2. Key Points

3. (Mallory, 1991)

4.  To solve problems by drawing on the talents of variety of individuals.  To foster togetherness in the workplace while tackling projects.  To reduce or eliminate a lack of communication among staff members on projects.  To heighten productivity by encouraging an atmosphere of cooperation.  To achieve a solution that might be unpopular to some but is the desire of the majority.

5.  To lighten the workload of the supervisor (this requires delegation.)  To make workers transfer knowledge to one another to save educational costs (these people need training.)  To determine the opinions and working styles of the staff (this organization need improved communication.)  To get the staff to work harder (they need better supervision or motivation and rewards.)

6.  Executive positions. Nearly every executive must, at one time or another, work with or direct a team.  Mid-level managers. Whether you supervise two or 200 people, you could be called upon to form a team. Having learned the necessary skills gives you an advantage when the situation occurs.

7.  Entrepreneurs. Knowing how to lead a team comes in handy if you are self- employed, operate your own business or are part of a network of associates. You’ll be able to tap the brain power and knowledge of others in a group setting.  Working with people. Any position where you work with people requires good human relations skills. By exposing yourself to the teamwork process, you’ll get greater insight into individual differences and how these differences can be managed to achieve a collective goal

8.  Team Leader  Critic  Implementer  External Contact  Coordinator  Ideas Person  Inspector

9. 1. Dominant 2. Influencer 3. Balancer 4. Loyalist

10. Performance Results Accountability Mutual Small number of people Individual Problem Solving Technical/ function Interpersonal Skills Specific goals Common approach Meaningful purpose Commitment Collective work Products Personal Growth

11. 1 Establish Mission “Mutual Goals and Commitment” 6 Evaluation “Results” 5 Team controls “Focus” 4 Team Dynamics “Maturity” 3 Team Rules and Guidelines “Values/Norms” 2 Team Design And Leadership “Structure”

12.  A clear elevating goal  A results –driven structure  Competent members  Unified commitment  A collaborative climate  Standards of excellence  External support and recognition  Principled leadership

13. When people believe in each other, when they believe that each team member will bring superior skills to a task or responsibility, that disagreements or opposing views will be worked out reasonably, that each member’s view will be treated seriously and with respect, that all team members will give their best effort at all times, and that every one will have the team’s overall best interest at heart, then excellence can become a sustainable reality.