Leaders Facilitate Teamwork

1. Leaders Facilitate Teamwork Chapter 5

2. Learning Objectives After completing this chapter, you should be able to: • Explain why teamwork is important to the success of restaurant and foodservice operations. • Review common types of restaurant and foodservice teams. • Describe the five stages of team growth and development. • Discuss basic principles helpful in building and maintaining effective teams.

3. Learning Objectives continued: After completing this chapter, you should be able to: • Explain basic procedures for setting team goals. • Identify procedures for effectively managing team projects.

4. Teamwork and Success What Is a Team? Advantages of Teams Pitfalls of Teams Team Member Skills

5. Common Restaurant and Food service Teams Employees Are on Many Teams

6. Types of Teams

7. Stages of Team Growth Forming Storming Norming Performing Adjourning

8. Putting It All Together

10. Building Effective Teams Principles of Team Building Focus on Team Leaders High-Performance Teams

11. Team Management Challenges Management Challenges Conflict Challenges

12. Setting Team Goals Goal Setting Types of Team Goals Benefits and Challenges of Team Goals

13. Managing Team Projects Planning Projects Implementing Projects Evaluating Projects

14. 1. Explain why teamwork is important to the success of restaurant and foodservice operations. • A team is a group of persons who work together to reach a goal. • Restaurant and foodservice employees are grouped into teams with specific responsibilities that involve working closely with other teams. • Effective teamwork can increase productivity and better ensure that products and services meet standards. • Also, resources can be used more effectively, problem solving will improve, and creativity and innovation during planning will be greater. • Managers using teams recognize that decisions can take longer, disagreements may arise, some tasks are better performed by individuals, and some employees may not wish to participate in team projects. • To be effective, the team’s members must have adequate technical abilities, problem-solving skills, and “people” skills.

15. 2. Review common types of restaurant and foodservice teams. • All employees of an operation comprise one team. • This team is broken down first into departmental teams, further into teams with specific responsibilities, and finally into teams of individuals who have common responsibilities during specific work shifts. • There are three basic types of teams: functional teams that perform routine tasks, problem-solving teams to resolve immediate problems, and crossfunctional teams that work to resolve issues impacting several departments. • The fourth type of team, self-directed teams, make many decisions with little supervision.

16. 3. Describe the five stages of team growth and development. • In stage one, forming, team members get to know each other and learn what must be done to reach goals. • During the second stage, storming, team members become much clearer about their responsibilities and some conflicts between team members may surface. • In the third stage, norming, team members settle personal differences and develop more trusting relationships. • The fourth stage, performing, evolves when team members begin to depend on each other and can analyze and solve problems together. • A fifth stage is called adjourning and occurs when a team’s work is completed and the team is disbanded.

17. 4. Discuss basic principles helpful in building and maintaining effective teams. • Managers play a key role in developing effective teams. • They must communicate effectively, use appropriate leadership styles, conduct team-building exercises, and explain the team’s role in helping the operation reach goals. • They must also apply effective management skills to support the team. • High-performance teams are those with very committed members who are allowed to plan ambitious goals, make decisions, and work hard to reach “stretch” goals. • Team leaders have excellent interpersonal skills and allow members to make decisions that contribute to reaching goals. • They also request comments from members about work methods and work with the team and other managers to help ensure their teams are effective.

18. 4. Discuss basic principles helpful in building and maintaining effective teams continued… • Teams do not work well when a poor management style is used, there is high employee turnover, or there is a focus on relationships instead of goals. • Conflict between team members must be effectively managed. • Strategies include the direct approach in which the manager decides how to resolve it. • Other strategies involve bargaining, enforcing team rules, or ignoring the conflict. • The best tactic is often to allow team members to work together to resolve the conflict.

19. 5. Explain basic procedures for setting team goals. • Goals provide a purpose for work and also help determine whether that purpose was achieved. • Employees are likely to accept team goals if each team member has provided input in their development. • There are three basic types of team goals, which involve team building, gathering and communicating information, and understanding what must be done and the best ways to do it. • Goals are most effectively developed when there is a trusting environment, effective communication, and a strong connection to a business need.

20. 6. Identify procedures for effectively managing team projects. • Projects should be planned with SMART goals. • Team members must know their roles and responsibilities and be assured that necessary resources are available. • Managers must monitor the team’s progress, address any challenges that arise, and resolve employee conflicts. • Project evaluation is important to help determine whether goals have been achieved. • A debrief meeting can be conducted to learn how well the team worked together.

21. Key Terms: Adjourning (team development) The fifth stage of team development, which occurs when the team has achieved its purpose and members move on to other tasks. Cross-functional team A team of employees from different departments who consider problems that impact their areas and the operation as a whole. Debrief meeting A session in which the team leader asks all team members to evaluate all aspects of a project after it is completed. Forming (team development) The first stage of team development, in which team members get to know each other and learn what they will have to do to reach their assigned goals. Functional team A team of employees from the same area or department who perform the routine tasks in their job description. High-performance team A team whose members have an intense interest in helping make decisions and develop plans to assist the operation in reaching its goals.

22. Key Terms continued: Norming (team development) The third stage of team development, in which team members settle their differences and develop more trusting relationships. Performing (team development) The fourth stage of team development, in which team members begin to depend on each other and can effectively analyze and solve problems together. Problem-solving team A temporary team of employees selected to solve a specific problem. Self-directed team A small group of employees who manage many daily issues within their functional team with little supervision. Storming (team development) The second stage of team development, in which the reality of what the team is expected to do becomes clearer and some conflicts between team members may begin to surface.

23. Key Terms continued: Supervisor A first-rung manager who directs the work of entry-level employees on his or her team. Table turn The number of times a table is used during a specific meal period. Team A group of people who work together to complete a task or reach a common goal. Teamwork The act of cooperating and working together to complete tasks and reach common goals. Work ethic A set of values based on the idea that there are benefits to work that include strengthening character.

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