Team Effectiveness

Denise Mckain, Raeleen Manjak, Byrian Ramsey,

Roslyn Scott, Michelle Young-O’Donnell

Presented by: Team A; The University of Phoenix

PU

RP

OS

E Building Effective Teams:

The Right Mix of Skills

The Right Motivation

The Ability to Solve Conflicts without Compromising the Quality of the Project

Bocco, D. (2010).

Team Effectiveness

Team Charter

What is it?

What is included?

How is the Charter implemented?

Maintaining the Momentum...University of Phoenix. (2010).

Establishing the Team; The Right Motivation

Defining the team is the most important step towards an effective team;

The following are qualities to look for when for selecting team members:

Defining the Team;The Right Mix of Skills

• Reliable• Communicates• Listens• Actively Participates• Openly Shares• Cooperates• Flexible• Committed to the

Team• Respects All Team

MembersMealiea and Baltazar, 2005

Purpose Communication Participation Support Roles and Assignments

What Characteristics do Winning and Effective Team Members Have?

Information exchange - team members View Experiences Background

Ultimate goal Growth and development

Collaboration & Coordination

Relevant information Feelings Feedback

Influencing factors Goals and Values Willingness Levels of Desire to

Maintain their Team Membership

Common Outcome

Communication: Commitment:

Communication & Commitment

Communication Acknowledgement Recognition Encourage Evenson,2003

Motivation

Attitude - Attitude describes how committed each member is in setting a favorable experience;

Performance – describes the end assignment points the team receives;

Planning process for completion of the project;

Schedule deadlines for team members’ input for the project;

Interacting with team members;

Shared managerial role; and, The ability of the team to

identify one another’s leadership skills and how those skills affect the overall group effectiveness.

MeasurementMatveev and Milter (May 2010, p. 273) use several criteria to measure the effectiveness of teams:

The direction and leadership that teams should strive for according to the scholarship-practice-leadership model is one in which the team possess the ability to perform in several leadership positions

(Matveev and Milter, May 2010, p.

1).

The team must have the skills necessary to function in various managerial roles

Each team member sharing the role of leadership should shower the group with a sense of direction, and continually reminding the group of its objectives. The objective must be concise, and the conduct decided upon should be on an “individual and team basis”

(Pearce, July 2007, p. 25-25).

Direction and Leadership; Using the Scholarship-Practice Leadership (SPL) Model

Content of Positive Feedback Reward- dominated Affiliation- dominated

Positive Feedback Influence behavior Opinion Values or performance

Positive Feedback, Reward & Recognition

Reward and Recognition – motives

Reward – one party may achieve goal

Recognition - open

Conflict Resolution in Teams; The Ability to Solve Conflicts without Compromising the Quality of the Project

Conflict: Obstacle or Opportunity? Strategies to deal with conflict management and

resolution in teams Avoidance Accommodation Compromising Competition Collaboration

Elementary Teacher’s Federation of Ontario. (2010).

Conclusion & Q/A Effective teams produce effective results Only the right combination of skills will create an

effective team Team interest means team motivation Effective teams foster good conflict resolution

Bishop, J.W., Scott, K.W. Burroughs. S.M. (2000). Support, commitment and employee outcomes in a team environment. Journal of Management, 26(6), p. 1113

Bocco, D. (2010). What is team effectiveness. Retrieved September 19, 2010, from http://www.wisegeek.com/what-is-team-effectiveness.htm

Davidhizar, R., Dowd, S.B. (2007). The successful nurse scholar as interdisciplinary collaborator & leader. Nurse Author & Editor, 17(4).

DeChurch, L.A., Hamilton, K.L., & Haas, C. (2007). Effects of conlict management strategies on perceptions of intragroup conflict. American Psychological Association, 11(1), 66-78. doi:10.1037/1089-2699.11.1.66

Elementary Teacher’s Federation of Ontario. (2010). Dealing with conflict. Retrieved September 20, 2010, from http://www.etfo.ca/AdviceForMembers/PRSMattersBulletins/Pages/

Evenson, R. (2003). Motivating To Develop An All-Star Team. American Salesman, 48(10), 21. Retrieved from MasterFILE Premier database.

London, M. (1995). Giving Feedback: Source-centered antecedents and consequences of constructive and destructive feedback. Human Resource Management Review 5(3), 159-188.

References

Magney, J. (1996, August). Teamwork and the need for cooperative learning. Labor Law

Journal, 564-570.

Matveev, A. V. and Milter, R. G. (May 2010). Innovations in education & teaching

international (Vol. 47 Issue 2, p201-213, 13p). Retrieved September 17, 2010 from

EBSCOhost.

Mealiea, L., & Baltazar, R. (2005). A strategic guide for building effective teams. Public

Personnel Management, 34(2), 141-160. Available on EBSCOhost database.

Offerman, L..R., Spiros, R.K. (2001). The science and practice of team development: improving the link. Academy of Management Journal 44(2), p. 376-392.

Pearce, Chris. (July 2007). Ten steps to improving team leadership. Nursing Management, 14 (4), 25-25. Retrieved September 20, 2010 from EBSCOhost database.

University of Phoenix. (2010). Learning team charter. Retrieved from University of Phoenix, COM 705 website

University of Phoenix, 2010, Week 1 Lecture, COM 705. Retrieved September 20, 2010 from http://ecampus.phoenox.edu.

References (Continued)