Indicate that effective teams contribute to the achievement of three types of goals.

24. Three Types of Team Goals
Team-building goals
Information goals
Project goals
on the exam: effective teams contribute to the achievement of three types of team goals throughout the project
Team-building goals focus on members
Getting to know each other
Learning to work together
Setting ground rules
Figuring out decision-making processes
Information goals include
Obtaining updates about progress
Learning about tools to support tasks
Communicating with stakeholders
Project goals focus on
Understanding the project
Identifying business needs
Understanding the process
Identifying resources
Developing a project plan
Indicate that challenges can arise as teams set goals.

25. Challenges of Team Goal Setting
Personal agendas may conflict with project goals or mission statements.
Ineffective communication
Lack of a strong connection between project goals and business needs
Instructor’s Notes
Teams that participate in crafting goals function more effectively.
It is essential that managers provide effective leadership for and communication with team members.
Using systematic process offers many advantages and ensures that the team will function optimally.

26. Managing Team-Based Projects—Planning
Confirm that project goals are linked to identified business needs.
Brainstorming can help identify best uses of limited resources.
Determine whether special training is required.
Communicate project plans to stakeholders.
Instructor’s Notes
Team should ensure that SMART criteria (specific, measurable, achievable, relevant, time-bound) have been applied.
When brainstorming, remember that everyone should provide ideas—the more ideas, the better!
After projects are planned, they must be executed.

27. Managing Team-Based Projects—Executing
The manager must monitor the team’s progress.
If problems evolve, team members should be asked to determine how they can be resolved.
Communicating project status to stakeholders is important.
Instructor’s Notes
Managers should conduct meetings periodically with team members to provide support and feedback, to discuss priorities, and to consider possible redirection of efforts.

28. Managing Team-Based Projects—Evaluation
Purpose—to determine whether goals are achieved, using measures identified in the planning stage
A debrief meeting can be held, in which all aspects of the project are evaluated.
Final step—the manager should recognize and celebrate team accomplishments.
Instructor’s Notes
On the exam: definition of debrief
Feedback from key stakeholders is another source of project evaluation information.
Ask students to answer the following questions.

29. How Would You Answer the Following Questions?
“Setting ground rules” is an example of what type of team goal?
A _______ environment is needed for teams to flourish.
The first step in a project involves _______.
All aspects of a project are evaluated in a _______ meeting.
Instructor’s Notes
Team-building
Trusting
Planning
Debrief
Note: indicate that the last part of this discussion will provide a review of definitions for the key terms used in the chapter.

30. Key Term Review Brainstorming Cross-functional team Debrief meeting
Directing
Forming
Instructor’s Notes
Brainstorming—method of collecting ideas from all participants without criticism or judgment
Cross-functional team— employees from different areas who focus on solving problems that impact their particular work areas as well as the organization
Debrief meeting—meeting conducted after a project is completed in which all aspects of the project are evaluated
Directing—telling the group specifically what needs to be accomplished, establishing guidelines, and providing specifics on the five “W’s” (who, what, where, when, why) and “how”
Forming—stage of team growth in which the team members get to know each other, and learn what will be required of them to achieve their assigned goals
Indicate that there were additional key terms discussed in the chapter.

31. Key Term Review continued
Interfunctional team
Norming
Performing
Problem-solving team
Instructor’s Notes
Interfunctional team—team comprised of employees from the same area who are given more responsibility for solving a problem or making an improvement in their immediate area
Norming—stage of team development in which team members settle their differences and develop more cohesive and trusting work relationships
Performing—stage of team development in which team interdependence is recognized, and team members analyze and solve problems effectively
Problem-solving team—temporary team composed of employees selected to solve a specific problem
Note that the next slide indicates the final key words discussed in the chapter.

32. Key Term Review continued
Self-directed team
Storming
Supporting
Team
Teamwork
Instructor’s Notes
Self-directed team—intact work units of a small group of employees who manage many daily operational issues with little supervision
Storming—stage of team growth in which the reality of a project sets in for the team members, and various interpersonal conflicts begin to surface
Supporting—leadership style that supports the team by providing encouragement, listening more than telling, and promoting team discussions. Note that this term should be highlighted on page 183 in the text (fifth sentence in the third paragraph).
Team—group of individuals who operate as a unit for an assigned task or goal
Teamwork—state of acting in a collaborative and cooperative effort to create positive results for the achievement of a common goal

33. Chapter Learning Objectives— What Did You Learn?
Identify the advantage and disadvantages of teams.
Describe stages in team growth.
Identify management behaviors that affect team development and goal setting.
Describe an effective way to manage team- based projects.
Instructor’s Notes
Ask students to do a personal assessment of the extent to which they know the information or can perform the activity noted in each objective.

34. Next week Article summary of Teamwork Book Report is due
Read Chapter 9 – Dimensions of Problem Solving