Team-Building

1
Team-Building

• HRT 383

2
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
• 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
(No Transcript)
9
Group Development

• Orientation
• Called Forming in Robbins model
• Uncertainty about purpose, structure leadership
• Members are testing the waters
• Dissatisfaction
• Called Storming in Robbins model
• Characterized by intragroup conflict
• Members accept the existence of the team, but
  individuals resist the constraints on their
  individual style

10
Group Development

• Resolution
• Called Norming in Robbins model
• Characterized by cohesiveness, identity,
  structure, and a set of expectations
• Members develop closer relationships
• Productivity
• Called Performing in Robbins model
• Structure of the team is fully functioning
• Members energy has moved from getting to know
  phases to getting the work done

11
Group Development

• Robbins 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

12
Group Developmental Stages
13
(No Transcript)
14
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

15
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!

16
Group Resolution / Norming

• Behavioral Norms
• Team Code of Conduct
• Examples
• Consensus
• Communication
• Commitment
• Conduct
• What did you learn
• in 382?

17
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?

18
Group Adjournment

• Temporary break between quarters
• 383 Round II
• Forming
• Storming
• Norming
• Performing
• Adjourning

19
Types of Teams

• Functional Operating Team
• Cross-Functional Team
• Self-Managing Team
• Self-Defining Team
• Top Executive Team

20
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

21
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

22
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

23
Common Characteristics
Functional Operating Cross Functional Self Managing Self Defining Top Executive
Autonomy-mission Low Low-Mod Low High High
Autonomy- procedure Low-Mod High High High High
Authority-internal High High Low Low High
Duration High Low-Mod High Variable High
Stability High Low-Mod High Variable High
Functional diversity Low High Low Variable High
24
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