course 14 team building
Terms
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copy deck
- 3. choosing a team
- is willing to commit to teams goals. You need someone who is a team player. If they are in it for personal fame and glory.
- 4. choosing a team
- a see the big picture. a basic management skill is to think conceptually and not get bogged down int too many small details
- 5. choosing a team mbr
- a good team member is willing to ask tough questions ever heard of the yes man"
- 6. choosing a team
- a good team member is willing to try something new. if something is restant to change they will be restant to thinking outsid ethe box or not able to generate new ideas in the team.
- first phase of team dev
- team members are a bit nervous and are trying to get to know each other
- second phase
- team members need to underatand what the goals and rules are for the team
- third phase
- team members may exhibit arguing becuase ind goals are coming out instead of team goals.
- finally
- the team gets highly prod and ind goals fade s the focus moves toward team goals
- a goal
-
broad statment describing a desired future cond or achievement
with clearly defined goals
be able to track thier own progress
have a voice in determining what needs to be accomplished
learn how to establish and meet thier goals. - goals
-
give people a target to aim for give workers a sense of accomplisment and a feeling of closure
- good objectives
-
specific
measurable
agreed upon
realistic
time-framed - objective not too easy to or hard is
- realistic
- setting a start and end date makes your objective
- time framed
- being commited to achieving your goal means its
- agreed upon
- specific statment normally short term
- an objective
- a broad non statement of a desired future outcome
- a goal statement
- 80/20 principle
-
80% of the resuls done by 20% of the people
18th Pareto - swiss cheese technique
- accomplishing bits and pieces of an activity until it becomes more manageable and attainable
- strategy for managing paperwork
- sort through papers and handle them only once, sorting them into a,b and c priorities
- when delegating consider
-
if person has higher priorities then you, and skill level
workers ability willingness and confidence - distractions
-
keep telephone calls short
group outgoing calls and schedule them for a single block of time each day
schedule meetings at locations away from your office
for unannounced visitors gret them and remain standing
devise a method for handling last minute taskings. - Win lose conflic
- is a person who is out to win no matter what
- the withdraw person
- avoids conflict like the kid who says I'm going t take my ball and go home
- the problem solver
- is the one who wants to get everyone together to talk things out and make peace
- stakes
- how important the issue is is
- situation
- will help us decide what conflict managemtn techniqe to use.
- optimum
- level of conflict for superior performance
- high assertives
- forcign I win you lose
- low assertiveness
- avoiding dont get involved
- high stakes
- collaborating i win you win
- low stakes
- accommodating i lose you win
- I win you lose
- assertiveness is high cooperation is low
- I win you win
-
assertiveness is high
stakes are high
and coop is high - I win you win; I lose; you lose
- stakes and cooperation are moderate
- avoiding
- assertiveness is low and coop is low
- I lose you win
- assertiveness is low
- unfreezing
- prepares an organization for change
- refreezing
- solidifies the change within an organization
- org change
- adopting of a new idea or behavior by an organization
- first stage of change management is called
- unfreezing
- in unfreezing stage
-
dev change management plan
start to create a felt need for change in your people - your change plan should include
- a time line, resources needed, standards for measurement, rewards for refreezing change
- creating a felt need for change
- your people need to feel a need for the change
- change agent
- is the one who is supporting the change
- if change agent cannot be present
- change agent needs to delegate authority to someone
- how do you lock in the norms or behavior
- use rewards or reinforcements
- determine rewards you will use for refreezing
- during the planning process
- if you fail to lock in the new norms
- peoplw will revert back
- Mechanistic desgin enhances
- effectiveness
- line of authority within an ogranization will often dictate the organizations succes
- org with clearcut lines of authity are more successful
- flow of communication
- because the line of authority is clear and distinct there is a formal direct flow of communication from top levels .
- major streghts
- clear lines of authority are major stregnths in an organization, gives each person universally applied rules, regulations, and controls
- environment
- does your organization depend on other organization to accomplish its goals
- Mechanist desgin comm
- communication flows from the branch chief to the shops to the respective line operators most communication occurs at the top level.
- Mechanicstic design overview
- emphasives vertical specialization and control an extensive use of managerial techniques.
- organizational design
- org emphasis would be on following strict rules policies and procedures.
- environment for org design
- if environment is predicatable then a mechanistic design would be appropiate
- organic design
- emphasized horizontal specialization and an extensive use of personal coordination and loose rules policies and procedures
- organic desing communication
- horizontal lines means there is a lot of interatction between shops in the organization. shops talk directly to each other and work together.
- in organic design
- communication can flow freely between the shops
- organic goals
- if the org goals allow flexibility and relaxed controls then the organic desing would be appropiate
- organic env
- if the org env is high in uncertainty and the mission is constantly changing the the org needs to have flexibility and innovativeness to meet the challenge
- organic size
- best suited for org that are small to moderate size
- techonology organic
- org that have changing technological demans are good candidates for organic design
- diverse org
- combines organic and mechanic design
- matrix design
- the matrix design has dual lines of authority means people have 2 bosses
- first step in problem solving
- identify the real problem
- Kepner and tregoe suggest you detern must and wants in problem solving
- a must means solves true problem a numerical weight is then assigned to the wants
- Andrew dubrin in his book essentials of management proposes a
- pro/con approach to select teh best alternative
- things to consider when you implement a solution
- people, material, training, timing, time line, measurements, backup/alternatives
- problem solving
- implementing only one solution at atime and not mixing other issues with it.
- a problem is normally discovered beacuase
- a sypmtom shows up
- according to richard chang step by step problem solving model which alternative best describes a problem def statement
- the true problem and the desire future state are the parts of the problem identification support