TeamsFoundation

TeamsFoundation - TeamsFoundations ADifferentApproach...

Info iconThis preview shows pages 1–10. Sign up to view the full content.

View Full Document Right Arrow Icon
Teams Foundations A Different Approach
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
What is a Team? A team is: a small number of people with complementary skills who  are committed to a common purpose,  performance goals, and approach for which  they hold themselves mutually accountable  Team members also show a common fate
Background image of page 2
Use of Teams If you can’t operate as a team player, no matter how  valuable you’ve been, you really don’t belong at GE John F. Welch CEO, General Electric (1993)
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Introduction A generation ago people didn't talk about teams.  Or, they existed, but they were conventional,  function-bound things. There were: accounting groups,  finance groups,  production groups,  and advertising groups. Everyone on a team did pretty much the same  thing.
Background image of page 4
INTERVIEW RATING SHEET ( Actual rating form used by employer of engineers) POSITION:_____________________APPLICANT:____________________ DATE:____________________ NOTES:
Background image of page 5

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
What employers want (summary) Learning to learn; Listening and oral communication; Competence in reading, writing, and computation; Adaptability: creative thinking and problem solving; Personal management: self-esteem, goal setting/ motivation and personal/career development; Group effectiveness: interpersonal skills, negotiation and teamwork; Organizational effectiveness and leadership. Source: Workplace Basics: The Skills Employers Want , American Society for Training and Development and U.S. Department of Labor, Employment and Training Administration, 1988.
Background image of page 6
Stages of group formation Forming  stage: getting acquainted and oriented, some testing  behavior Storming  stage: resistance to task demands, interpersonal  conflict likely, struggle for group leadership Norming  stage: emergence of informal leadership, consensus on  group behaviors and norms, and on group’s purpose Performing  stage: clearly understood tasks and roles, productive  work to accomplish team goals. Adjourning.
Background image of page 7

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Individuals working in isolation Under-Performing Team Same performance as a Group but has a team structure
Background image of page 8
Those unwelcome group members Nola No-Can-Meet. Here’s the group member who can’t make the meeting, no  matter when the others schedule it. He/she’s willing to  contribute, but he/she has a busy schedule and lots to do.  The group should carry on without him/her, and he/she will do  his/her part, as long as somebody lets him/her know. Do-It-All Dottie. Dottie doesn’t much trust other people and their ability to do 
Background image of page 9

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 10
This is the end of the preview. Sign up to access the rest of the document.

This document was uploaded on 12/28/2011.

Page1 / 65

TeamsFoundation - TeamsFoundations ADifferentApproach...

This preview shows document pages 1 - 10. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online