Presentation on theme: "Agenda Review Your Learning – Chapter 7"— Presentation transcript:
1Agenda Review Your Learning – Chapter 7 Article Reviews on Win-Win SchedulingTeam Interpersonal SkillsChapter 8 – Teamwork in the Foodservice & Hospitality WorkplaceTest Your KnowledgeChapter 7 – Review Your Learning: Chapter 8 – Test Your KnowledgeC TrueD FalseC TrueD TrueE TrueC FalseA TrueBED
2D.A.R.E. Team Interpersonal Skills To better understand your own personality traits, we will all take the D.A.R.E. SurveyCount the number of D’s, A’s, R’s, & E’sNow 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.
3We will now look at what each of these letters represent, and how they may reflect your personality: D for DriverA for AnalyticalR for RelatorE for Expressive
4Driver: Strengths Leadership ability Independent Compulsively active Action-orientedSelf-confidentGoal settersMake decisions quickly & effectivelyExcellent in emergenciesThrive on opposition & challengeVulnerabilitiesUnrealistic expectations of others and yourselfDiscount others’ ideasUnwilling to admit mistakesWant it done NOWHasty decisionsNot listeningAdvice 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.
5Analytic: Strengths Patient Organized Creative Determined Persistent DetailedFinish what they startVulnerabilitiesOver-analyzeStressedSlow to make decisionsLong, drawn out explanationsDon’t work well under pressurePerfectionistAdvice 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.
6Relator/Amiable: Strengths Easy going Pleasant Calm Polite and reservedSteady/dependableMediatorsGood listenersUncomplainingEnjoy peopleVulnerabilitiesDon’t get a lot of work doneIdeas don’t get heardOpinions easily swayedIndecisiveFeelings hurt easilyAdvice 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.
7Expressive: Strengths Make friends easily Outgoing Humorous Cheerful Generate enthusiasm in othersWilling to try new thingsSpontaneousPositiveVulnerabilitiesDon’t listenUnorganizedNot dependableWhere’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.
8Behavioral Style AxesWe 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.ExtrovertedDirectingbut notDemandingLightheartedbutFocusedTaskPeopleAgreeablebutGive InputAnalyticalbut notAnal-retentiveIntroverted
9Working 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.
10Working 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.
11Working 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.
12Teamwork in the Foodservice and Hospitality Workplace 8Hospitality and Restaurant ManagementOH 8-12
13Chapter 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 NotesIndicate that these objectives (competencies) drive the information in the chapter and in this session.Indicate that teamwork is very important in foodservice.
14Teamwork Is ImportantMany 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 NotesManagers 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?”
15Skills Needed for Effective Teams Technical expertiseUtilizing knowledge & skills of a cross section of an organization will strengthen the likelihood of a team achieving its goalProblem-solving skillsIdentifying root causes of a situation or challengeInterpersonal skillsMembers who communicate effectively and facilitate group processes.Instructor’s NotesThe three skills needed is on the examDeveloping 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.
16Types of TeamsInterfunctional team—team of employees from the same area or departmentProblem-solving team—temporary team selected to solve a problemCross-functional team—team composed of employees from different areasSelf-directed team—intact work unit that manages daily issues with little supervisionInstructor’s NotesEach 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 examIndicate that there are numerous advantages to teamwork.
17Advantages to Teamwork Positive work environmentOpen communication channelsAvailability of support systemsWorkplace diversityInstructor’s NotesAdvantages 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.
18Pitfalls to Teamwork Taking too long to make a decision Mishandling team agreementsWorking inefficientlyAvoiding responsibilitiesInstructor’s NotesUnderstanding 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.
19Four 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 NotesEffective managers use different leadership styles for each stage of team development:Forming—directing styleStorming—coaching styleNorming—supporting style is on the examPerforming—delegating styleRefer 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.
20Four Stages of Team Development continued This server is a member of a team that is at the “performing” stage of team development.Instructor’s NotesThis 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?”
21Manager’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 NotesThe 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 examNote that there can be numerous challenges to effective team development.
22Challenges to Team Development Poor management styleUsing only one management style during each of the stages of team development is counterproductive.High turnoverA reality of the industry, can contribute to a team’s ineffectiveness.Improper emphasis on team developmentOveremphasize personal team relationships instead of focusing on achieving the project goa..Instructor’s NotesAsk the students to answer the following questions about the stages of team development.
23How 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 NotesPerformingStormingNormingFormingIndicate that effective teams contribute to the achievement of three types of goals.
24Three Types of Team Goals Team-building goalsInformation goalsProject goalson the exam: effective teams contribute to the achievement of three types of team goals throughout the projectTeam-building goals focus on membersGetting to know each otherLearning to work togetherSetting ground rulesFiguring out decision-making processesInformation goals includeObtaining updates about progressLearning about tools to support tasksCommunicating with stakeholdersProject goals focus onUnderstanding the projectIdentifying business needsUnderstanding the processIdentifying resourcesDeveloping a project planIndicate that challenges can arise as teams set goals.
25Challenges of Team Goal Setting Personal agendas may conflict with project goals or mission statements.Ineffective communicationLack of a strong connection between project goals and business needsInstructor’s NotesTeams 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.
26Managing 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 NotesTeam 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.
27Managing 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 NotesManagers should conduct meetings periodically with team members to provide support and feedback, to discuss priorities, and to consider possible redirection of efforts.
28Managing Team-Based Projects—Evaluation Purpose—to determine whether goals are achieved, using measures identified in the planning stageA 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 NotesOn the exam: definition of debriefFeedback from key stakeholders is another source of project evaluation information.Ask students to answer the following questions.
29How 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 NotesTeam-buildingTrustingPlanningDebriefNote: indicate that the last part of this discussion will provide a review of definitions for the key terms used in the chapter.
30Key Term Review Brainstorming Cross-functional team Debrief meeting DirectingFormingInstructor’s NotesBrainstorming—method of collecting ideas from all participants without criticism or judgmentCross-functional team— employees from different areas who focus on solving problems that impact their particular work areas as well as the organizationDebrief meeting—meeting conducted after a project is completed in which all aspects of the project are evaluatedDirecting—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 goalsIndicate that there were additional key terms discussed in the chapter.
31Key Term Review continued Interfunctional teamNormingPerformingProblem-solving teamInstructor’s NotesInterfunctional 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 areaNorming—stage of team development in which team members settle their differences and develop more cohesive and trusting work relationshipsPerforming—stage of team development in which team interdependence is recognized, and team members analyze and solve problems effectivelyProblem-solving team—temporary team composed of employees selected to solve a specific problemNote that the next slide indicates the final key words discussed in the chapter.
32Key Term Review continued Self-directed teamStormingSupportingTeamTeamworkInstructor’s NotesSelf-directed team—intact work units of a small group of employees who manage many daily operational issues with little supervisionStorming—stage of team growth in which the reality of a project sets in for the team members, and various interpersonal conflicts begin to surfaceSupporting—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 goalTeamwork—state of acting in a collaborative and cooperative effort to create positive results for the achievement of a common goal
33Chapter 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 NotesAsk students to do a personal assessment of the extent to which they know the information or can perform the activity noted in each objective.
34Next week Article summary of Teamwork Book Report is due Read Chapter 9 – Dimensions of Problem Solving