...Running head: Team Development Experience 1 Team Development Experience Judy Rudy CMGT530 February 8, 2013 Bridgett Hardy Team Development Experience Team Development Experience Teams Within the course of my career I have participated in various teams due to different functional changes within the company. A majority of the teams are well-functioning units and work cohesively towards common goals. For teams to be successful the members must identify and consent to the mutually dependent environment of their connection with each other to meet the common goals. Each of the attributes in the list below is critical to function in a meaningful and well-functioning team: 2 “Purpose: Members proudly share a sense of why the team exists and are invested in accomplishing its mission and goals. Priorities: Members know what needs to be done next, by whom, and by when to achieve team goals. Roles: Members know their roles in getting tasks done and when to allow a more skillful member to do a certain task. Decisions: Authority and decision-making lines are clearly understood. Conflict: Conflict is dealt with openly and is considered important to decision-making and personal growth. Personal traits: members feel their unique personalities are appreciated and well utilized. Norms: Group norms for working together are set and seen as standards for ‘everyone’ in the groups. Effectiveness: Members find team meetings efficient and productive and look forward...
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...Exploring Excellence PGDM (GM) (GMP 2013–14) AN AICTE APPROVED FLAGSHIP FULL-TIME MBA PROGRAM FOR EXPERIENCED PROFESSIONALS E-brochure http://www.placementkloud.com/xlrigmp 01 02 03 04 05 06 08 10 12 14 16 MESSAGE FROM THE DIRECTOR Learning and growth are vital for a healthy environment in organizations. We at XLRI have structured our programmes in such a manner as to equip the future managers of tomorrow with learning, competencies and skills that can significantly contribute to the growth of the organization. XLRI has always been proudly associated with academic excellence, personal values and social concern. It has been the crucible of leadership training for over 60 years and its banner is held high by a fine breed of alumni who serve as “change agents” thereby adding a new dimension to their corporate role. This integral and value based formation will greatly assist our students to be innovative, competent and creative leaders. They are groomed in a manner as to serve as agents of continuous improvement and change. It was in 1997 that XLRI recognized an unfulfilled need for formal management training at middle and senior levels of corporate strata. The result of that thought process was the General Management Programme, which has ever since, transformed several industry professionals into veritable leaders who reflect the standards and values of XLRI at various organizations. Recognized by AICTE, the programme places emphasis on stringent admission procedures...
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...Testing The testing team will carry out several different tests on the new HRIS before it can be madeavailable to everyone. The team will conduct tests such as server stress tests, softwarefunctionality tests, black box testing and integration testing. Since this testing can be anexhaustive process, members from other teams, especially the HR specialists will take part inthe testing process in an effort to cover as many angles as possible. These team members willbe given the necessary access to the system. The discoveries that are compiled by the testingteam will be forwarded to the project manager who will work with the development andimplementation team to fix any bugs or change features within the system. Training Although the new HRIS will be quite user friendly, it still has to be managed – information hasto be entered, removed and/or changed. Members of the HR department will need to betrained on these various tasks, so that the HRIS can be utilized to its full potential. Managementwill also need training since they will also be utilizing the system for upper level tasks such asgenerating reports. The training team will collaborate with the development andimplementation team to set up training sessions and related training documents to facilitatethis endeavor. Documentation This team will gather and store important information from the project.They will documentworking notes such as milestones, tasks, issues and ideas that come up while the project isongoing. They...
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...The Lumen and Absorb Teams at Crutchfield Chemical Engineering Case Introduction: We would like to give a brief outline of the Crutchfield chemical engineering company (CCE). This company is a U.S subsidiary of PPQ worldwide industries it was acquired in 1996 by them. It’s main line of business is speciality chemical lines and has been replacing this with engineered lines for a variety of products. CCE was in the last stage of a companywide downsizing that had resulted in an 18% reduction in work force over the past six months. In CCE there is a department called Corporate Technology Development (CTE) division. The mission of the CTE is to develop new technologies and products that could yield significant new revenue in new markets over the next five years. This CTE division consists of three departments, with one of the departments being the Polymer’s department which was under Paul Burke, who was the director of this department. This Polymer’s division was sub-divided into five project teams each with their own specific mission, team leaders and members. (They were all research and development teams.) An HR annual study of the skill sets, performance, work environment and motivation of each of Paul Burke’s research and development teams was done. The study contained good and bad news. The good news being that even though CCE had downsized the work force Paul Burke had still nearly managed to keep all the top and qualified performers in his department. The bad...
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...monitor assessment processes in accordance with examination requirements. To be responsible for creating and maintaining a safe working environment. • The delivery of Core and additional programmes including Key Skills/Functional Skills and additional support as appropriate. • Producing schemes of work, lesson plans, assessment plans, learning materials and any other related activities that impact on the effectiveness of learning. • To ensure compliance with collegiate Health and Safety policy. • To ensure compliance with health and safety requirements/supervision of learners in vocational work placements • To work pro-actively to forward the success and vision of the department. 2. To act as a course and/or subject team leader by undertaking the following responsibilities: • Liaising and agreeing a programme of learning with the Head of Department i.e. choice of modules/units. • Timing and scheduling of lessons and vocational placements. • Identification of resource requirements i.e. staffing, specialist rooms, equipment, software, etc. • Taking responsibility for IV, EV and final standards assessment, in line with exam...
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...Diploma in Health & Social Care Level 3 | Unit number and title | Unit 44: Vocational Experience | Hand out Date | w/c 9th September 2013 | Hand in Date | 13th June 2014 | Learner Name | | Assessor name | Adelaide McLaughlin & New Lecturer (TBC) | | Assignment title | Vocational Experience | Criteria Assessed | P1 explain the structure and function of a health or social care organisationP2 report on own contributions to a specific team activity relating to health and social careP3 make regular reflective entries in a personal journal related to own contributions to work in a health and social care settingP4 present a portfolio of evidence from all placements that demonstrates the development of own practice in health and social care settingsP5 explain how continuing development of staff influences practice in settings.M1 assess how their contributions to the team influenced the success of the activityM2 assess how own development of knowledge, skills and understanding has made a difference to teams and individuals in health and social care settings M3 assess how continuing development of staff can enhance the care of patients/ users of services.D1 make recommendations as to how they could have adapted their own contributions to the team to enhance the success of the activityD2 evaluate how own effectiveness as a carer has developed as a result of workplace experiences. | The purpose of this assignment is to: to explore a health and social care organisation...
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...Appreciative Inquiry as a Team Development Intervention: A Controlled Experiment Gervase R. Bushe Ph.D. Graeme Coetzer MBA Faculty of Business Administration Simon Fraser University Burnaby, BC, Canada V5A 1S6 (604) 291-4104 FAX: (604) 291-4920 email: bushe@sfu.ca An edited version of this paper was published in the Journal of Applied Behavioral Science, 1995, 31:1, 13-30 Gervase R. Bushe (Ph.D. Case Western Reserve) is Associate Professor, Organization Development in the Faculty of Business Administration, Simon Fraser University, Burnaby, BC, Canada, V5A 1S6. Graeme Coetzer (MBA Simon Fraser University) is a doctoral student in organization development in the Faculty of Business Administration, Simon Fraser University. Appreciative Inquiry as a Team Development Intervention: A Controlled Experiment ABSTRACT In a controlled laboratory experiment the effects of a team development intervention based on the theory of appreciative inquiry was compared with task oriented team development and lectures on group processes, outcomes and performance. 96 undergraduate students in two semesters of an introductory organization behaviour course participated in 4 person teams and had 13 weeks to complete a task worth 25% of each member's final grade. One third of teams received an appreciative inquiry intervention, another third received a task oriented team development intervention and the final third received a lecture on group...
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...Leadership Development at 3M: New Process, New Techniques, New Growth Margaret Alldredge, Cindy Johnson, Jack Stoltzfus, 3M; Al Vicere, Smeal Coiiege of Business,The Pennsylvania State University; and the 3M ALDP Design Team rom the moment she first shook his hand in a receiving line after his arrival at 3M, Margaret Alldredge, staff vice president, Leadership Development and Learning, knew Jim McNemey was passionate about developing leaders. McNemey was fresh from an enormously successful career at GE. He talked of implementing Six Sigma (a rigorous process designed to improve productivity, increase profits, and enhance customer service) and shared his view that Six Sigma was not only about process improvement but aiso a way to develop leaders rapidly. He also suggested that 3M might be ripe for the establishment of its own "Crotonville," GE's vaunted center for cultivating leadership talent. That first meeting set into motion the creation of a new, intense, and exciting approach to developing 3M's leaders. F HUMAN RESOURCE PLANNING 45 One of Jim McNemey's first questions after arriving at 3M Company as its new CEO was, "What are we doing here to develop leaders?" The response from the 3M leadership development team convinced him ihe company could do more to develop high-potential talent. Almost immediately, he challenged the team to craft an intensive leadership development strategy that would rival that of his prior employer, GE. This article chronicles our...
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...| | |Job Advert Details | | | | | | | |BBC Media Action | |JOB DESCRIPTION | |JOB TITLE: Senior Projects Manager, Africa | |REPORTS TO: Regional Director, Africa | |BBC Media Action ...
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...Performance management Introduction Armstrong and Baron (2004) explain performance management as a management process that manages individuals and teams so that high levels of organisational performance can be attained. Further more, performance management also establishes a shared understanding about what is required to be accomplished with an approach that leads and develops people. This approach also ensure the management and the people / teams / groups that the expected performance levels subsequently deliver expected organisational performance. In order to understand performance management further, following individual and team objectives have been defined from my work-based experience: Section 1: Identify and agree performance objectives The link between individual, team and organisational objectives is established through shared performance targets that must be achieved at all levels i.e. individual, team and organisational so that business objectives can be addressed. Explaining it further, organisational objectives also define team and individual objectives in order to meet the business and organisational objectives. As an example, while working in a advertising agency as an account executive, my manager was persistent that his subordinates must understand the significance of a document called ‘job description’. This document is important because the job role has been defined drawing on the functional objectives, whereas functional objective are derived...
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...Diploma in Health & Social Care Level 3 | Unit number and title | Unit 44: Vocational Experience | Hand out Date | w/c 9th September 2013 | Hand in Date | 13th June 2014 | Learner Name | | Assessor name | Adelaide McLaughlin & New Lecturer (TBC) | | Assignment title | Vocational Experience | Criteria Assessed | P1 explain the structure and function of a health or social care organisationP2 report on own contributions to a specific team activity relating to health and social careP3 make regular reflective entries in a personal journal related to own contributions to work in a health and social care settingP4 present a portfolio of evidence from all placements that demonstrates the development of own practice in health and social care settingsP5 explain how continuing development of staff influences practice in settings.M1 assess how their contributions to the team influenced the success of the activityM2 assess how own development of knowledge, skills and understanding has made a difference to teams and individuals in health and social care settings M3 assess how continuing development of staff can enhance the care of patients/ users of services.D1 make recommendations as to how they could have adapted their own contributions to the team to enhance the success of the activityD2 evaluate how own effectiveness as a carer has developed as a result of workplace experiences. | The purpose of this assignment is to: to explore a health and social care organisation...
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...Management MGMT 591: Leadership and Organizational Behavior March 22, 2015 Part 1: Group Development The five-stage group-development model consists of: forming, storming, norming, performing, and adjourning. (Robbins 275) Forming stage. In this first stage, the team is getting to know each other, their backgrounds, work experience, and learning about their strengths and weaknesses. Informal leaders may start to emerge during this stage, and it’s important for management to recognize them. They are getting oriented with their surroundings as well as details about the task at hand. Management should be setting the stage for success by setting roles and responsibilities, providing instruction, guidance, expectations and structure. (Gervais 2014) Storming stage. At this stage, personalities start to come out (good and bad), group norms and/or cliques begin to form, and conflict between one or more of the members occurs. Management must address deviant behavior(s), misunderstandings, gossip/backtalk, etc and encourage communication, trust, and respect for each other. Norming stage. At this point, team members are conforming, getting along, supporting each other, and behaving in line with accepted and established group norms (such as showing up on time, contributing to the group effort, not speaking over each other, etc). Performing stage. At this stage, the team members’ efforts should be synchronized, cohesive and should be functioning well while performing...
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...“No one can be learnt for anything, you can just help to learn something " (Einstein) This chapter is dealing with the importance of staff development, objectives and roles of human resource management, the educational and training needs and methods of leadership development, career planning and team building. 13.1 The definition, purpose and role of personnel development within the human resource management system Once the organizational efficiency and effectiveness will be decided at the level of the individual work, the training in order to improve the performance is the function of human resource management. Those hotels and catering facilities who wants to develop in order to become competitive must organize programs to improve at the lower level of staff. The labour force improvement is the priority task of human resource management. Its main purpose is to encourage the staff for the desired behaviour and help them to achieve it. One of the main conditions of a successful operation is that the hotel or catering staff must have necessary knowledge, skills and competences which require reaching the mission. The importance of training and staff development is proved by the fact that the employees’ skills and competences became the core factor of success. One of the typical trends is in recent decades that the trainings are focusing on individual competencies, knowledge and skills are completed with programs which are developing ethical values. The activities...
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...Alameldin Mobile: +971-50-503-7146 Email: aua_usama@hotmail.com Dubai, UAE PROFILE Results driven development manager with more than 7 years of experience with focus on promoting software solutions through design, architecture, and development. I bring extensive experience in team management and have contributed to multiple functional and management domains and across industry sectors. Extensive experience in various technical domains such as: • Microsoft Office SharePoint • B2B development and deployment • E-government solutions and portals • Microsoft Framework • Software processes and standards • Cross-Functional team Management My work spanned across two continents with an in-depth knowledge of Middle Eastern cultural and social traditions; supported by an excellent command of two languages. I have passion for people, and I am a highly effective mentor and coach, adept at inspiring confidence, leading by example, and building high-performance teams committed to quality and responsiveness. EXPERIENCE SUMMARY Project Management • Broad knowledge and experience with tools and techniques for planning, organizing, monitoring and controlling projects as well as industry best practices and methodologies of processes and techniques for project management. • Full awareness of CMMI standards and process development. • Team Self Process TSP/PSP approaches and coaching methodologies. • Experienced in projects’ Financial...
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...The Five Stages of Project Team Development May 8, 2010 | Author: PM Hut | Filed under: Team Building The Five Stages of Project Team Development By Gina Abudi Every team goes through the five stages of team development. First, some background on team development. The first four stages of team growth were first developed by Bruce Wayne Tuckman and published in 1965. His theory, called “Tuckman’s Stages” was based on research he conducted on team dynamics. He believed (as is a common belief today) that these stages are inevitable in order for a team to grow to the point where they are functioning effectively together and delivering high quality results. In 1977, Tuckman, jointly with Mary Ann Jensen, added a fifth stage to the 4 stages: “Adjourning.” The adjourning stage is when the team is completing the current project. They will be joining other teams and moving on to other work in the near future. For a high performing team, the end of a project brings on feelings of sadness as the team members have effectively become as one and now are going their separate ways. The five stages: • Stage 1: Forming • Stage 2: Storming • Stage 3: Norming • Stage 4: Performing • Stage 5: Adjourning This article provides background on each stage and an example of a team going through all five stages. Stage 1: Forming The “forming” stage takes place when the team first meets each other. In this first meeting, team members are introduced to each. They share information about their backgrounds...
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