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Ray Ginn 📚
Ray Ginn 📚
EducationBusiness
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working in TEAMS
5 ELEMENTS OF EFFECTIVE TEAMS ,[object Object],[object Object],[object Object],[object Object],[object Object]
Questions for Work Teams ,[object Object],[object Object],[object Object],[object Object],[object Object]
PERCEIVED BENEFITS OF TEAM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
PERCEIVED BENEFITS OF TEAMS ,[object Object],[object Object],[object Object],[object Object],[object Object]
HELPING TEAM EFFECTIVENESS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
TEAM DEVELOPMENT PROCESS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
EFFECTIVE TEAMS? ,[object Object],[object Object],[object Object]
TEAM AND INDIVIDUAL GOALS ,[object Object],[object Object]
Teams 2008 . . . ,[object Object]
TEAMS 2008 . . . ,[object Object]
WHAT IS AN “EFFECTIVE TEAM” ,[object Object],[object Object],[object Object]
Effective Teams - Prentice and Rabey - “Empowering Supervisors - Leading Winning Teams” p 82 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
EFFECTIVE TEAMS - Chaousis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
“ T.E.A.M.S.” - James Lundy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
“ SUPERVISION IN ACTION” George and Cole p192 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
ANANTARAMAN in Stott and Walker ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
KAZEMAK in Stott and Walker ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HITT in Stott and Walker ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
5 ELEMENTS OF EFFECTIVE TEAMS ,[object Object],[object Object],[object Object],[object Object],[object Object]
TEAMS 2008 . . . ,[object Object]
TEAM GOALS . . ? ,[object Object],[object Object],[object Object],[object Object]
TEAMS 2008 . . . ,[object Object]
COMMON ROLES IN TEAMS ,[object Object],[object Object],[object Object],[object Object]
SELF -ORIENTED ROLES ,[object Object],[object Object],[object Object],[object Object],[object Object]
TEAM MAINTENANCE ROLES ,[object Object],[object Object],[object Object],[object Object],[object Object]
TEAM TASK ROLES ,[object Object],[object Object],[object Object],[object Object],[object Object]
TEAMS 2008 ,[object Object]
TEAM PROCESSES? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
TEAMS 2008 . . . ,[object Object]
STAGES OF TEAM DEVELOPMENT ,[object Object],[object Object],[object Object],[object Object],[object Object]
FORMING ,[object Object],[object Object],[object Object],[object Object]
Storming ,[object Object],[object Object],[object Object],[object Object]
NORMING ,[object Object],[object Object],[object Object],[object Object]
Performing . . . ,[object Object],[object Object],[object Object],[object Object]
Mourning ,[object Object],[object Object],[object Object],[object Object],[object Object]
TEAMS 2008 ,[object Object]
RELATIONSHIPS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
TEAMS 2008 . . . ,[object Object]
TEAM INTERFACES . . . ,[object Object],[object Object]
DEVELOPING GOOD TEAMS . . . ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
TEAMS 2008 ,[object Object]
What type of culture is present? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organisational Culture? ,[object Object],[object Object],[object Object],[object Object]
Organisational Culture? ,[object Object],[object Object],[object Object]
Organisational Culture - Indicators ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
CULTURE AND TEAM EFFECTIVENESS ,[object Object],[object Object],[object Object],[object Object],[object Object]
CULTURAL IDEAL - Barham in Stott and Walker p431 ,[object Object],[object Object],[object Object],[object Object],[object Object]
CULTURAL IDEAL - Barham in Stott and Walker ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
ORGANISATIONAL CULTURE - and development ,[object Object],[object Object],[object Object]
THE IMPACT OF TRUST - ON PEOPLE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
THE IMPACT OF TRUST - ON PROCESS ,[object Object],[object Object],[object Object],[object Object],[object Object]
CULTURE - AND COMPLEXITY ,[object Object],[object Object],[object Object],[object Object]
TEAMS 2008 . . . ,[object Object]
Understanding how other people see life is the key to understanding the “people business.”
MYERS-BRIGGS TYPE INDICATOR ,[object Object],[object Object],[object Object],[object Object],[object Object]
EXTRAVERSION - INTROVERSION ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
SENSING - INTUITION ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
THINKING - FEELING ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
JUDGMENT - PERCEPTION ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
DES HUNT – “ WHAT MAKES PEOPLE TICK”
THE PEACOCK - TALKER ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Dove - Feeler ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Eagle - Doer ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Owl - Thinker ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
TEAMS 2008 . . . ,[object Object]
TEAMS 2008 . . . ,[object Object]
THE DICTATOR ,[object Object]
HANDLING THE DICTATOR ,[object Object],[object Object],[object Object]
THE KNOW IT ALL ,[object Object]
HANDLING THE KNOW IT ALL ,[object Object],[object Object],[object Object]
THE YES PEOPLE ,[object Object]
DEALING WITH THE YES PEOPLE ,[object Object],[object Object],[object Object],[object Object]
THE PASSIVES ,[object Object]
HOW TO WORK WITH PASSIVES ,[object Object],[object Object]
The “NO” PEOPLE ,[object Object]
DEALING WITH THE “NO” PEOPLE ,[object Object],[object Object],[object Object],[object Object]
THE COMPLAINERS ,[object Object]
DEALLING WITH COMPLAINERS ,[object Object],[object Object],[object Object]
DEALING WITH ANGER ,[object Object]
DEALING WITH ANGER ,[object Object],[object Object],[object Object],[object Object]
UNDERSTANDING ANGER ,[object Object],[object Object],[object Object],[object Object]
INTERACTION DURING CONFLICT ,[object Object],[object Object]
INTERACTION DURING CONFLICT ,[object Object],[object Object]
INTERACTION DURING CONFLICT ,[object Object],[object Object]
UNDERSTANDING CONFLICT LEVELS ,[object Object],[object Object]
UNDERSTANDING CONFLICT LEVELS ,[object Object],[object Object]
UNDERSTANDING CONFLICT LEVELS ,[object Object],[object Object]
UNDERSTANDING CONFLICT LEVELS ,[object Object],[object Object],[object Object]
MANAGING OUR EMOTIONS ,[object Object],[object Object],[object Object],[object Object],[object Object]
9 STEPS TO HANDLING COMPLAINTS SUCCESSFULLY ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
WHAT DO UPSET PEOPLE WANT? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
WORDS THAT ADD FU EL TO THE FIRE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
USE THE 3 F’s ,[object Object],[object Object],[object Object]
AGGRESSION ,[object Object],[object Object],[object Object],[object Object]
TEAMS 2008 . . . ,[object Object]
TEAM DEVELOPMENT - Stott & Walker p84 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
TRAINING NEEDS OF THE TEAM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
TEAM DEVELOPMENT - Stott & Walker p84 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
SOME OPTIONS FOR STAFF DEVELOPMENT ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
5 ELEMENTS OF EFFECTIVE TEAMS ,[object Object],[object Object],[object Object],[object Object],[object Object]
TEAMS 2008 . . . ,[object Object]
TO INFLUENCE CHANGE YOU MUST ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
A SIX STEP MODEL FOR CHANGE Identify the problem or Innovation Diagnose the situation and generate ideas Select the best option Plan to overcome resistance Implement the change Monitor and evaluate results Adapted from Bartol p 238
THE ACTION RESEARCH PROCESS Gathering Data Analysis and Feedback Action or Intervention Planning Implementing the action or intervention Evaluation
Group Decision Making ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Adapted from Bartol p 277
Teams ,[object Object],[object Object],[object Object]
Responsibilities of Teams ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Role of members in a team
Continuous Development ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Continuous Development ,[object Object],[object Object],[object Object]
Implications . . . ,[object Object],[object Object],[object Object],[object Object]
Rating Methods ,[object Object],[object Object],[object Object],[object Object]
The Upside and the Downside ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Alternative approaches ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Changing the internal environment Present Desired 1 2 3 4 5 surface actual norms Establish new norms (+ve) Identify gaps in culture Close the gaps Reward systems success depends on strength, pervasiveness and direction of current culture articulate new direction
The Planning Process Mission Goals Plans Goal Achievement Strategic - top management 3 - 5 years Tactical - mid management 1 - 3 years Operational - first line / work unit <1 year }
Achieving Performance Gains Other factors - job knowledge and ability feedback task complexity resources Adapted from Bartol p 162 Goals Commitment Work behaviour Performance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Skills Required ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Some Possible Conflicts
Feedback ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types of feedback George and Cole p 148 - 149 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Principles of good feedback ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Factors Impacting on Organisational Activities Culture Organisations Activities Structure Technology Human Resources
Why is an organisation like it is? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Deming on Quality ,[object Object],[object Object],[object Object],[object Object]
Deming and his 14 points ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Deming and his 14 points (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Challenge ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
A process to improve performance ,[object Object],[object Object],[object Object],[object Object],[object Object]
Objectives of Appraisal ,[object Object],[object Object],[object Object],[object Object]
Objectives of Appraisal - continued ,[object Object],[object Object],[object Object]
Benefits of an appraisal system ,[object Object],[object Object],[object Object],[object Object],[object Object]
Benefits of an appraisal system ,[object Object],[object Object],[object Object],[object Object],[object Object]
Benefits of an appraisal system ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Rewards - Individual or Team ,[object Object],[object Object],[object Object],[object Object]
Possible Reward Schemes ,[object Object],[object Object],[object Object],[object Object]
Possible Reward Schemes (contd) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Team and Individual Goals ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
A conflict ,[object Object],[object Object],[object Object],[object Object],[object Object]
The SWOT Analysis ,[object Object],[object Object],[object Object],[object Object]
STRENGTHS ,[object Object],[object Object],[object Object],[object Object],[object Object]
WEAKNESSES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
OPPORTUNITIES ,[object Object],[object Object],[object Object],[object Object],[object Object]
THREATS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What Options are there for change? ,[object Object],[object Object],[object Object]
TEAM TASK ROLES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
EFFECTIVE TEAMS . . . ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
DEVELOPING GOOD TEAMS . . . ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
SADIE MODEL - Magerison and McCann ,[object Object],[object Object],[object Object],[object Object],[object Object]
ANALYSIS FROM ELEMENTS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
DECODING THE CULTURE from “Fad Surfing in the Boardroom” Eileen Shapiro ,[object Object],[object Object],[object Object]
ANALYSIS FROM THEMES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
DECODING THE CULTURE from “Fad Surfing in the Boardroom” Eileen Shapiro ,[object Object],[object Object],[object Object]
DECODING THE CULTURE from “Fad Surfing in the Boardroom” Eileen Shapiro ,[object Object],[object Object],[object Object]
THREE AREAS OF AGGRESSION ,[object Object],[object Object],[object Object]
THREE AREAS OF AGGRESSION ,[object Object]

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Working In Teams (Tafe) Powerpoint Slides Revised

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  • 55. Understanding how other people see life is the key to understanding the “people business.”
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  • 61. DES HUNT – “ WHAT MAKES PEOPLE TICK”
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  • 104. A SIX STEP MODEL FOR CHANGE Identify the problem or Innovation Diagnose the situation and generate ideas Select the best option Plan to overcome resistance Implement the change Monitor and evaluate results Adapted from Bartol p 238
  • 105. THE ACTION RESEARCH PROCESS Gathering Data Analysis and Feedback Action or Intervention Planning Implementing the action or intervention Evaluation
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  • 116. Changing the internal environment Present Desired 1 2 3 4 5 surface actual norms Establish new norms (+ve) Identify gaps in culture Close the gaps Reward systems success depends on strength, pervasiveness and direction of current culture articulate new direction
  • 117. The Planning Process Mission Goals Plans Goal Achievement Strategic - top management 3 - 5 years Tactical - mid management 1 - 3 years Operational - first line / work unit <1 year }
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  • 124. Factors Impacting on Organisational Activities Culture Organisations Activities Structure Technology Human Resources
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