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Agenda Review Your Learning – Chapter 7

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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 Workplace
8 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

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