How to Run Effective Meetings

Management Skills Asma Sharabati

Some common complaints about meetings include Starting late Not having a purpose No clear objective for the meeting Disorganized Some attendees donrsquot participate Some attendees do all the talking Longer than they need to be No common understanding of the results

three steps for effective meeting

1 Planning the meeting2 Conducting the meeting3 Evaluating the meeting

Planning the Meeting

Planning the Meeting

Conducting the Meeting

Conducting an Effective Meeting

Start the meeting with some general information about the purposeThis gives everyone the same foundation from which to begin the

communication

Establish lsquolsquomeeting-keepingrsquorsquo roles such as timekeeper agendacop scribe This will help en sure that the meeting runs smoothly and that

meeting notes will be available for everyone

Introduce the use of a lsquolsquoparking lotrsquorsquo When a participant introduces a topic that is not on the agenda have her

put the thought on a Post-it Note and place the Post-it on the parking lot (a piece of paper taped on the wall with the words parking lot at the top of it) In this way the thought is acknowledged and not forgotten

Follow the agenda

Generate discussion among all attendees Ways to do this includemdashAsking for feedbackmdashAsking another attendee to paraphrase what was just saidmdashEncouraging participation by asking quiet attendees what they thinkmdashReflecting on what you think is being said or thoughtmdashSupporting participant ideas

Recap the outcomes or results of the meetings Make sure thateach attendee knows the action expected of himher basedon the meeting

Meet your time commitments If the meeting is running late ask participants if they are able to extend the time or reschedule the meeting continuation for another time

Review lsquolsquoparking lotrsquorsquo items If possible within the originally scheduled time address these concerns If time will not permit ask if another meeting needs to be scheduled with these items on the agenda

Set a time for a next meeting

Ask for a meeting evaluation This ensures that participantshave an opportunity to let you know what worked well inthe meeting and what they would like to see done differently

What ifhellip

Evaluating the Meeting

Evaluating the Meeting

Evaluating the Meeting

To Ensure a Successful Meeting

Ensure That the Right People Attend at the Right Time and Place and That

They Reach the Right Decisions

Role of the manager when Chairing a Meeting

bull Keep discussion focused on the topicbull Intervene if discussion fragments into

multiple conversationsbull Tactfully prevent anyone from dominating

Role of the manager when Chairing a Meeting

bull Bring discussions to a closebull Ensure all participants are aware of all

decisions that have been reachedbull Notify group when time for an item has

expired

IN SUMMARY

IN SUMMARY Without proper preparation meetings can be a waste

of timeAgendas are critical to keeping a meeting on track and

keeping all participants informedAgendas must list one or more objectives which state

the purpose of the meetingInvite only the necessary people to meetings to keep

the group focused and active

When leading a meeting speak with energy tone variability and hand gestures

Maintain eye contact with your listeners

Listen carefully and completely before preparing to disagree with someone

At the end of the meeting summarize all the actions or decisions that were made to be sure everyone is in agreement

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Some common complaints about meetings include Starting late Not having a purpose No clear objective for the meeting Disorganized Some attendees donrsquot participate Some attendees do all the talking Longer than they need to be No common understanding of the results

three steps for effective meeting

1 Planning the meeting2 Conducting the meeting3 Evaluating the meeting

Planning the Meeting

Planning the Meeting

Conducting the Meeting

Conducting an Effective Meeting

Start the meeting with some general information about the purposeThis gives everyone the same foundation from which to begin the

communication

Establish lsquolsquomeeting-keepingrsquorsquo roles such as timekeeper agendacop scribe This will help en sure that the meeting runs smoothly and that

meeting notes will be available for everyone

Introduce the use of a lsquolsquoparking lotrsquorsquo When a participant introduces a topic that is not on the agenda have her

put the thought on a Post-it Note and place the Post-it on the parking lot (a piece of paper taped on the wall with the words parking lot at the top of it) In this way the thought is acknowledged and not forgotten

Follow the agenda

Generate discussion among all attendees Ways to do this includemdashAsking for feedbackmdashAsking another attendee to paraphrase what was just saidmdashEncouraging participation by asking quiet attendees what they thinkmdashReflecting on what you think is being said or thoughtmdashSupporting participant ideas

Recap the outcomes or results of the meetings Make sure thateach attendee knows the action expected of himher basedon the meeting

Meet your time commitments If the meeting is running late ask participants if they are able to extend the time or reschedule the meeting continuation for another time

Review lsquolsquoparking lotrsquorsquo items If possible within the originally scheduled time address these concerns If time will not permit ask if another meeting needs to be scheduled with these items on the agenda

Set a time for a next meeting

Ask for a meeting evaluation This ensures that participantshave an opportunity to let you know what worked well inthe meeting and what they would like to see done differently

What ifhellip

Evaluating the Meeting

Evaluating the Meeting

Evaluating the Meeting

To Ensure a Successful Meeting

Ensure That the Right People Attend at the Right Time and Place and That

They Reach the Right Decisions

Role of the manager when Chairing a Meeting

bull Keep discussion focused on the topicbull Intervene if discussion fragments into

multiple conversationsbull Tactfully prevent anyone from dominating

Role of the manager when Chairing a Meeting

bull Bring discussions to a closebull Ensure all participants are aware of all

decisions that have been reachedbull Notify group when time for an item has

expired

IN SUMMARY

IN SUMMARY Without proper preparation meetings can be a waste

of timeAgendas are critical to keeping a meeting on track and

keeping all participants informedAgendas must list one or more objectives which state

the purpose of the meetingInvite only the necessary people to meetings to keep

the group focused and active

When leading a meeting speak with energy tone variability and hand gestures

Maintain eye contact with your listeners

Listen carefully and completely before preparing to disagree with someone

At the end of the meeting summarize all the actions or decisions that were made to be sure everyone is in agreement

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

three steps for effective meeting

1 Planning the meeting2 Conducting the meeting3 Evaluating the meeting

Planning the Meeting

Planning the Meeting

Conducting the Meeting

Conducting an Effective Meeting

Start the meeting with some general information about the purposeThis gives everyone the same foundation from which to begin the

communication

Establish lsquolsquomeeting-keepingrsquorsquo roles such as timekeeper agendacop scribe This will help en sure that the meeting runs smoothly and that

meeting notes will be available for everyone

Introduce the use of a lsquolsquoparking lotrsquorsquo When a participant introduces a topic that is not on the agenda have her

put the thought on a Post-it Note and place the Post-it on the parking lot (a piece of paper taped on the wall with the words parking lot at the top of it) In this way the thought is acknowledged and not forgotten

Follow the agenda

Generate discussion among all attendees Ways to do this includemdashAsking for feedbackmdashAsking another attendee to paraphrase what was just saidmdashEncouraging participation by asking quiet attendees what they thinkmdashReflecting on what you think is being said or thoughtmdashSupporting participant ideas

Recap the outcomes or results of the meetings Make sure thateach attendee knows the action expected of himher basedon the meeting

Meet your time commitments If the meeting is running late ask participants if they are able to extend the time or reschedule the meeting continuation for another time

Review lsquolsquoparking lotrsquorsquo items If possible within the originally scheduled time address these concerns If time will not permit ask if another meeting needs to be scheduled with these items on the agenda

Set a time for a next meeting

Ask for a meeting evaluation This ensures that participantshave an opportunity to let you know what worked well inthe meeting and what they would like to see done differently

What ifhellip

Evaluating the Meeting

Evaluating the Meeting

Evaluating the Meeting

To Ensure a Successful Meeting

Ensure That the Right People Attend at the Right Time and Place and That

They Reach the Right Decisions

Role of the manager when Chairing a Meeting

bull Keep discussion focused on the topicbull Intervene if discussion fragments into

multiple conversationsbull Tactfully prevent anyone from dominating

Role of the manager when Chairing a Meeting

bull Bring discussions to a closebull Ensure all participants are aware of all

decisions that have been reachedbull Notify group when time for an item has

expired

IN SUMMARY

IN SUMMARY Without proper preparation meetings can be a waste

of timeAgendas are critical to keeping a meeting on track and

keeping all participants informedAgendas must list one or more objectives which state

the purpose of the meetingInvite only the necessary people to meetings to keep

the group focused and active

When leading a meeting speak with energy tone variability and hand gestures

Maintain eye contact with your listeners

Listen carefully and completely before preparing to disagree with someone

At the end of the meeting summarize all the actions or decisions that were made to be sure everyone is in agreement

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Planning the Meeting

Planning the Meeting

Conducting the Meeting

Conducting an Effective Meeting

Start the meeting with some general information about the purposeThis gives everyone the same foundation from which to begin the

communication

Establish lsquolsquomeeting-keepingrsquorsquo roles such as timekeeper agendacop scribe This will help en sure that the meeting runs smoothly and that

meeting notes will be available for everyone

Introduce the use of a lsquolsquoparking lotrsquorsquo When a participant introduces a topic that is not on the agenda have her

put the thought on a Post-it Note and place the Post-it on the parking lot (a piece of paper taped on the wall with the words parking lot at the top of it) In this way the thought is acknowledged and not forgotten

Follow the agenda

Generate discussion among all attendees Ways to do this includemdashAsking for feedbackmdashAsking another attendee to paraphrase what was just saidmdashEncouraging participation by asking quiet attendees what they thinkmdashReflecting on what you think is being said or thoughtmdashSupporting participant ideas

Recap the outcomes or results of the meetings Make sure thateach attendee knows the action expected of himher basedon the meeting

Meet your time commitments If the meeting is running late ask participants if they are able to extend the time or reschedule the meeting continuation for another time

Review lsquolsquoparking lotrsquorsquo items If possible within the originally scheduled time address these concerns If time will not permit ask if another meeting needs to be scheduled with these items on the agenda

Set a time for a next meeting

Ask for a meeting evaluation This ensures that participantshave an opportunity to let you know what worked well inthe meeting and what they would like to see done differently

What ifhellip

Evaluating the Meeting

Evaluating the Meeting

Evaluating the Meeting

To Ensure a Successful Meeting

Ensure That the Right People Attend at the Right Time and Place and That

They Reach the Right Decisions

Role of the manager when Chairing a Meeting

bull Keep discussion focused on the topicbull Intervene if discussion fragments into

multiple conversationsbull Tactfully prevent anyone from dominating

Role of the manager when Chairing a Meeting

bull Bring discussions to a closebull Ensure all participants are aware of all

decisions that have been reachedbull Notify group when time for an item has

expired

IN SUMMARY

IN SUMMARY Without proper preparation meetings can be a waste

of timeAgendas are critical to keeping a meeting on track and

keeping all participants informedAgendas must list one or more objectives which state

the purpose of the meetingInvite only the necessary people to meetings to keep

the group focused and active

When leading a meeting speak with energy tone variability and hand gestures

Maintain eye contact with your listeners

Listen carefully and completely before preparing to disagree with someone

At the end of the meeting summarize all the actions or decisions that were made to be sure everyone is in agreement

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Planning the Meeting

Conducting the Meeting

Conducting an Effective Meeting

Start the meeting with some general information about the purposeThis gives everyone the same foundation from which to begin the

communication

Establish lsquolsquomeeting-keepingrsquorsquo roles such as timekeeper agendacop scribe This will help en sure that the meeting runs smoothly and that

meeting notes will be available for everyone

Introduce the use of a lsquolsquoparking lotrsquorsquo When a participant introduces a topic that is not on the agenda have her

put the thought on a Post-it Note and place the Post-it on the parking lot (a piece of paper taped on the wall with the words parking lot at the top of it) In this way the thought is acknowledged and not forgotten

Follow the agenda

Generate discussion among all attendees Ways to do this includemdashAsking for feedbackmdashAsking another attendee to paraphrase what was just saidmdashEncouraging participation by asking quiet attendees what they thinkmdashReflecting on what you think is being said or thoughtmdashSupporting participant ideas

Recap the outcomes or results of the meetings Make sure thateach attendee knows the action expected of himher basedon the meeting

Meet your time commitments If the meeting is running late ask participants if they are able to extend the time or reschedule the meeting continuation for another time

Review lsquolsquoparking lotrsquorsquo items If possible within the originally scheduled time address these concerns If time will not permit ask if another meeting needs to be scheduled with these items on the agenda

Set a time for a next meeting

Ask for a meeting evaluation This ensures that participantshave an opportunity to let you know what worked well inthe meeting and what they would like to see done differently

What ifhellip

Evaluating the Meeting

Evaluating the Meeting

Evaluating the Meeting

To Ensure a Successful Meeting

Ensure That the Right People Attend at the Right Time and Place and That

They Reach the Right Decisions

Role of the manager when Chairing a Meeting

bull Keep discussion focused on the topicbull Intervene if discussion fragments into

multiple conversationsbull Tactfully prevent anyone from dominating

Role of the manager when Chairing a Meeting

bull Bring discussions to a closebull Ensure all participants are aware of all

decisions that have been reachedbull Notify group when time for an item has

expired

IN SUMMARY

IN SUMMARY Without proper preparation meetings can be a waste

of timeAgendas are critical to keeping a meeting on track and

keeping all participants informedAgendas must list one or more objectives which state

the purpose of the meetingInvite only the necessary people to meetings to keep

the group focused and active

When leading a meeting speak with energy tone variability and hand gestures

Maintain eye contact with your listeners

Listen carefully and completely before preparing to disagree with someone

At the end of the meeting summarize all the actions or decisions that were made to be sure everyone is in agreement

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Conducting the Meeting

Conducting an Effective Meeting

Start the meeting with some general information about the purposeThis gives everyone the same foundation from which to begin the

communication

Establish lsquolsquomeeting-keepingrsquorsquo roles such as timekeeper agendacop scribe This will help en sure that the meeting runs smoothly and that

meeting notes will be available for everyone

Introduce the use of a lsquolsquoparking lotrsquorsquo When a participant introduces a topic that is not on the agenda have her

put the thought on a Post-it Note and place the Post-it on the parking lot (a piece of paper taped on the wall with the words parking lot at the top of it) In this way the thought is acknowledged and not forgotten

Follow the agenda

Generate discussion among all attendees Ways to do this includemdashAsking for feedbackmdashAsking another attendee to paraphrase what was just saidmdashEncouraging participation by asking quiet attendees what they thinkmdashReflecting on what you think is being said or thoughtmdashSupporting participant ideas

Recap the outcomes or results of the meetings Make sure thateach attendee knows the action expected of himher basedon the meeting

Meet your time commitments If the meeting is running late ask participants if they are able to extend the time or reschedule the meeting continuation for another time

Review lsquolsquoparking lotrsquorsquo items If possible within the originally scheduled time address these concerns If time will not permit ask if another meeting needs to be scheduled with these items on the agenda

Set a time for a next meeting

Ask for a meeting evaluation This ensures that participantshave an opportunity to let you know what worked well inthe meeting and what they would like to see done differently

What ifhellip

Evaluating the Meeting

Evaluating the Meeting

Evaluating the Meeting

To Ensure a Successful Meeting

Ensure That the Right People Attend at the Right Time and Place and That

They Reach the Right Decisions

Role of the manager when Chairing a Meeting

bull Keep discussion focused on the topicbull Intervene if discussion fragments into

multiple conversationsbull Tactfully prevent anyone from dominating

Role of the manager when Chairing a Meeting

bull Bring discussions to a closebull Ensure all participants are aware of all

decisions that have been reachedbull Notify group when time for an item has

expired

IN SUMMARY

IN SUMMARY Without proper preparation meetings can be a waste

of timeAgendas are critical to keeping a meeting on track and

keeping all participants informedAgendas must list one or more objectives which state

the purpose of the meetingInvite only the necessary people to meetings to keep

the group focused and active

When leading a meeting speak with energy tone variability and hand gestures

Maintain eye contact with your listeners

Listen carefully and completely before preparing to disagree with someone

At the end of the meeting summarize all the actions or decisions that were made to be sure everyone is in agreement

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Conducting an Effective Meeting

Start the meeting with some general information about the purposeThis gives everyone the same foundation from which to begin the

communication

Establish lsquolsquomeeting-keepingrsquorsquo roles such as timekeeper agendacop scribe This will help en sure that the meeting runs smoothly and that

meeting notes will be available for everyone

Introduce the use of a lsquolsquoparking lotrsquorsquo When a participant introduces a topic that is not on the agenda have her

put the thought on a Post-it Note and place the Post-it on the parking lot (a piece of paper taped on the wall with the words parking lot at the top of it) In this way the thought is acknowledged and not forgotten

Follow the agenda

Generate discussion among all attendees Ways to do this includemdashAsking for feedbackmdashAsking another attendee to paraphrase what was just saidmdashEncouraging participation by asking quiet attendees what they thinkmdashReflecting on what you think is being said or thoughtmdashSupporting participant ideas

Recap the outcomes or results of the meetings Make sure thateach attendee knows the action expected of himher basedon the meeting

Meet your time commitments If the meeting is running late ask participants if they are able to extend the time or reschedule the meeting continuation for another time

Review lsquolsquoparking lotrsquorsquo items If possible within the originally scheduled time address these concerns If time will not permit ask if another meeting needs to be scheduled with these items on the agenda

Set a time for a next meeting

Ask for a meeting evaluation This ensures that participantshave an opportunity to let you know what worked well inthe meeting and what they would like to see done differently

What ifhellip

Evaluating the Meeting

Evaluating the Meeting

Evaluating the Meeting

To Ensure a Successful Meeting

Ensure That the Right People Attend at the Right Time and Place and That

They Reach the Right Decisions

Role of the manager when Chairing a Meeting

bull Keep discussion focused on the topicbull Intervene if discussion fragments into

multiple conversationsbull Tactfully prevent anyone from dominating

Role of the manager when Chairing a Meeting

bull Bring discussions to a closebull Ensure all participants are aware of all

decisions that have been reachedbull Notify group when time for an item has

expired

IN SUMMARY

IN SUMMARY Without proper preparation meetings can be a waste

of timeAgendas are critical to keeping a meeting on track and

keeping all participants informedAgendas must list one or more objectives which state

the purpose of the meetingInvite only the necessary people to meetings to keep

the group focused and active

When leading a meeting speak with energy tone variability and hand gestures

Maintain eye contact with your listeners

Listen carefully and completely before preparing to disagree with someone

At the end of the meeting summarize all the actions or decisions that were made to be sure everyone is in agreement

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Follow the agenda

Generate discussion among all attendees Ways to do this includemdashAsking for feedbackmdashAsking another attendee to paraphrase what was just saidmdashEncouraging participation by asking quiet attendees what they thinkmdashReflecting on what you think is being said or thoughtmdashSupporting participant ideas

Recap the outcomes or results of the meetings Make sure thateach attendee knows the action expected of himher basedon the meeting

Meet your time commitments If the meeting is running late ask participants if they are able to extend the time or reschedule the meeting continuation for another time

Review lsquolsquoparking lotrsquorsquo items If possible within the originally scheduled time address these concerns If time will not permit ask if another meeting needs to be scheduled with these items on the agenda

Set a time for a next meeting

Ask for a meeting evaluation This ensures that participantshave an opportunity to let you know what worked well inthe meeting and what they would like to see done differently

What ifhellip

Evaluating the Meeting

Evaluating the Meeting

Evaluating the Meeting

To Ensure a Successful Meeting

Ensure That the Right People Attend at the Right Time and Place and That

They Reach the Right Decisions

Role of the manager when Chairing a Meeting

bull Keep discussion focused on the topicbull Intervene if discussion fragments into

multiple conversationsbull Tactfully prevent anyone from dominating

Role of the manager when Chairing a Meeting

bull Bring discussions to a closebull Ensure all participants are aware of all

decisions that have been reachedbull Notify group when time for an item has

expired

IN SUMMARY

IN SUMMARY Without proper preparation meetings can be a waste

of timeAgendas are critical to keeping a meeting on track and

keeping all participants informedAgendas must list one or more objectives which state

the purpose of the meetingInvite only the necessary people to meetings to keep

the group focused and active

When leading a meeting speak with energy tone variability and hand gestures

Maintain eye contact with your listeners

Listen carefully and completely before preparing to disagree with someone

At the end of the meeting summarize all the actions or decisions that were made to be sure everyone is in agreement

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Meet your time commitments If the meeting is running late ask participants if they are able to extend the time or reschedule the meeting continuation for another time

Review lsquolsquoparking lotrsquorsquo items If possible within the originally scheduled time address these concerns If time will not permit ask if another meeting needs to be scheduled with these items on the agenda

Set a time for a next meeting

Ask for a meeting evaluation This ensures that participantshave an opportunity to let you know what worked well inthe meeting and what they would like to see done differently

What ifhellip

Evaluating the Meeting

Evaluating the Meeting

Evaluating the Meeting

To Ensure a Successful Meeting

Ensure That the Right People Attend at the Right Time and Place and That

They Reach the Right Decisions

Role of the manager when Chairing a Meeting

bull Keep discussion focused on the topicbull Intervene if discussion fragments into

multiple conversationsbull Tactfully prevent anyone from dominating

Role of the manager when Chairing a Meeting

bull Bring discussions to a closebull Ensure all participants are aware of all

decisions that have been reachedbull Notify group when time for an item has

expired

IN SUMMARY

IN SUMMARY Without proper preparation meetings can be a waste

of timeAgendas are critical to keeping a meeting on track and

keeping all participants informedAgendas must list one or more objectives which state

the purpose of the meetingInvite only the necessary people to meetings to keep

the group focused and active

When leading a meeting speak with energy tone variability and hand gestures

Maintain eye contact with your listeners

Listen carefully and completely before preparing to disagree with someone

At the end of the meeting summarize all the actions or decisions that were made to be sure everyone is in agreement

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

What ifhellip

Evaluating the Meeting

Evaluating the Meeting

Evaluating the Meeting

To Ensure a Successful Meeting

Ensure That the Right People Attend at the Right Time and Place and That

They Reach the Right Decisions

Role of the manager when Chairing a Meeting

bull Keep discussion focused on the topicbull Intervene if discussion fragments into

multiple conversationsbull Tactfully prevent anyone from dominating

Role of the manager when Chairing a Meeting

bull Bring discussions to a closebull Ensure all participants are aware of all

decisions that have been reachedbull Notify group when time for an item has

expired

IN SUMMARY

IN SUMMARY Without proper preparation meetings can be a waste

of timeAgendas are critical to keeping a meeting on track and

keeping all participants informedAgendas must list one or more objectives which state

the purpose of the meetingInvite only the necessary people to meetings to keep

the group focused and active

When leading a meeting speak with energy tone variability and hand gestures

Maintain eye contact with your listeners

Listen carefully and completely before preparing to disagree with someone

At the end of the meeting summarize all the actions or decisions that were made to be sure everyone is in agreement

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Evaluating the Meeting

Evaluating the Meeting

Evaluating the Meeting

To Ensure a Successful Meeting

Ensure That the Right People Attend at the Right Time and Place and That

They Reach the Right Decisions

Role of the manager when Chairing a Meeting

bull Keep discussion focused on the topicbull Intervene if discussion fragments into

multiple conversationsbull Tactfully prevent anyone from dominating

Role of the manager when Chairing a Meeting

bull Bring discussions to a closebull Ensure all participants are aware of all

decisions that have been reachedbull Notify group when time for an item has

expired

IN SUMMARY

IN SUMMARY Without proper preparation meetings can be a waste

of timeAgendas are critical to keeping a meeting on track and

keeping all participants informedAgendas must list one or more objectives which state

the purpose of the meetingInvite only the necessary people to meetings to keep

the group focused and active

When leading a meeting speak with energy tone variability and hand gestures

Maintain eye contact with your listeners

Listen carefully and completely before preparing to disagree with someone

At the end of the meeting summarize all the actions or decisions that were made to be sure everyone is in agreement

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Evaluating the Meeting

Evaluating the Meeting

To Ensure a Successful Meeting

Ensure That the Right People Attend at the Right Time and Place and That

They Reach the Right Decisions

Role of the manager when Chairing a Meeting

bull Keep discussion focused on the topicbull Intervene if discussion fragments into

multiple conversationsbull Tactfully prevent anyone from dominating

Role of the manager when Chairing a Meeting

bull Bring discussions to a closebull Ensure all participants are aware of all

decisions that have been reachedbull Notify group when time for an item has

expired

IN SUMMARY

IN SUMMARY Without proper preparation meetings can be a waste

of timeAgendas are critical to keeping a meeting on track and

keeping all participants informedAgendas must list one or more objectives which state

the purpose of the meetingInvite only the necessary people to meetings to keep

the group focused and active

When leading a meeting speak with energy tone variability and hand gestures

Maintain eye contact with your listeners

Listen carefully and completely before preparing to disagree with someone

At the end of the meeting summarize all the actions or decisions that were made to be sure everyone is in agreement

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Evaluating the Meeting

To Ensure a Successful Meeting

Ensure That the Right People Attend at the Right Time and Place and That

They Reach the Right Decisions

Role of the manager when Chairing a Meeting

bull Keep discussion focused on the topicbull Intervene if discussion fragments into

multiple conversationsbull Tactfully prevent anyone from dominating

Role of the manager when Chairing a Meeting

bull Bring discussions to a closebull Ensure all participants are aware of all

decisions that have been reachedbull Notify group when time for an item has

expired

IN SUMMARY

IN SUMMARY Without proper preparation meetings can be a waste

of timeAgendas are critical to keeping a meeting on track and

keeping all participants informedAgendas must list one or more objectives which state

the purpose of the meetingInvite only the necessary people to meetings to keep

the group focused and active

When leading a meeting speak with energy tone variability and hand gestures

Maintain eye contact with your listeners

Listen carefully and completely before preparing to disagree with someone

At the end of the meeting summarize all the actions or decisions that were made to be sure everyone is in agreement

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

To Ensure a Successful Meeting

Ensure That the Right People Attend at the Right Time and Place and That

They Reach the Right Decisions

Role of the manager when Chairing a Meeting

bull Keep discussion focused on the topicbull Intervene if discussion fragments into

multiple conversationsbull Tactfully prevent anyone from dominating

Role of the manager when Chairing a Meeting

bull Bring discussions to a closebull Ensure all participants are aware of all

decisions that have been reachedbull Notify group when time for an item has

expired

IN SUMMARY

IN SUMMARY Without proper preparation meetings can be a waste

of timeAgendas are critical to keeping a meeting on track and

keeping all participants informedAgendas must list one or more objectives which state

the purpose of the meetingInvite only the necessary people to meetings to keep

the group focused and active

When leading a meeting speak with energy tone variability and hand gestures

Maintain eye contact with your listeners

Listen carefully and completely before preparing to disagree with someone

At the end of the meeting summarize all the actions or decisions that were made to be sure everyone is in agreement

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Role of the manager when Chairing a Meeting

bull Keep discussion focused on the topicbull Intervene if discussion fragments into

multiple conversationsbull Tactfully prevent anyone from dominating

Role of the manager when Chairing a Meeting

bull Bring discussions to a closebull Ensure all participants are aware of all

decisions that have been reachedbull Notify group when time for an item has

expired

IN SUMMARY

IN SUMMARY Without proper preparation meetings can be a waste

of timeAgendas are critical to keeping a meeting on track and

keeping all participants informedAgendas must list one or more objectives which state

the purpose of the meetingInvite only the necessary people to meetings to keep

the group focused and active

When leading a meeting speak with energy tone variability and hand gestures

Maintain eye contact with your listeners

Listen carefully and completely before preparing to disagree with someone

At the end of the meeting summarize all the actions or decisions that were made to be sure everyone is in agreement

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Role of the manager when Chairing a Meeting

bull Bring discussions to a closebull Ensure all participants are aware of all

decisions that have been reachedbull Notify group when time for an item has

expired

IN SUMMARY

IN SUMMARY Without proper preparation meetings can be a waste

of timeAgendas are critical to keeping a meeting on track and

keeping all participants informedAgendas must list one or more objectives which state

the purpose of the meetingInvite only the necessary people to meetings to keep

the group focused and active

When leading a meeting speak with energy tone variability and hand gestures

Maintain eye contact with your listeners

Listen carefully and completely before preparing to disagree with someone

At the end of the meeting summarize all the actions or decisions that were made to be sure everyone is in agreement

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

IN SUMMARY

IN SUMMARY Without proper preparation meetings can be a waste

of timeAgendas are critical to keeping a meeting on track and

keeping all participants informedAgendas must list one or more objectives which state

the purpose of the meetingInvite only the necessary people to meetings to keep

the group focused and active

When leading a meeting speak with energy tone variability and hand gestures

Maintain eye contact with your listeners

Listen carefully and completely before preparing to disagree with someone

At the end of the meeting summarize all the actions or decisions that were made to be sure everyone is in agreement

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

IN SUMMARY Without proper preparation meetings can be a waste

of timeAgendas are critical to keeping a meeting on track and

keeping all participants informedAgendas must list one or more objectives which state

the purpose of the meetingInvite only the necessary people to meetings to keep

the group focused and active

When leading a meeting speak with energy tone variability and hand gestures

Maintain eye contact with your listeners

Listen carefully and completely before preparing to disagree with someone

At the end of the meeting summarize all the actions or decisions that were made to be sure everyone is in agreement

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

When leading a meeting speak with energy tone variability and hand gestures

Maintain eye contact with your listeners

Listen carefully and completely before preparing to disagree with someone

At the end of the meeting summarize all the actions or decisions that were made to be sure everyone is in agreement

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Referencesbull Ellis Carol W Management skills for new

Managers American Management Association 2004

bull Communication Skills Ferguson Career Skills Library 2004

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Best Wishes

Asma Sharabatiasma_hatemhotmailcom

Management Skills part 4Hebron University

2011

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Managerial skillsAsma Sharabati

Hebron University

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

DEFINITIONSGreenberg and Baron defines a team as lsquoa group whose members have complementary

skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountablersquo

Stephen Robbins describes a work team as lsquoa group whose individual efforts results in a

performance that is greater than the sum of those individual inputsrsquo

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

bull A team is a group of people formed to achieve a goal Teams can be temporary or indefinite With individuals sharing responsibility the group as a whole can take advantage of all of the collective talent knowledge and experience of each team member

bull Team building is an organized effort to improve team effectiveness

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Teamwork Considerations

bull Trustbull Effective communication especially listeningbull Attitude positive can dobull Motivation to perform and improvebull We mentalitybull Ownership of process with pride in

accomplishmentbull Respect and consideration of othersbull Keeping focus

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

What Makes a Good Teambull A true team is a living constantly

changing dynamic force in which a number of people come together to work

bull Team members discuss their objectives assess ideas make decisions and work towards their targets

together

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Why TeamBenefits of TeamsBetter decisions and motivationEveryone can participateNurtures improved working relationshipsEncourages rewards in the work itselfFreer contribution of informationIncreases communicationThrusts an organization towards common goalSupports an organization-wide perspective

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Benefits Of Teamwork

Integration of the Talents and Competencies they Possess

The Collective Utilization Of Individualsrsquo Efforts

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

What Benefits Could Teams Provide Your Organization

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

IMPORTANTCHARACHTERISTICS OF A

TEAM

1 SMALL NUMBER A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small

2 MIX OF SKILLS A team includes people with a mix of skills appropriate to the task to be done

3 COMMON PURPOSE OR GOAL A team comes together to take action to pursue a goal The purpose becomes the focus of the team which makes all decisions in pursuit of the goal

4 MUTUALLY ACCOUNTABLE Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals and it requires commitement and trust of all members

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Finding the Right Balance Of Skills

Technical expertise

Team-workingskills

Problem-solvingskills Ability to cope

with othersAbility to makeclear decisions

In disciplines

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Responsibilities

Team Leader bull Moves the team to accomplish its task bull Provides a conducive environment for getting

the work done (location resources) bull Communicates with the team

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Team Facilitator

bull Makes things happen with ease bull Helps the group with the process bull Enables the group to produce the how

decisions bull Note Facilitators may be members or non-

members of the team

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Team Recorder

bull Writes down the teams key points ideas and decisions

bull Documents the teams process discussions and decisions

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Team membersbull Displays enthusiasm and commitment to the teams

purpose bull Behaves honestly maintain confidential information behind

closed doors bull Shares responsibility to rotate through other team roles bull Shares knowledge and expertise and not withhold

information bull Asks questions bull Respects the opinions and positions of others on the team

even if the person has an opposing view or different opinion

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

What makes teams work

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Points to Remember

bull A team member is still an individual and should always be treated as such

bull Cross-functional teams offer the chance to learn about roles and work of others

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

An Overview of Tuckman and Jensenrsquos Four-Phase Model Educational psychologist Bruce Wayne Tuckman PhD was charged by his boss at the Naval Medical Research Institute Bethesda MD with a review of 50 articles about team behavior From this body of work Dr Tuckman conceived his theory of group developmental processes in 1965

Understanding Team Dynamics

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Stage 1 - FormingDuring the first stage the team is becoming acquainted with eachother and teamwork Members are building rapport honesty trustand open communication They are trying to determine what ittakes to fit in The team members usually have great enthusiasmfor the project However they do not know how to work as a teamto accomplish it During this stage the team is deciding what theyneed to accomplish and who needs to accomplish it

The Forming stage Groups initially concern themselves with orientation accomplished primarily through testing Such testing serves to identify the boundaries of both interpersonal and task behaviors Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders other group members or pre-existing standards It may be said that orientation testing and dependence constitute the group process of forming

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

The Storming stage The second point in the sequence is characterized by conflict and polarization around interpersonal issues with concomitant emotional responding in the task sphere These behaviors serve as resistance to group influence and task requirements and may be labeled as storming

Stage 2 - StormingStage 2 is characterized by being overwhelmed by the informationand task Sometimes power struggles emotions and egos becomeevident This stage is the most difficult to overcome Some teamsnever progress past this stage If this happens they should bedisbanded To move forward to the next stage the team must findsome small success as a group Once the team understands theycan perform as a team the team usually progresses to the nextstage

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

The Norming stage Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop new standards evolve and new roles are adopted In the task realm intimate personal opinions are expressed Thus we have the stage of norming

Stage 3 ndash Norming

During Stage 3 the team moves toward the mission In this stagecustomer contact and measurements can help the team membersstart to assist each other and focus on the mission This is the firststage where the team is actually working as a team Here the teamknows how to operate as a team

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

The Performing stage Finally the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities Roles become flexible and functional and group energy is channeled into the task Structural issues have been resolved and structure can now become supportive of task performance This stage can be labeled as performing

Stage 4 - PerformingFinally in stage 4 the team becomes effective The team memberswork together to achieve the mission

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Stages of Team-development

Forming

The team first comes together discovering Why What Who When Conflicts have not begin to emerge yet

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

managerrsquos Role

Forming

Use socializing and team discussion to initiategroup work

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Stages of Team-development

StormingForming

Disagreements arise about what needs to be done and who will do it People are annoyed byThe restrictions imposed by the team

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

managerrsquos Role

StormingForming

Assert your authority to defuse conflict inthe team

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Stages of Team-development

NormingStormingForming

The goals roles and boundaries have been clarified and accepted by team members They have taken ownership and accountability for getting the work done

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

managerrsquos Role

NormingStormingForming

Encourage team members to establish a creativework pattern

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Stages of Team-development

PerformingNormingStormingForming

The team becomes a true team working in harmony supporting one another The team not the leader manages the project Team members make adjustments to keep the deliverables on track

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

managerrsquos Role

PerformingNormingStormingForming

Build-up team faith in their collective abilityand skills

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

1048611 Identify what stage of team development your team is inMy team is in the ______________________ stage

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

What Will It Take To Make Your Team a Success

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

managerrsquos Role in Team-building Process

bull Identifying purpose of forming teambull Selecting team membersbull Identifying strengths and weaknessesbull Setting objectives and clarifying issuesbull Allocating roles and responsibilitiesbull Supporting team members

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

managerrsquos Role in Resolving Team Conflicts

bull Clarifying impact of conflict on performancebull Identifying causes of conflictbull Inviting parties to explain their points of view

suggesting solutionsbull Selecting appropriate methods for solution bull Agreement on roles to resolve the conflictbull Developing a plan of implementation

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Action Steps to SuccessStep 1Ensure That All Partners Have a Part in Developing the

Shared Vision and Common GoalsA jointly developed shared vision thatincorporates all partnersrsquo expectations for theproject and that accommodates individual andorganizational agendas is a good foundation forbuilding a functional team that will collaborateto reach a common goal

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Step 2Define Member Roles and ResponsibilitiesDefining and articulating roles and responsibilities

demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project

Collaborations should define the roles and responsibilities of the lead agency partners committee chair meeting facilitator and members

For each of these roles the collaboration should define

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

bull What does it mean to assume one of these rolesbull What am I responsible for if I take on this rolebull How long will I have to serve in that role

Developing a glossary of collaboration roles and responsibilities answers questions defines relationships and promotes individual and group accountability Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation Moreover clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Step 3Involve All Partners in Project Activities Meetings and

Discussions

Whenever possible try to schedule meetings so that all partners can attend Develop mechanisms to inform partners of meeting minutes and decisions especially those partners who were absent from a particular meeting Maintain open communication and share decision making through consensus At times core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance especially if these partners feel that not enough progress has been made Developing

a pattern of operating single-handedly howeveris a sure way of alienating partners and losing resources

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Step 4Seek Commitment from PartnersTeam leaders should seek commitment from partners to

participate actively as a team in the collaboration This commitment can be gained and sustained if core partners lead the team with consistency and integrity respect the membershiprsquos diversity without attempting to change individuals and if core partners strive to generate equal participation and meaningful contribution by all collaboration members Core partners who use their influence to compel other partners to participate or concede

to ldquoteamrdquo decisions may achieve compliance but they will not generate teamwork

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Step 5Acknowledge and Reward Team MembersEnsure that all team members know how their

individual efforts contribute to the teamrsquos effort and to the common goal Acknowledge credit and support individual efforts as vital to the success of the collaborative initiative Encourage all partners to

continually share their individual contributions with the entire team

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Team Cohesion Has A Great Effect on Productivity

Cohesion

Productivity

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

Time spenttogether

Proximity ofTeam members

Size of teamPrevious

achievements

Challenges Facing team

Factors that determine

Teamcohesion

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)

References

bull Teamwork and Team Building Student Manual CorporateTrainingMaterialscom

bull Teamwork Strategies Collaboration Toolkitbull Section 6 Teamwork Strategies

• How to Run Effective Meetings
• Slide 2
• Slide 3
• Slide 4
• Planning the Meeting
• Planning the Meeting (2)
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Conducting the Meeting
• Conducting an Effective Meeting
• Slide 13
• Slide 14
• What ifhellip
• Evaluating the Meeting
• Evaluating the Meeting (2)
• Evaluating the Meeting (3)
• Slide 19
• To Ensure a Successful Meeting
• Role of the manager when Chairing a Meeting
• Role of the manager when Chairing a Meeting (2)
• IN SUMMARY
• IN SUMMARY (2)
• Slide 25
• References
• Best Wishes
• Slide 28
• Slide 29
• DEFINITIONS
• Slide 31
• Teamwork Considerations
• Slide 33
• What Makes a Good Team
• Why Team
• Benefits Of Teamwork
• What Benefits Could Teams Provide Your Organization
• IMPORTANT CHARACHTERISTICS OF A TEAM
• Finding the Right Balance Of Skills
• Responsibilities
• Team Facilitator
• Team Recorder
• Team members
• What makes teams work
• Points to Remember
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Stages of Team-development
• managerrsquos Role
• Stages of Team-development (2)
• managerrsquos Role (2)
• Stages of Team-development (3)
• managerrsquos Role (3)
• Stages of Team-development (4)
• managerrsquos Role (4)
• Slide 60
• Slide 61
• What Will It Take To Make Your Team a Success
• managerrsquos Role in Team-building Process
• managerrsquos Role in Resolving Team Conflicts
• Action Steps to Success
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Team Cohesion Has A Great Effect on Productivity
• Slide 73
• Slide 74
• References (2)