1. Lead & Manage People

2.  What is Teamwork?  Prepare a definition

3.  Existing or permanent teams Include paid or volunteers  A new group or team formed to handle a specific project Ie project based

4.  Quality Circles  Multifunctional or Cross-Functional Teams  Problem Solving Teams  Management Teams  Work Teams  Self-Managed Teams  Virtual Teams  Matrix Teams  Merged Teams  Project Teams

5.  Demonstrate trust, support & respect towards team members  Identifying work goals for the team  Prioritising and completing work goals within deadlines  Recognising and accommodating cultural differences  Seeking and providing assistance to team members  Responding to feedback from team members  Building on quality service through continuous improvement  Hospitality Management Strategy & Operations L. Van Der Wagen 2 nd Ed p.46

6.  Contribute ideas  Help others  Give feedback  Check understanding  Ask questions  Respect differences  Follow procedures  Share leadership  Agree on goals  Hospitality Management Strategy & Operations L. Van Der Wagen 2 nd Ed p.47

7. o Members are skilled in all the various leadership and membership roles and functions o The team has developed a well established, relaxed working relationship o There is loyalty among members o Values and goals are in harmony o All problem solving, decision making etc. occurs in a supportive, trusting atmosphere

8. o All the material contributed to the team is treated as 'ours' o Constructive use is made of criticism - members do not take disagreements personally or confuse rejection of ideas as rejection of the individual. o The team is eager to help each member develop to his/her full potential o There is strong motivation from each member to communicate fully and frankly to the team all the teams activities

9. o Failure to listen to what other members are saying o Constantly reiterating arguments o Constantly interrupting o Trying to put others down o Failure to participate o Silent members not drawn in o Dominant members allowed to control proceedings o Everyone pushing own views, not clarifying, developing, encouraging o Unwillingness to accommodate others' views or needs o Raising irrelevant or unhelpful points o Not recognising how members are feeling about the discussion

10.  Brainstorm a list of benefits of working in a team

11.  Team objectives may include: Achieving sales targets Performance targets for a particular project Increase productivity Meeting key performance indicators

12.  Expectations, roles, responsibilities need to be communicated and may include: o Nature & scope of work o Relationships with others in the workplace and interdependent areas of activity o Expectations around communication o Reporting requirements

13.  According to Bruce Tuckman’s model, a team’s ‘life cycle’ has five stages: o Forming o Storming o Norming o Performing o Adjourning (Mourning) o http://www.bnet.com/2422-13731_23- 220824.html http://www.bnet.com/2422-13731_23- 220824.html

14. o Forming is the first phase in a teams development o ‘Strangers’ come together to carry out a task or activity o There is little common understanding about the teams aims, and individual roles and responsibilities are unclear o Feelings, weaknesses and mistakes are covered up o People show little care for others’ values & views

15. o Newly formed teams depend on their leaders for guidance and direction o Be prepared to offer a lot of information about the team’s purpose, its objectives, its customers and so on o Use directive behaviour explained by the situational theory of leadership or the telling behaviour outlined in the continuum of leadership styles

16. o The storming phase describes the conflict where people explore their differences in values, working styles and aims o Cliques may form, power struggles may develop and leadership may be challenged o Productivity remains low o Team learns through trial & error o More risky as personal issues are opened up and the team becomes more inward looking o There is more concern for the values, views and problems of others in the team

17.  Leaders need to make it safe for the members to experiment and try new ways, allowing them to recognise their mistakes and learn from them

18.  Confidence and trust begin to emerge, together with a more systematic and open approach, leading to a clearer way of working  There is greater valuing of people, clarification of purpose, establishing of objectives, systematic collection of information, considering of all options, preparation of plans and progress reviews to make improvments

19. o Codes of behaviours, customs and policies are established both formally and informally o All members learn where they stand in relation to others and gain a clear idea of their role and the contributions they can make o Roles & responsibilities become clear and accepted o There is less ‘me’ and more ‘we’ o They start having fun with each other

20. o They will depend less on the leader, although they will continue to need their guidance and confirmation o Leaders are more of a facilitator and an enabler: ‘participating’ in situational leadership terms and sharing in the continuum of leadership terms

21. o They achieve synergy, creativity, harmony and high productivity o Members work together as a nicely balanced whole to achieve more than would be expected from them individually o Performing teams are mature teams whose members can work together or independently to achieve their goals o They draw from each other’s unique strengths and compensate for each other’s weaknesses

22. o High productivity o High satisfaction and team spirit o High morale, team spirit, loyalty and cohesion o Open communication, close teamwork o Flexibility, trust, resourcefulness and innovation

23. o Their leaders become a colleague and a resource to help the team achieve their goals o The team is capable of setting, monitoring and achieving its goals with little direction from the leader o Use of delegation leadership style

24.  Final stage of some teams  Temporary disband, or close down  This leaves a hole or sense of emptiness in team members, with feelings of loss and sadness  Some teams never reach the full stage of adjourning but when a team member leaves a form of mourning occurs

25.  Teams that go through these stages successfully should display: Clear objectives and agreed performance goals Openness and confrontation Support and trust Co-operation and conflict Good decision making Appropriate leadership Review of the team process

26.  What are some issues or problems that can occur in teams  What have you experienced in your workplace

27.  As a team’s process or ways of working together establishes, a team culture or norms develop  As teams mature, the accepted behaviour patterns and ways of doing things become clearer and more recognisable

28.  Outline a poorly performing team culture and compare it to a high performing team  Look at feelings, behaviours and results in your comparisons

29.  The unique pattern of forces operating in a group that affects particularly the interactions between members and their relationships with each other  The way people operate together and their behaviour towards each other which influences how they go about achieving the task

30.  Benefits of innovation of ideas within a team, may include: o Suggestions about how to do things better o Alerting colleagues to potential new technologies o Trying new approaches to old problems o Seeking information or ideas from unexpected places

31.  Leadership skills which will encourage open & supportive communication styles within the team include: o Planned & unplanned exchanges of information o Providing open access to documents o Using technology to support effective communication (ie email groups) o Involving others in developing solutions o Being prepared to declare own need for assistance o Providing constructive feedback

32.  Leadership skill required to encourage team work in the work environment include: o Performance, vocational and personal counselling o Recognition and prompt resolution of problems o Dealing with grievances o Disciplinary skills o Coaching in the ways of working with colleagues

33.  Neither too much or too little group conflict is desirable  Managers should stimulate conflict to gain the full benefits of functional conflict, but reduce its level when it becomes a disruptive force (dysfunctional conflict)

34.  Industrial Relations  Occupational Health & Safety  Workers Compensation  Superannuation  Equal Employment Opportunity  Anti-discrimination  Refer to handout