Presentation on theme: "Team-Building HRT 383. Thanks to: Ken Blanchard, Patricia Zigarmi, & Drea Zigarmi, authors of Leadership and the One Minute Manager Ken Blanchard, Donald."— Presentation transcript:
Team-Building HRT 383
Thanks to: Ken Blanchard, Patricia Zigarmi, & Drea Zigarmi, authors of Leadership and the One Minute Manager Ken Blanchard, Donald Carew, and Eunice Parisi-Carew, authors of The One Minute Manager Builds High Performing Teams R. B. Lacoursiere, author of The Life Cycle of Groups: Group Developmental Stage Theory
Thanks to: Stephen P. Robbins, author of Organizational Behavior: Concepts, Controversies, and Applications Tools for Teams: Building Effective Teams in the Workplace, edited by Craig Swenson Robert H. Woods and Judy Z. King, authors of Quality Leadership and Management in the Hospitality Industry Gary Yukl, author of Leadership in Organizations
Individual Development Competence Knowledge Skill Commitment Confidence Motivation
Coaching Stages Directing Structure, organize, teach & supervise Coaching Direct and support Supporting Praise, listen & facilitate Delegating Turn over responsibility for decision-making
Group Development Orientation Called “Forming” in Robbin’s model Uncertainty about purpose, structure & leadership Members are “testing the waters” Dissatisfaction Called “Storming” in Robbin’s model Characterized by intragroup conflict Members accept the existence of the team, but individuals resist the constraints on their individual style
Group Development Resolution Called “Norming” in Robbin’s model Characterized by cohesiveness, identity, structure, and a set of expectations Members develop closer relationships Productivity Called “Performing” in Robbin’s model Structure of the team is fully functioning Members’ energy has moved from getting to know phases to getting the work done
Group Development Robbin’s model includes a final phase called “Adjourning” This would be characterized by a temporary committee completing a task or achieving results based upon a goal Your team may go through these five stages twice…
Group Developmental Stages
Group Orientation / Forming 382 Instructor formed the initial teams The Management Plan process was designed to help you frame your purpose Instructor(s) offered insight into structure, but what your team did/does and how it got/gets accomplished was/is your business Round I in 382 & Round II in 383
Group Dissatisfaction / Storming What did your team experience in Round I? Where was your storm? The team itself? One individual? Your management position? Your week of management? Formal vs. informal leadership? In Round II (383), any “storms” are usually weaker!
Group Resolution / Norming Behavioral Norms Team “Code of Conduct” Examples: Consensus Communication Commitment Conduct What did you learn in 382?
Group Production / Performing In 382, getting the management plan done Why not just jump right in? Creating a guiding purpose Team Philosophy Team Mission Was your team fully functioning?
Group Adjournment Temporary break between quarters 383 – Round II Forming Storming Norming Performing Adjourning
Types of Teams Functional Operating Team Cross-Functional Team Self-Managing Team Self-Defining Team Top Executive Team
Types of Teams Functional Operating Team Formal Leader Members with similar, but specialized functions Example: Maintenance crew, SWAT team, sports Cross-Functional Team Usually has a formal leader Members with different functions – various stakeholders Example: Team to begin HACCP or TQM program, or to kick-off a new promotion
Types of Teams Self-Managing Team No formal leader - leadership may rotate Membership: similar functions External leader, in the same organization, to direct, coach, support, and delegate 382 is similar to this model
Types of Teams Self-Defining Team No formal leader - leadership may rotate Facilitator acts as leader – role rotates Membership: similar goals or business purpose, but specialization of roles is possible Examples: Moosewood Restaurant, 383 Top Executive Team
Common Characteristics Functional Operating Cross Functional Self Managing Self Defining Top Executive Autonomy- mission LowLow-ModLowHigh Autonomy- procedure Low-ModHigh Authority- internal High Low High DurationHighLow-ModHighVariableHigh StabilityHighLow-ModHighVariableHigh Functional diversity LowHighLowVariableHigh
A fully functioning team can… Work together successfully Solve problems and reach decisions in a way that incorporates individual input Reach decisions through consensus Can adapt to change Achieve or exceed desired results