Team Work

1. Team Work Lead & Manage People

2. Teamwork What is Teamwork? Prepare a definition

3. Type of Teams • Existing or permanent teams • Include paid or volunteers • A new group or team formed to handle a specific project • Ie project based

4. Types of Teams p.311-313 • Quality Circles • Multifunctional or Cross-Functional Teams • Problem Solving Teams • Management Teams • Work Teams • Self-Managed Teams • Virtual Teams • Matrix Teams • Merged Teams • Project Teams

5. Effective Teams • Demonstrate trust, support & respect towards team members • Identifying work goals for the team • Prioritising and completing work goals within deadlines • Recognising and accommodating cultural differences • Seeking and providing assistance to team members • Responding to feedback from team members • Building on quality service through continuous improvement • Hospitality Management Strategy & Operations L. Van DerWagen 2nd Ed p.46

6. Building Effective Work Teams • Contribute ideas • Help others • Give feedback • Check understanding • Ask questions • Respect differences • Follow procedures • Share leadership • Agree on goals • Hospitality Management Strategy & Operations L. Van DerWagen 2nd Ed p.47

7. Characteristics of Team • Members are skilled in all the various leadership and membership roles and functions • The team has developed a well established, relaxed working relationship • There is loyalty among members • Values and goals are in harmony • All problem solving, decision making etc. occurs in a supportive, trusting atmosphere

8. Characteristics of Team Cont. • All the material contributed to the team is treated as 'ours' • Constructive use is made of criticism - members do not take disagreements personally or confuse rejection of ideas as rejection of the individual. • The team is eager to help each member develop to his/her full potential • There is strong motivation from each member to communicate fully and frankly to the team all the teams activities

9. Characteristics of an Ineffective Team • Failure to listen to what other members are saying • Constantly reiterating arguments • Constantly interrupting • Trying to put others down • Failure to participate • Silent members not drawn in • Dominant members allowed to control proceedings • Everyone pushing own views, not clarifying, developing, encouraging • Unwillingness to accommodate others' views or needs • Raising irrelevant or unhelpful points • Not recognising how members are feeling about the discussion

10. Benefits of Teamwork Brainstorm a list of benefits of working in a team

11. Objectives • Team objectives may include: • Achieving sales targets • Performance targets for a particular project • Increase productivity • Meeting key performance indicators

12. Communication in Leading & Managing Teams • Expectations, roles, responsibilities need to be communicated and may include: • Nature & scope of work • Relationships with others in the workplace and interdependent areas of activity • Expectations around communication • Reporting requirements

13. Team Development • According to Bruce Tuckman’s model, a team’s ‘life cycle’ has five stages: • Forming • Storming • Norming • Performing • Adjourning (Mourning) • http://www.bnet.com/2422-13731_23-220824.html

14. Forming (Awareness) p.333 • Forming is the first phase in a teams development • ‘Strangers’ come together to carry out a task or activity • There is little common understanding about the teams aims, and individual roles and responsibilities are unclear • Feelings, weaknesses and mistakes are covered up • People show little care for others’ values & views

15. Forming & Leadership p.334 • Newly formed teams depend on their leaders for guidance and direction • Be prepared to offer a lot of information about the team’s purpose, its objectives, its customers and so on • Use directive behaviour explained by the situational theory of leadership or the telling behaviour outlined in the continuum of leadership styles

16. Storming (Conflict) p.334 • The storming phase describes the conflict where people explore their differences in values, working styles and aims • Cliques may form, power struggles may develop and leadership may be challenged • Productivity remains low • Team learns through trial & error • More risky as personal issues are opened up and the team becomes more inward looking • There is more concern for the values, views and problems of others in the team

17. Storming & Leadership p.334 Leaders need to make it safe for the members to experiment and try new ways, allowing them to recognise their mistakes and learn from them

18. Norming (Co-operation) Confidence and trust begin to emerge, together with a more systematic and open approach, leading to a clearer way of working There is greater valuing of people, clarification of purpose, establishing of objectives, systematic collection of information, considering of all options, preparation of plans and progress reviews to make improvments

19. Norming (Co-operation) p.335 • Codes of behaviours, customs and policies are established both formally and informally • All members learn where they stand in relation to others and gain a clear idea of their role and the contributions they can make • Roles & responsibilities become clear and accepted • There is less ‘me’ and more ‘we’ • They start having fun with each other

20. Norming & Leadership p.335 • They will depend less on the leader, although they will continue to need their guidance and confirmation • Leaders are more of a facilitator and an enabler: ‘participating’ in situational leadership terms and sharing in the continuum of leadership terms

21. Performing (Productivity) p.335 • They achieve synergy, creativity, harmony and high productivity • Members work together as a nicely balanced whole to achieve more than would be expected from them individually • Performing teams are mature teams whose members can work together or independently to achieve their goals • They draw from each other’s unique strengths and compensate for each other’s weaknesses

22. Performing (Productivity) p.336 • High productivity • High satisfaction and team spirit • High morale, team spirit, loyalty and cohesion • Open communication, close teamwork • Flexibility, trust, resourcefulness and innovation

23. Performing & Leadership p.336 • Their leaders become a colleague and a resource to help the team achieve their goals • The team is capable of setting, monitoring and achieving its goals with little direction from the leader • Use of delegation leadership style

24. Adjourning / Mourning p.337 Final stage of some teams Temporary disband, or close down This leaves a hole or sense of emptiness in team members, with feelings of loss and sadness Some teams never reach the full stage of adjourning but when a team member leaves a form of mourning occurs

25. Successful Teams • Teams that go through these stages successfully should display: • Clear objectives and agreed performance goals • Openness and confrontation • Support and trust • Co-operation and conflict • Good decision making • Appropriate leadership • Review of the team process

26. Team Problems What are some issues or problems that can occur in teams What have you experienced in your workplace

27. Team Culture and Norms As a team’s process or ways of working together establishes, a team culture or norms develop As teams mature, the accepted behaviour patterns and ways of doing things become clearer and more recognisable

28. Team Culture and Norms - Activity Outline a poorly performing team culture and compare it to a high performing team Look at feelings, behaviours and results in your comparisons

29. Group Dynamics p.321 The unique pattern of forces operating in a group that affects particularly the interactions between members and their relationships with each other The way people operate together and their behaviour towards each other which influences how they go about achieving the task

30. Innovation • Benefits of innovation of ideas within a team, may include: • Suggestions about how to do things better • Alerting colleagues to potential new technologies • Trying new approaches to old problems • Seeking information or ideas from unexpected places

31. Leadership Skills • Leadership skills which will encourage open &supportive communication styles within the team include: • Planned & unplanned exchanges of information • Providing open access to documents • Using technology to support effective communication (ie email groups) • Involving others in developing solutions • Being prepared to declare own need for assistance • Providing constructive feedback

32. Leadership Skills • Leadership skill required to encourage team work in the work environment include: • Performance, vocational and personal counselling • Recognition and prompt resolution of problems • Dealing with grievances • Disciplinary skills • Coaching in the ways of working with colleagues

33. Workplace Conflict Neither too much or too little group conflict is desirable Managers should stimulate conflict to gain the full benefits of functional conflict, but reduce its level when it becomes a disruptive force (dysfunctional conflict)

34. Legislative Issues in Team Management Industrial Relations Occupational Health & Safety Workers Compensation Superannuation Equal Employment Opportunity Anti-discrimination Refer to handout