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Team-Building

Team-Building. HRT 383. Thanks to:. Ken Blanchard, Patricia Zigarmi, & Drea Zigarmi, authors of Leadership and the One Minute Manager Ken Blanchard, Donald Carew, and Eunice Parisi-Carew, authors of The One Minute Manager Builds High Performing Teams

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Team-Building

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  1. Team-Building HRT 383

  2. Thanks to: • Ken Blanchard, Patricia Zigarmi, & Drea Zigarmi, authors ofLeadership and the One Minute Manager • Ken Blanchard, Donald Carew, and Eunice Parisi-Carew, authors of The One Minute Manager Builds High Performing Teams • R. B. Lacoursiere, author of The Life Cycle of Groups: Group Developmental Stage Theory

  3. Thanks to: • Stephen P. Robbins, author of Organizational Behavior: Concepts, Controversies, and Applications • Tools for Teams: Building Effective Teams in the Workplace, edited by Craig Swenson • Robert H. Woods and Judy Z. King, authors of Quality Leadership and Management in the Hospitality Industry • Gary Yukl, author of Leadership in Organizations

  4. Individual Development • Competence • Knowledge • Skill • Commitment • Confidence • Motivation

  5. Individual Development Stages

  6. Coaching Choices • Directive Behavior “Autocratic” • Supportive Behavior “Democratic”

  7. Coaching Stages • Directing Structure, organize, teach & supervise • Coaching Direct and support • Supporting Praise, listen & facilitate • Delegating Turn over responsibility for decision-making

  8. Group Development • Orientation • Called “Forming” in Robbin’s model • Uncertainty about purpose, structure & leadership • Members are “testing the waters” • Dissatisfaction • Called “Storming” in Robbin’s model • Characterized by intragroup conflict • Members accept the existence of the team, but individuals resist the constraints on their individual style

  9. Group Development • Resolution • Called “Norming” in Robbin’s model • Characterized by cohesiveness, identity, structure, and a set of expectations • Members develop closer relationships • Productivity • Called “Performing” in Robbin’s model • Structure of the team is fully functioning • Members’ energy has moved from getting to know phases to getting the work done

  10. Group Development • Robbin’s model includes a final phase called “Adjourning” • This would be characterized by a temporary committee completing a task or achieving results based upon a goal • Your team may go through these five stages twice…

  11. Group Developmental Stages

  12. Group Orientation / Forming • 382 Instructor formed the initial teams • The Management Plan process was designed to help you frame your purpose • Instructor(s) offered insight into structure, but what your team did/does and how it got/gets accomplished was/is your business • Round I in 382 & Round II in 383

  13. Group Dissatisfaction / Storming • What did your team experience in Round I? • Where was your storm? • The team itself? • One individual? • Your management position? • Your week of management? • Formal vs. informal leadership? • In Round II (383), any “storms” are usually weaker!

  14. Group Resolution / Norming • Behavioral Norms • Team “Code of Conduct” • Examples: • Consensus • Communication • Commitment • Conduct • What did you learn in 382?

  15. Group Production / Performing • In 382, getting the management plan done • Why not just jump right in? • Creating a guiding purpose • Team Philosophy • Team Mission • Was your team fully functioning?

  16. Group Adjournment • Temporary break between quarters • 383 – Round II • Forming • Storming • Norming • Performing • Adjourning

  17. Types of Teams • Functional Operating Team • Cross-Functional Team • Self-Managing Team • Self-Defining Team • Top Executive Team

  18. Types of Teams • Functional Operating Team • Formal Leader • Members with similar, but specialized functions • Example: Maintenance crew, SWAT team, sports • Cross-Functional Team • Usually has a formal leader • Members with different functions – various stakeholders • Example: Team to begin HACCP or TQM program, or to kick-off a new promotion

  19. Types of Teams • Self-Managing Team • No formal leader - leadership may rotate • Membership: similar functions • External leader, in the same organization, to direct, coach, support, and delegate • 382 is similar to this model

  20. Types of Teams • Self-Defining Team • No formal leader - leadership may rotate • Facilitator acts as leader – role rotates • Membership: similar goals or business purpose, but specialization of roles is possible • Examples: Moosewood Restaurant, 383 • Top Executive Team

  21. Common Characteristics

  22. A fully functioning team can… • Work together successfully • Solve problems and reach decisions in a way that incorporates individual input • Reach decisions through consensus • Can adapt to change • Achieve or exceed desired results

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