1. Manage Work Teams
AOI Institute

2. Work Team A work team: group of people who share: Common goals
Rules, procedures
Commitment by team members
Accountability

3. Teamwork Together Everyone Achieves More
Teamwork requires contribution from everyone involved and can be summarized as follows:
Together
Everyone
Achieves
More

4. Benefits of the Teamwork
More can be achieved
Shortened process of problem-solving
More effective socializing and training of newcomers
Gives a sense of security and protection for an individual
Provides a stable and supportive environment which reduces stress and anxiety
Influences a person’s self-worth by fulfilling a social need
Affords its members some identity = status, praise, recognition

5. Characteristics of Effective Teams
Goals of the team are very clear
Effective communication
Support
Roles are clearly identified and understood
Fully trained staff
Mistakes = opportunity to learn
A climate of mutual trust, fun, co-operation and dedication
Ideas are encouraged
Feedback is given positively and regularly

6. Team Building and Maintenance
Important to note:
Groups are not static, but change and develop over time.
Stages in team development:
Forming
Storming
Norming
Performing
Adjourning

7. Stages in Team Development
1) Forming – getting know the tasks and then one another
Typical features of this stage:
Uncertainty
Testing other’s reactions – what’s acceptable, what’s not (e.g. engaging in a small talk, making jokes, leaving to make telephone calls)

8. Stages in Team Development
2) Storming – involves conflict within group
Typical features of this stage:
Frequent hostility
Disagreement
It requires good communication techniques and attempts to find acceptable solutions

9. Stages in Team Development
3) Norming – relationships and cohesiveness develop
Typical features of this stage:
Roles of the members are clearer
Group shows mutual willingness to work together in problem-solving
At this stage if there is no leader (or a leader that lacks strengths) => informal leader may emerge

10. Stages in Team Development
4) Performing – group has established a flexible network of relationships that aid task accomplishment
Group works together to achieve the goals
Internal hostility is at a low point => groups directs all energy towards successful performance of the tasks

11. Stages in Team Development
5) Adjourning – cancelling the group
Task is completed, the goals are reached, the group is disbanded
More applicable to temporary task groups than permanent formal groups

12. Group Norms
Group norms: Rules of conduct that are established to maintain consistency of group members
Unwritten rules that instruct / dictate members how to behave within the group

13. Deviation
Deviation from norms is frequently punished: (different, therefore not acceptable)
Verbal attack
Formal sanction
Prevention of continuation of work

14. Organizational Culture
Organisational culture: is the set of norms and values shared by the entire organization.
It aims to influence employees as to how they should behave
E.g. There is a norm to put an extra hour every day. If the employee leaves on time, it will be noted by others & sense of disapproval

15. Group Dynamics
Group dynamics: refers to the way in which people work together, and their behaviour towards each other
Positive group dynamics are essential to guarantee a high quality of work outcomes and work relationships

16. Group Cohesiveness
Group cohesiveness: force bringing group members closer together
The degree to which members are attracted to the group, and desire to remain in it
How they stick together
How they support each other
How they respect each other
How they trust each other

17. Group Cohesiveness Group Cohesiveness
Emotional cohesiveness – connection that team members feel to other group members and to their group as a whole
How much do they like to spend the time together, with other group members
Do they look forward to the next team meeting
Task cohesiveness – degree to which group members share group goals and work together to meet these goals => is there a feeling that the group works smoothly as one unit or do different people pull in different directions

18. Factors Contributing to Group Cohesiveness
Members’ similarity
Group size
Entry difficulty/exclusive entry
Group Success
Time spent together as a group
External competition and threats to group
Members find the group rewarding

19. Factors Contributing to Group Cohesiveness
Members’ similarity
External characteristics – age, ethnicity, internal – values, attitudes, goals among members, similar background, similar view
Higher agreement among members on group rules and norms results in greater trust and less dysfunctional conflict
This, in turn, strengthens both emotional and task cohesiveness

20. Factors Contributing to Group Cohesiveness
Group size
Since it is easier for fewer people to agree on goals and co-ordinate their work, smaller groups are more cohesive than larger groups
However, task cohesiveness may suffer, if the group lacks enough members to perform its tasks well enough.

21. Factors Contributing to Group Cohesiveness
Entry difficulty/exclusive entry
The more elite the group is perceived to be, the more prestigious it is to be a member in that group and consequently, the more motivated members are to belong and stay in it.
This is why alumni of prestigious universities tend to keep in touch for many years after they graduate.

22. Factors Contributing to Group Cohesiveness
Group Success
Like exclusive entry, increases the value of group membership to its members and influences members to identify more strongly with the team and to want to be actively associated with it.
Time spent together as a group

23. Factors Contributing to Group Cohesiveness
External competition and threats to group
When members perceive active competition with another group, they become more aware with group similarity => they increase group cohesiveness
Members find the group rewarding

24. Effects of Cohesiveness
Groups are easier to manage & maintain
Increased satisfaction of members
Improved level of communication
Heightened hostility towards other groups

25. Participation Participation levels can be observed by monitoring who:
Takes leadership
Generates enthusiasm
Is left out
Commands attention
Contributes ideas and suggestions

26. Power and Influence
Power and influence: by observing who holds the power and influence in the team, you are able to see if they are working for the benefit of themselves or for the benefit of the team

27. Group-Think
Group-think: process where a highly cohesive group takes a distorted view of situations that confront them.

28. Manage Team Performance
Assess individual skills
To remain competitive in the hospitality industry we constantly need to assess our employees skills level
The format in which you assess your staff will depend on what skills you are assessing

29. Manage Team Performance
Assess the skills of team members  Provide opportunities for individual and team skill development Monitor team performance to ensure progress towards achievement of goals Delegate tasks and responsibilities appropriately Provide mentoring and coaching support to team members Recognise and reward team achievements

30. Work Roles
Work roles: a set of expected behaviours relating to an individual’s position within a group.
Expected role
Perceived role
Enacted role
Functional role
Dysfunctional role

31. Work Roles
Expected role = formal role that is defined in a job description
Perceived role = set of activities individuals believe they are expected to perform
Enacted role = actual role = person’s actual performance in their position

32. Work Roles
Functional roles – it is imperative that a supervisor ensures that these roles are encouraged
E.g. analyser, trainer, initiator, summarizer, idea builder, information giver, information seeker, follower, mediator, clarifier, standard setter
Dysfunctional roles – it is imperative that a supervisor ensures that these roles are eliminated or actively discouraged
E.g. ideas killer, dominator, critic, aggressor, competer, complainer, enthusiasm deflator, manipulator, show-off, dissenter, subject changer

33. Workplace Conflict
Workplace conflict: can be best described as a disagreement between individuals or groups

34. Role Problems Role problems: Role conflict Role ambiguity
Role overload

35. Role Problems
Role conflict: 2 or more expectations are incompatible (different orders from different managers, asked to do sth that is in conflict with his/her own values)

36. Role Problems
Role ambiguity: unsure about the goals to be pursued and the way how to achieve them; expectations not clear
Can lead to decreased job satisfaction (lower job involvement) and lower job performance
Reduce ambiguity => set clear specific goals & expectations => increase performance

37. Role Problems
Role overload: expectations and demands exceed the role player’s ability to respond
Can create dissatisfaction, fatigue & tension

38. End of presentation Do you have any questions
End of presentation Do you have any questions? Thank you for your attention 

39. Delegation

40. Giving Orders
Giving orders: manager gives an order or instruction to an employee = tells employee what to do, directs them to carry out a task that is a part of their job description = part of the job = employee is expected to do it

41. Delegation
Delegation: directing an employee to carry out duties that are normally someone else’s responsibility.
Assigning part of the manager’s workload to others along with the authority and responsibility, but no accountability.
The act of giving someone else the authority and responsibility for carrying out a specific task while the supervisor retains the accountability for its successful execution

42. Delegation Delegation to be effective, cannot be impulsive
It requires careful planning & preparation well in advance as you cannot delegate responsibilities to employees and let them suffer the consequences if anything goes wrong
Delegation ≠ giving orders

43. Delegation Authority: right to command or right to act;
When delegating additional responsibilities, it is important to give them also authority to carry out them effectively
If manager does not give any authority to an employee to take an extra responsibility, it may be difficult to get other staff to co-operate.
Just by informing other members of staff about delegation = letting them know => transfers authority

44. Delegation Responsibility: obligation to management
Accountability: being answerable
Note: While authority and responsibility can be delegated, accountability cannot. If employee did not done the job properly and stock went missing => can be reprimanded, but is not held accountable because this is not normally his responsibility.
The person who delegated still remains accountable for the outcome of the delegated work

45. Abdication
Abdication: give up = walk away from your responsibilities (act of resignation)
Opposite of well-planned delegation
E.g. giving an inexperienced employee a task without explanation of the task, with no training = manager is setting up an employee for failure

46. Effective Delegation Effective delegation: Adequate training
Right equipment / materials
Support
Relevant authority to carry out responsibility
An incentive
Reasons for delegation
Information to all employees so they understand situation

47. Excuses For Not Delegating
Staff are too inexperienced.
It takes more time to explain the job, than it does to do it myself.
I can’t afford to have my staff make mistake.
Everybody is so busy.
If you want to have the job done properly, do it yourself.
Others will think I am lazy.
I will lose control of my job.
No one knows exactly how I want this job done
Etc.

48. How to Delegate Effectively
How to delegate effectively: 1) Decide WHAT to delegate 2) Decide TO WHOM delegate the task 3) DELEGATE the task 4) INFORM others 5) MONITOR the results

49. How to Delegate Effectively
1) Decide WHAT to delegate:
Whole project, or task or just e.g. time-consuming research, or manual part of the work
Take action & no further contact
Take action & let me know what you did
Look into this problem & let me know what you intend to do & do it unless I say no
Look into this problem & let me know what you intend to do & delay action until I give approval
Look into this problem & let me know alternative actions available with pros and cons & recommend one for my approval
Look into this problem & give me all facts & I will decide what to do

50. How to Delegate Effectively
2) Decide TO WHOM delegate the task:
The person you delegate tasks to, must be able to do the job
The person you delegate tasks to, must have necessary attitudes, skills, experience, training and instructions prior to the delegation

51. How to Delegate Effectively
3) DELEGATE the task:
Make it clear what you expect, provide training, instructions, inform about:
Importance of the job
Reason
How will the performance be monitored
When and how often the task is supposed to be done
Time or anything else considered

52. How to Delegate Effectively
Gold rule
Once you have delegated, you should leave employee alone to get on with it;
Mainly, don’t take it back at the first sight of a lack of confidence
It would send a clear message that you don’t trust them to do it.

53. How to Delegate Effectively
4) INFORM others: staff will accept orders from the delegate when you inform them about it

54. How to Delegate Effectively
5) MONITOR the results:
Keep control & opportunity to correct
Measure actual performance
Compare actual with the required performance
Correct performance gap in the appropriate way

55. Benefits of Delegation
It allows training and experience
It allows testing capabilities of potential future managers
Employees are rewarded for their efforts
Employees are motivated (sense of empowerment)
Sharing responsibility & workload reduce stress and improve efficiency
Managers more time to plan, organize, supervise, and monitor performance
Opportunity to multi-skill & make the most of employee’s potential.

56. End of presentation Do you have any questions
End of presentation Do you have any questions? Thank you for your attention 