eam Building: How to Organize and Manage a Potent and Unified Staff
 
The knowledge and skill practice you provided our TQM team facilitators has not only helped the teams to be more successful, it has made a tremendous difference in the way the participants manage. Now that I've seen the results of your work, I can tell you that in class you did a terrific job of modeling the behavior you were teaching. Maybe that's why your teaching "took". 
James Allen, Director of Human Resources, MA/COM Adams-Russell Antenna & Cable 

 
Although people are incredibly dependent upon one another for the achievement of their work goals they waste a great deal of energy playing win/lose games ... working on hidden agendas... and in effect, being competitive instead of being collaborative. As a result, the organization never realizes its full potential. 
An organization's effectiveness depends on the dynamic integration of its various management teams. Without this, all the organization will produce is costs, little growth, and few rewards. The critical issue is how to mobilize each individual's personal investment of time, energy, and talent into a single minded drive for accomplishing the organization's mission. No other effort will make a greater impact in the success of the enterprise than this. 

 
 
Time Frame - One day
Audience - Managers and supervisors who seek greater staff cohesion

 
 
Results Achieved
Skills Acquired
  • discern the difference between team-work and the team-role cycle in planning team activities
  • comprehend one's preferred role in team-work situations
  • know how to change one's role according to the needs of the team
  • ability to provide effective leadership in a team-work activity where collaboration is critical to the group's success
  • recognize six critical issues that are controlled by the manager and which can insure the productive or destructive functioning of a team
  • identify the "group think" syndrome and utilize appropriate strategies to avoid it
  • know how to set performance and quality standards, operating and feedback systems so that a team can become self-managing
  • utilize five steps to holding shorter, more dynamic meetings where issues come to closure rapidly
  • ability to use four different approaches to resolving conflicts within the team
  • comprehend the pitfalls involved in team decision-making and in decision-making between groups; know strategies for bypassing such problems
  • recognize and coach the characteristics of successful teams

 
 
 
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