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Teamwork, Leadership, and Motivation in the Workplace
1. Student Body of Organizational
Behavior
Perfection is what we strive towardsâŚ.
Holley Klein August 20, 2012
Professor DeLotell Organizational Behavior
2. Purpose and Objectives
ď¨ Discuss Leadership, Motivation & Teamwork
Working as a team takes
many skills and talents.
We will look at 12 great tips
for a successful team
assignment where every
member feels like they
contributed and would be
happy to present the Power
Point to the Board
themselves. Sound good??
3. Leadership in Team Projects
ď¨ The manager administers.
ď¨ The leader innovates.
ď¨ The manager maintains.
ď¨ The leader develops.
ď¨ The manager relies on systems.
ď¨ The leader relies on people.
ď¨ The manager counts on controls.
ď¨ The leader counts on trust.
ď¨ The manager does things right.
ď¨ The leader does the right thing.
4. Leadership in Team Projects
ď¨ The definition of leadership is the discipline of
deliberately exerting special influence within a group to
move it toward goals of beneficial performance that fulfill
the groupâs real needs.
âLeaders are
those that
empower others.â
~ Bill Gates
5. Motivation in Team Projects
ď¨ Discuss Leadership, Motivation, & Teamwork
âIf you donât go after what
you want, youâll never have
it. If you donât ask, the
answer is always no. If you
donât step forward, youâre
always in the same place.â
~ Nora Roberts
6. Teamwork in Team Projects
ď¨ Discuss Leadership, Motivation, & Teamwork
âComing together is a
beginning. Keeping together
is a progress. Working
together is success.â ~
Henry Ford
7. Clear Expectations
ď¨ Has executive management clearly
communicated its expectations for the team
performance, and expected outcomes?
âToday expect something good to
happen to you no matter what
occurred yesterday. Realize the past
no longer holds you captive. It can
only continue to hurt you if you hold
on to it. Let the past go. A simply
abundant world awaits.â ~ Sarah
Breathnach
8. Context of the Project
ď¨ Do the team members understand how the
strategy of using teams will help the
organization attain its communicated
business goals?
âIâve always been spiritual but
Iâve never had a proper context,
and it took me a while to find the
proper context. Itâs hard to
realize you can have any kind of
relationship with God you
wantâŚand so I now have a punk
rock relationship with God.â ~
Billy Corgan
9. Commitment to the Team
ď¨ Do all of the team members know,
understand, and feel that the team mission is
important?
âNever doubt that a small
group of thoughtful,
committed, citizens can change
the world. Indeed, it is the only
thing that ever has.â ~
Margaret Mead
10. ď¨ Do all team members feel that there is the
appropriate mix of people with different
talents to contribute to the project?
âDo not stop thinking of life as
an adventure. You have no
security unless you can live
bravely, excitingly,
imaginatively; unless you can
choose a challenge instead of
competence.â ~ Eleanor
Roosevelt
11. The Team Charter
ď¨ Has each team member taken their assigned
area of responsibility and designed its own
mission, vision, and strategies to accomplish
them?
âOur Founding Fathers, faced
with perils we can scarcely
imagine, drafted a charter to
assure the rule of law and the
rights of man, a charter
expanded by the blood of
generations. Those ideals still
light the world, and we will not
give them up for expedienceâs
sake.â ~ Barack Obama
12. Control
ď¨ Does each team member have enough
freedom and empowerment to feel the
ownership that is imperative to accomplish
the charter?
âHe who controls the
past controls the
future. He who
controls the present
controls the past.â ~
George Orwell
13. Collaboration of Team Members
ď¨ Does the team understand team and group
process and do they understand the stages of
group development?
âAlone we can do so
little; together we can do
so much.â ~ Helen
Keller
14. ď¨ Is there an established method for the team
members to give feedback and receive honest
performance feedback from others?
âDonât use words too big for
the subject. Donât say
infinitely when you mean
very; otherwise youâll have
no word left when you want
to talk about something
really infinite.â ~ C.S. Lewis
15. Creative Innovation in the Team
ď¨ Is the team really interested in change and do
they value creative thinking, unique solutions,
and new ideas?
âThe ultimate freedom for creative
groups is the freedom to experiment
with new ideas. Some skeptics insist
that innovation is expensive. In the
long run, innovation is cheap.
Mediocrity is expensive â and
autonomy can be the antidote.â ~ Tom
Kelley, General Manager, IDEO
16. Dealing with Consequences
ď¨ Are rewards and recognition supplied when
teams in the company do a good job and are
successful? Is reasonable risk respected and
encouraged?
âYou can avoid reality,
but you cannot avoid the
consequences of
avoiding reality.â ~ Ayn
Rand
17. ď¨ Have priorities and resources divided equally
across departments? Does the team
understand the âinternal customerâ â the next
process, anyone to whom they provide a
product or service?
âOf all the thing Iâve done, the most
vital is coordinating the talents of
those who work for us and pointing
them towards a certain goal.â ~ Walt
Disney Company
18. Cultural Change in Organizations
ď¨ Does the company recognize the team-based,
collaborative, empowering, organizational
culture of today is different then the
traditional way of the past? Do they make
sure the employees know this?
âBut it is much later in the game now, and
ignorance of the score is inexcusable. To
be unaware that a technology comes
equipped with a program for social
change, to maintain that technology is
neutral, to make the assumption that
technology is always a friend to culture is,
at this late hour, stupidity plain and
simple.â ~ Neil Postman
20. References
ď¨ Bakken, E. (2007). Twelve ways to build an
effective team. Rochester Business Journal.
ď¨ Haggan, E. E. (2010). 365 things every leader should know.
Harvest House Publisher.
ď¨ Heathdield, S. M. (2012). 12 tips for team building. Retrieved
from About.com Web site:
http://www.humanresources.com/od/involvenmentteams/a
/twelve_tip_team.htm
21. References (Conât)
ď¨ Maxwell, J. C. (2009). How successful people think;
change your thinking, change your life. New York:
Center Street.
ď¨ Robbins, S. P., & Judge, T. A. (2013). Organizational
Behavior (15th ed.). Upper Saddle River, NJ:
Pearson Prentice Hall.
There are four different kinds of teams but for this presentation, we will be speaking more about âeffective team buildingâ. This is our purpose and objective today but it is important to briefly explain each of the four kinds of groups:Problem solving teams â groups of 5-12 employees from the same department who meet a few hours each week to discuss ways of improving quality, efficiency , and the work environment (Robbins & Judge, 2013).Self-managed work teams â groups of 10-15 people who take on responsibilities of their former supervisors (Robbins & Judge, 2013).
This slide shows the differences between a âmanagerâ and a âleaderâ (Maxwell, 2009). There are two other kind of teams we need to review quickly:Cross-functional teams â employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task (Robbins & Judge, 2013).Virtual teams â teams that use computer technology to tie together physically dispersed members in order to achieve a common goal (Robbins & Judge, 2013).
âThe first responsibility of a leader is to define reality.â ~ Max DePreeWhy should you recognize the importance of realistic thinking?-Realistic thinking minimizes downside risk.-Realistic thinking gives you a target and game plan.-Realistic thinking is a catalyst for change.-Realistic thinking provides security.-Realistic thinking gives you credibility.-Realistic thinking provides a foundation to build on.-Realistic thinking is a friend to those in trouble.-Realistic thinking brings the dream to fruition (Maxwell, 2009).The type of leader that accomplishes the above will then be motivated to do benefit from shared thinking. This is, as you will see, very important in building effective teams.
âNone of us is as smart as all of us.â ~ Ken Blanchard-Shared thinking is faster than solo thinking.-Shared thinking is more innovative than solo thinking.-Shared thinking brings more maturity than solo thinking.-Shared thinking is stronger than solo thinking.-Shared thinking returns greater value than solo thinking.-Shared thinking is the only way to have GREAT thinking.How to encouraged shared thinking:-Value the ideas of others.-Move from competition to cooperation.-Have an agenda when you meet.-Get the right people around the table.-Compensate good thinkers and collaborators well (Maxwell, 2009).
DEFINITION Teamwork â âthe ability to work together toward a common vision. The ability to direct individual accomplishments towards the organizationâs objective. It is the fuel that allows common people to attain uncommon results.â ~ Andrew Carnegie (Haggan, 2010).
Do the team members understand why the team has been created (Heathdield, 2012)? Make sure to clarify the common goals of each person as well as the team as a whole. Emphzsize that the teamâs performance and goal met contribute greatly to the success of the company (Bakken, 2007).
Do the team members know why they were chosen? Can they identify the other team members context as well as the goals, principles, and values of the organization (Heathdield, 2012)? As members of the team, they need to show good conflict resolution techniques and a respect for what each member brings to the table (Bakken, 2007).
Do the members what to participate on the team? Are members committed to fulfilling their assigned tasks to complete the team mission (Heathdield, 2012)? As the leader you must pay attention and be on the look out for potential conflicts. It is natural for some conflict to arise in a group setting and even can end up making the group more successful (Bakken, 2007).
Does the team feel like the appropriate people were assigned for the positions that they are best qualified for (Heathdield, 2012). The leader needs to clarify each members âvery specific dutiesâ. This should be done in a extremely specific manner so there will be not confusion who is responsible for what (Bakken, 2007)
Has the team defined its goals, mission, and its dedication to its success? Have they established a time table, group support, and a process to follow that is very detailed (Heathdield, 2012)? If this has happened, then the leader needs to acknowledge this huge accomplishment , whether that be certificates of appreciation or a pizza lunch party on the leader; it is an important part of team assignments in order to keep morale high and the spirit one of true âteam workâ (Bakken, 2007).
Do team members clearly understand their boundaries? Are the limitations regarding such items as money and resources available defined in the first meeting with the members (Heathdield, 2012)? Although, as the leader, you should give each member input into their work. Allow the team member to make suggestions and listen and if their idea is better; then allow the change. This gives the member a feeling of belongingness, more of a team player, and also someone whose ideas are taken into consideration (Bakken, 2007).
Are the team members working together cohesively as a group? Can the team approach problem solving, goal setting, and process implementation (Heathdield, 2012)? As the leader, make sure that the other members are interacting directly with each other and not consistently going through you when it is something they can and should discuss amongst themselves. When team members are able to do this effectively, they will build on the creativity of each other (Bakken, 2007).
Are the team members clear on their priority of task so as not to delay other members? Does the company provide updated information to the team members regularly? Are the members still aware of their existence for this project (Heathdield, 2012)? There must be team success in communication. If possible, let other employees in the company know what a good job the team did and donât forget to mention those behind the scenes like the receptionist , etc. (Bakken, 2007).
Does the company promote and value creativity from their employees? Is the organization aware and supportive of the resources needed to complete the project both successfully and timely (Heathdield, 2012)? As the leader, you need to check in frequently with members to check if there are any resources that they may need. (Bakken, 2007). It is also a good idea to promote an open door policy from the get-go so that members can come to you without hesitation and/or delay in completing the project.
Do team members feel responsible and accountable for their part of the team assignment (Heathdield, 2012)? This is something that should have been established early on. It is only natural that each member have various viewpoints and ideas, therefore: good problem solving techniques and ground rules placed from day one. This ensures that each member, at this stage, will have to deal with the consequences since they were made aware.
Is the team coordinated by a central leader that assists with all aspects of being in charge of several other people as well as making sure the project is on time, completed, and done in an exceptional manner (Heathdield, 2012)? Team members should respect the leader as such and therefore; if problems arise, they can go to the leader and not feel any bias towards any one member. They will need to hold each member accountable for the tasks they were assigned in the beginning (Bakken, 2007).
Do the other team members recognize that a team based, empowering, diverse culture will only help the project be a success? Is this something that the company has promoted (Heathdield, 2012)? The members who are the minority based on any numerous of statistics such as sex, religion, hereditability , disability, etc. should be equally active in the team process. Leaders can promote and encourage this interaction by asking the person for their opinion or viewpoint (Bakken, 2007).
As the board can see, hopefully, is that we, are dedicated to absolute PERFECTION in:TeamworkCreativityMotivationLeadershipGoals Commitment InnovationSuccess
 Bakken, E. (2007). Twelve ways to build an effective team. Rochester Business Journal.Haggan, E. E. (2010). 365 things every leader should know. Harvest House Publisher.Heathdield, S. M. (2012). 12 tips for team building. Retrieved from About.com Web site: http://www.humanresources.com/od/involvenmentteams/a/twelve_ti p_team.htmMaxwell, J. C. (2009). How successful people think; change your thinking, change your life. New York: Center Street.Robbins, S. P., & Judge, T. A. (2013). Organizational Behavior (15th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
Thank you for your time and attention in this issue.I hope I have been some help in dealing with the motivation of your team employees.~ Holley Jacobs