1. Model development “surge” for team building in higher education
Charlotte Clay Johnson, DM/OL (Candidate)
July 8, 2012
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2. Welcome

3. Model Development “SURGE” for Team Building in Higher Education
What “SURGE “means to Successful Team Building
Delegation of Responsibility
Empowerment of Employees
Steps to Ensure Team Effectiveness Throughout Life Cycle
Give a brief overview of the presentation. Describe the major focus of the presentation and why it is important.
Introduce each of the major topics.
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4. What is SURGE?
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5. Today’s Overview 1 2 3 Familiarize you with the new “ SURGE” Model
What “SURGE” means to your workplace 2
How do practitioners empower our employees to ensure team success 3
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6. Learning Objectives Delegate Empowerment Model Structure Ownership
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7. Delegation of Responsibility
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8. Delegation of Responsibility
The technology learning curve
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9. Who’s Who
Team Lead
Contact information
Jim
Dee
Mavis
Chris
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10. Working Toward Mastery
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Working Toward Mastery
Achieve Mastery
Get Experienced
Projects Worked On
Get Familiar
Time Spent
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11. Empowerment of Employees

12. Empowerment of Employees
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Empowerment of Employees
Define Work Roles
Perform Challenging Work
Influence Important Events
If there is relevant video content, such as a case study video, demo of a product, or other training materials, include it in the presentation as well.
Empowerment is an essential element in bridging the gap between power and behavior approaches to leadership
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13. How to Implement New Model “SURGE”

14. Four Phase Process to Ensure Team Effectiveness
Phase One
Use upper management to define the model boundaries for clarity.
Develop a small group of key business professionals; familiarity with the problem.
Keep the group to four employees.

15. Four Phase Process to Ensure Team Effectiveness
Team leader should have administrative and moderator skills; function as promoter.
Two or three more professionals with deep knowledge about specific problem.
Members should come from middle management; strong vision.

16. Four Phase Process to Ensure Team Effectiveness
Phase Two
Add (2) extra practitioners from IT; good knowledge about modeling.
Structure for higher education; financial aid, faculty, library services, etc.
Discussion should focus on broader picture of the organization.

17. Four Phase Process to Ensure Team Effectiveness
Phase Three
Data collection of existing knowledge and how to collect the data discussed.
Forming team structure completed in this phase.
Sub-team’s responsibilities are outlined in detail.

18. Four Phase Process to Ensure Team Effectiveness
Phase Four
Team restructure information and final modeling.
Similar structure with another team to consolidate group activities.
The liaison should have extensive business operation experience; tying all areas together.

19. Four Phase Process to Ensure Team Effectiveness
Phase Four
One key IT professional separate from the team leaders and sub-teams will work as the model controller making a master model.
Documenting the short-term results during the initial planning phase allows for modifications later.

20. Take Away First Fundamental
Team Leader must take the lead to model a project.
They are experts and have the most knowledge of core business operations.
Second Fundamental
Use IT professionals to set the standards of acceptable documentation forms.

21. Take Away
Administrators and Scholars care because organizational structures change.
Strict adherence to this model may serve as an avenue for organizations to SURGE over its competition.
SURGE model allows updating periodically to help the organization’s competitiveness within its industry.

22. Summary Define your challenges Set realistic expectation
Constant change in environment
Competitiveness, sustainability, and improving business operations
Set realistic expectation
Successful organizations are created
Keep your eye on the goal
Building effective teams
Building flexible models
Adjust organizational strategic planning
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23. Microsoft Engineering Excellence
Resources
Andolsen, A. (2008). The Ingredients of a Good Leader. Information Management Journal, 42(6), Retrieved from Academic Search Complete database.
Gehani, R., & Gehani, R. (2007). Mary Parker Follett's Constructive Conflict: A “Psychological Foundation of Business Administration” for Innovative Global Enterprises. International Journal of Public Administration, 30(4), doi: /
Parker, G. (2008). Team players and teamwork: New strategies for developing successful collaboration ,completely updated and revised (2nd ed.). San Francisco, CA: Jossey-Bass.
Phillips, J. (2010). The Speaker of the House of Representatives. Public Voices, 11(1), Retrieved from SocINDEX with Full Text database.
J., W. (2010). MARY PARKER FOLLETT ( ). Entrepreneur, 38(4), 22. Retrieved from Business Source Complete database.
Thompson, L.L. (2008). Making the team (3rd ed.). Upper Saddle River, NJ: Pear Prentice Hall.
Yukl, G. (2010). Leadership in organizations (7th ed.). Upper Saddle River, NJ: Pear Prentice Hall.
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24. Microsoft Engineering Excellence
Questions?
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25. Microsoft Engineering Excellence
Appendix
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Use appendix slides to store content that you might want to refer to during the Question slide or that may be useful for attendees to investigate deeper in the future.
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