effective teams pdp[1]

7/31/2019 Effective Teams PDP[1]

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Effec%veTeams

Prof.Dr.RonaldS.J.Tuninga

ProfessorofInterna%onalManagement

andMarke%ng


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Effec%veTeams

Effec%veOrganiza%onalSupport StagesofGroupDevelopment HighPerformanceTeams Effec%veTeamMembers Effec%veTeamLeadership SustainingHighPerformanceinTeams

Source: Wheelan, 2010, Creating Effective Teams


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Effec%veOrganiza%onalSupport

Clearlydefinetheorganiza%onsmission Supportinnova%on Expectsuccess Valuesuperiorqualityandservice Payaen%ontodetail Valueteamrecommenda%ons Setclearexpecta%onsforgroupoutput Rewardteamworkratherthanindividualperformance



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Effec%veOrganiza%onalSupport

Someissues:EstablishmeaningfulgroupgoalsandtasksPickmembersbasedontheirabilitytodothetaskandtheirabilitytocontributetogroupsuccess

Overallfocusonsuchtopicsas:Organiza%onalculture,mission

Tasks

TraininganddevlopmentSource: Wheelan, 2010, Creating Effective Teams


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Stagesofgroupdevelopment

Stage1:DependencyandinclusionSomeIssues:

Personalsafety Groupgoalsarenotclear Conflictisminimal Par%cipa%onislimitedtoafewmembers

Whentheleaderasksaques%onandnooneresponds.YouareinStage1.



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StagesofGroupDevelopment

Stage2:Counterdependencyandfigh%ngSomeissues:

Conflictsaboutvaluesemerge Dissa%sfac%onwithroles Conformitydecreases Aemptsatconflictmanagementbegin Conflictresolu%onifsuccessfulincreasestrustandcohesion

Whenthethoughtofgoingtoamee%ngmakesyouill!



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Stagesingroupdevelopment

Stage3:TrustandStructureSomeissues:

Goalclarityincreases Leaderbecomeslessdirec%veandmoreconsulta%ve Trustincreases Coopera%onismoreevident Greaterdivisionoflaboroccurs

Youknowyouareinstage3whenthegroupmemberwhodroveyoucrazymakesyousmile!



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Stageingroupdevelopment

Stage4:Work&Produc%vitySomeissues:

Teamsexpectstobesuccessful Theteamencouragesinnova%on Teamtakes%metodefineproblemstobesolved Teamsplanhowtosolveproblemsandmakedecisions Delega%onorunleadershipistheprevailingstyle

Prideinyourwork.Whenyoucannotwaittogettotheteammee%ng!



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Stagesingroupdevelopment

Somesugges%onsindealingwithearlystagesofgroupdevelopment:

Bepa%entExpectthinkstobemurkyatthebeginningBesuppor%veCompromiseonissues



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SomeCharacteris%csofHighPerformanceTeams

Membersareclearandagreeonteamroles Roleassignmentsmatchmemberabili%es Theteamspends%medefiningtheproblemsitmustsolveanddecisionstotake,planning

Theteamhaseffec%veconflictmanagementstrategies,conflictsarefrequentbutbrief

Opencommunica%onstructure Leadershipissuppor%ve Implementsolu%onsanddecisionssuggested Normsthatencouragehighperformance,successandquality Highlycohesiveandcoopera%ve Source: Wheelan, 2010, Creating Effective Teams


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Effec%veTeamMembers

Dontblameothersforgroupproblems Encouragetheprocessofgoalandtaskclarifica%on Encourageopencommunica%on Promotetheuseofefficientproblem-solvinganddecisionmaking(recognizetheproblem,diagnosing,makingthedecision,andimplementthedecision)

Establishnormsthatsupportproduc%vity,innova%on,andfredomofexpression

Facilitatetheleadertoachievegroupgoals



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SkillfulDialogue


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DifferentPeopleReactDifferenttothesameInforma%on

Source: Lecture Rob Anthony


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UnderstandingOthers



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IssuesinInfluencingOthers



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BusinessExecu%onIndividualAssignment10ofcoursegrade

Turninassessmentandyourindividualdevelopmentplanbaseduponthe14skillsarac%vetoMBAemployers


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StudyshowthatskillsofMBAgraduatesthatarearac%veto

employersvaryandneeddevelopment.Suchselfdevelopmentwill

assistincurrentandfuturecareergrowth.

GMAT Report 2004


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Rateyourcapabili%esinthetypicalMBAskillsdemandedinthe

market.

Ability to think analyticallyAbility to think strategically

Quantitative skillsCreative problem solving skills

make decisions with imperfect informationLeadership skills

Interpersonal skills

Oral communication skillsWritten communication skills

Ability to integrate information from a wide

variety of sourcesAbility to adapt/change to new situations

Initiative/risk taking abilityCultural sensitivity and awareness

Skills in corporate ethical conduct

Skill Demonstrated Low Skills Highly SkilledScale 1 10


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Givespecificexamplesofskillsdemonstratedduringthecourseof

businessexecu%on.

Ability to think analyticallyAbility to think strategically

Quantitative skillsCreative problem solving skills

make decisions with imperfect informationLeadership skills

Interpersonal skills

Oral communication skillsWritten communication skills

Ability to integrate information from a wide

variety of sourcesAbility to adapt/change to new situations

Initiative/risk taking abilityCultural sensitivity and awareness

Skills in corporate ethical conduct

Skill Demonstrated: by name: _________________Did NOT demonstrate

in this situationShowed skill in this

situation

9

5

5

5

5

5

5

5

5

Rate1-10(best)


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Takeassessmentfromselfandpeeranddiscusswithyourteamand

otherswhatcanbedonetoclosethegapsinskillsforyourselfandfor

anyindustrythatyoumaywanttoenter.

Individual Development Plan

Discuss with team or

research on how toclose the gap


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Pla%numProfile


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ThePla%numRuleReporthassomespecificdirec%onbaseduponthe

stylesandaributesofOpenness,Paceetcthatmayassistyouin

yourindividualdevelopmentplan.


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YoumaywanttodiscusswithyourteamorCohortaboutwhat

resourcesareavailabletodevelopthedifferentskillsarac%veto

MBAemployers


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Useyourpeerreviewtoreassessyourskillsanddetermineyour

professionaldevelopmentplantofocusontheindustryyoudesireto

workin.TurninforIndividualAssignment.

Area to strengthen How to strengthen When to have Completed

1.

2.

3.

4.

5.


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DeliverableforIndividualAssignmentisadocumentthatisYOURself

evalua%onandindividualdevelopmentplan.(MSworddocument,

lessthan4pages)

YourassessmentofyourstyleofPla%numruleiden%fythekeycharacteris%csYOUhave.(Tableorcoupleofparagraphs)

Overviewofwhatyousawinyourteammembersofthepla%numrulestylesandhowyouadjustedstyletohelptheteamachieve

results.(Coupleparagraphs)

Lessonslearnedbytheteamdynamics(GoodandBad)intermsofroleassignmentsandstyle.

SelfAssessmentofthe14arac%veskillsalongwiththepeertableswithspecificscomments(exceltables)

Individualdevelopmentplan(tableofac%ons).


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Classic challenges of successful leaders

Winning too muchAdding too much value

Passing too much judgment

Source: Marshall Goldsmith, What got you here wont get you there.


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What percent of all interpersonal

communication time is spent on:

A.Someonetalkingabouthowsmart,specialorwonderfultheyare(or

listeningtothis)?

PLUS

B.Someonetalkingabouthowstupid,

ineptorbadsomeoneelseis(or

listeningtothis)?



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Using smallamounts of money

to create large changes in behavior

No, but, howeverDestructive comments



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Coaching practice

What is the one behavioral changethat will make the biggest positive

difference for you? Why will it make a positive

difference?

Practice in your team!



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Determining what is really important foryou to change

As a personAs a professional


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Quarter2:Decisions

Quarter 2: Evaluate market opportunities, setup operations, and prepare for test market. Review market survey resultsevaluate segments, markets, and potential competition

- Analyze market opportunities Establish corporate goals and strategic direction- Select target segments

- Write mission statement- Specify and rank order corporate goals - Establish strategic direction Create customer valuematch components to benefits (Quality Function Deployment) - Design initial

brands for test market- Evaluate impact of different components on changeover costs and scale economies

Select test markets- Open sales offices- Open a web center (Optional)

Setup manufacturing operationscompare regional cost differences of labor and distribution on plantlocation and evaluate economy and liquidity of different capacity investments- Build plant

- Invest in fixed plant capacity Sell common stock to executive team

effective teams pdp[1]

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