1. HFT 2220 Team Building

2. Work Groups and Work Teams  Work Groups  Focus on their own jobs  Work Teams  Work together with communication, trust, commitment and goals

3. Work Teams Simple Work Team Simple Work Team Relay Work Team Relay Work Team Integrated Work Team Integrated Work Team Problem Solving Work Team Problem Solving Work Team

4. Stages of Team Development Forming Working Group Working GroupStorming Pseudo-Team Pseudo-TeamNorming Potential Team Potential TeamPerforming Real Team – High Performance Real Team – High PerformanceAdjourning Functional Functional Dysfunctional Dysfunctional

5. Supervisors as Team Leaders Supervisory Power Hierarchal Hierarchal Personal Personal Role Models

6. Work Team Concerns Social Loafing When team members tend not to work as hard in a team as they would on their own When team members tend not to work as hard in a team as they would on their own

7. Ways to Reduce Social Loafing Confront the loafer Produce the evidence Get agreement Look for underlying causes Work together on a solution Coach the loafer Encourage the loafer Reward the loafer

8. Effective Communication Three types of roles for a supervisor Three types of roles for a supervisor –Interpersonal Roles –Informational Roles –Decisional Roles

9. Factors Influencing Effectiveness of Organizational Communication Formal Channels Formal Channels Organizational Authority Structure Organizational Authority Structure Job Specialization Job Specialization Information Ownership Information Ownership

10. Formal Channels Can be cumbersome depending on size Can be cumbersome depending on size Can inhibit freedom of communcation Can inhibit freedom of communcation

11. Authority Structure Status and power differences often dictates who communicates with whom Status and power differences often dictates who communicates with whom Content and authority can be influenced by authority differences Content and authority can be influenced by authority differences

12. Job Specialization and Information Ownership Job specialization between departments can inhibit communication Job specialization between departments can inhibit communication Information ownership – employees may not want to share information affecting their jobs Information ownership – employees may not want to share information affecting their jobs

13. Vertical and Lateral Communication Vertical communication – communicating up an down between various levels in the organization Vertical communication – communicating up an down between various levels in the organization Lateral Communication – follows the pattern of work flow between members of a department, between departments, between line and staff. More informal. Lateral Communication – follows the pattern of work flow between members of a department, between departments, between line and staff. More informal.

14. Active Listening Focusing Interpreting Evaluating Responding

15. Other Active Listening Skills Mirroring Paraphrasing Summarizing and self-disclosure

16. Ten Commandments of Good Communication Seek to clarify your ideas before communicating Examine the purpose of each communication Consider the total physical and human setting before communicating Consult with others Be mindful of the overtones as well as the basic content

17. Ten Commandments (cont.) Convey something of value to the receiver Follow up Communicate for tomorrow Actions should support the communication Seek not only to be understood, but to understand.