Here I leave you with a summary of a very interesting book of Professor Hector Fainstein Argentino "The management of effective teams."
Friday, April 18, 2008
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Here I leave you with a summary of a very interesting book of Professor Hector Fainstein Argentino "The management of effective teams."
Here I leave you with a summary of a very interesting book of Professor Hector Fainstein Argentino "The management of effective teams."
Thursday, April 17, 2008
Thornless Blackberry In San Diego
They are defined as groups of people, very well equipped to analyze and make decisions that are established with long-standing criteria and are aware that a strategic tool within the organization. Its members, representing different strata and business functions, exchange information, approaches and attitudes with full support for decision making, knowing each other's presence; aimed at achieving goals and interests of the company, with high commitment, involvement and cohesion, usually under the administration of a leader or conductor
Among the characteristics of high performing teams are:
§ High sense of purpose or vision shared future.
§ A high level of interpersonal trust and willingness. § Advanced
respect for individual differences. §
Great multipolar development of communication open. §
Genuine need for sustained and enhanced learning. §
Systematic development of flexibility, adaptability and willingness to change. Systematic Practice §
effective working methods. §
operational strategy of shared leadership.
Source: Adriana Mejías
Photo: machincuepa.com
Tuesday, April 15, 2008
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HIGH PERFORMANCE MODEL DEVELOPMENT TEAM DEVELOPMENT METHOD Tuckman
Tuckman's model explains that while the team develops maturity, skills and establishes relationships among its members, the leader is changing his style leadership. Starting with a management style, moving into the coaching, then participating and ending with almost independent delegation. At this point the team could produce a successor leader and former leader can move from place to develop a new team. The authority and freedom extended by the leader to the team on the rise as the leader's control is decreasing.
phases of it are:
TRAINING-PHASE 1
At this stage the group is just conforming to what is also called as a stage of preparation or guidance. It is characterized usually because people try to stand out, also denoted insecurity and weakness among its members, despite the outgoing members quickly assume a leadership class. Conscience to remain predominant.
There is a high dependency on the leader in the guidance and direction. Individual roles and responsibilities are unclear. The leader must be prepared to answer lots of questions about the team's purpose, objectives and external relationships. The processes are almost always ignored. Members evaluated the tolerance of system and leader. The leader leads.
CONFLICT-PHASE 2
already established group, it is a time of tricks to reach a position, authority and influence among its members. Referred to this phase as dissatisfaction, setting or in the metaphor of a rowing boat turning in circles.
This is a period of testing the leader. Appear or generate disagreements and roles are eventually distributed. Leaders who left early probably will not survive this period: the most uncomfortable phase of group life is like a teenager in the group.
Decisions are not made easy in the group.
Team members compete with each other to take positions as they try to establish on their own relationships with other team members and its leader, who may receive challenges from team members. Clarity of purpose increases but amounts of uncertainties persist. They form gangs and groups and can provide power struggles. The team must stay focused on your goals to avoid distractors which have occurred due to the relationships among members and emotional issues. Commitment is required to make progress. The leader acts as a coach.
STANDARDIZATION-PHASE 3
Once ordered internal structure, then we have what the group has been formed. It is also called integration phase or take the course.
kind of behavior and contribution is acceptable and what not. Members explore behind the process of power struggle and begin to formulate some idea of \u200b\u200bthe identity of the group, now the group is in the minds of its members. Of course this is rarely done explicitly, so you can go back the earlier stage of conflict.
agreement and consensus is formed within the team, which responds well to the teaching of leadership. Roles and responsibilities are clear and accepted. Major decisions are made on the group, the small decisions are delegated to individuals or small teams that are formed within the group. The union and commitment are strong.
team can get involved in fun activities and social. The team discusses and develops its processes and how they work. The leader is respected by the team and part of leadership is shared by the team. The leader facilitates and trains.
PERFORMANCE-PHASE 4
From This time, the group begins to work on the basis of a relatively stable structure. This phase is also referred as Production or "Rowing at full speed."
The team is strategically alert. The team knows in advance why they are doing and what they are doing. The team has a shared vision and is able to stand on their own without the intervention or participation of the leader. There is a focus on achieving results and the team makes decisions for himself. The team has a high degree of autonomy.
Disagreements occur but now they are resolved within the team positively and necessary changes to the process and structure are made by the team.
The team is now able to achieve goals and to address issues of relationships, styles and processes along the road.
Team members are cared for each other. The team requires the leader to delegate tasks and projects. The team need not be instructed or assisted. Team members may request assistance from the leader. The delegation leader and go over all.
In this process diagram is presented as a linear sequence, but rather as a cycle after their initial training. But in reality, is not really a cycle, the group can go from any of his three previous statements to others.
In open groups, where members come and go, it can be reset to the phase of training, particularly if the group is small and substantial turnover.
END-STAGE 5
This stage is the group from a perspective beyond the purpose of the first four phases. Completion stage is undoubtedly very important for team members and their welfare, but not to the main task of managing and developing a team that clearly focuses on the four original stages.
At this stage the group provides its dissolution and death. Fortunately it is the disintegration of the group when the task is successfully completed and their purpose is reached. All members can be moved to new things feeling good about what they have achieved. From an organizational perspective, recognition of and sensitivity to the vulnerability of people in Tuckman's fifth stage is helpful, particularly if group members have been very close and feel a sense of insecurity or threat from this change. Feelings of insecurity may be natural for people with a sense of belonging and strong routine styles and empathy.
Disintegration stage is becoming more prevalent with the emergence of virtual organizations, which does not end when the project or order sought.
Source: Muniliberia.gov.cr
Photo:
congresopmicr.com
Tuckman's model explains that while the team develops maturity, skills and establishes relationships among its members, the leader is changing his style leadership. Starting with a management style, moving into the coaching, then participating and ending with almost independent delegation. At this point the team could produce a successor leader and former leader can move from place to develop a new team. The authority and freedom extended by the leader to the team on the rise as the leader's control is decreasing.
phases of it are:
TRAINING-PHASE 1
At this stage the group is just conforming to what is also called as a stage of preparation or guidance. It is characterized usually because people try to stand out, also denoted insecurity and weakness among its members, despite the outgoing members quickly assume a leadership class. Conscience to remain predominant.
There is a high dependency on the leader in the guidance and direction. Individual roles and responsibilities are unclear. The leader must be prepared to answer lots of questions about the team's purpose, objectives and external relationships. The processes are almost always ignored. Members evaluated the tolerance of system and leader. The leader leads.
CONFLICT-PHASE 2
already established group, it is a time of tricks to reach a position, authority and influence among its members. Referred to this phase as dissatisfaction, setting or in the metaphor of a rowing boat turning in circles.
This is a period of testing the leader. Appear or generate disagreements and roles are eventually distributed. Leaders who left early probably will not survive this period: the most uncomfortable phase of group life is like a teenager in the group.
Decisions are not made easy in the group.
Team members compete with each other to take positions as they try to establish on their own relationships with other team members and its leader, who may receive challenges from team members. Clarity of purpose increases but amounts of uncertainties persist. They form gangs and groups and can provide power struggles. The team must stay focused on your goals to avoid distractors which have occurred due to the relationships among members and emotional issues. Commitment is required to make progress. The leader acts as a coach.
STANDARDIZATION-PHASE 3
Once ordered internal structure, then we have what the group has been formed. It is also called integration phase or take the course.
kind of behavior and contribution is acceptable and what not. Members explore behind the process of power struggle and begin to formulate some idea of \u200b\u200bthe identity of the group, now the group is in the minds of its members. Of course this is rarely done explicitly, so you can go back the earlier stage of conflict.
agreement and consensus is formed within the team, which responds well to the teaching of leadership. Roles and responsibilities are clear and accepted. Major decisions are made on the group, the small decisions are delegated to individuals or small teams that are formed within the group. The union and commitment are strong.
team can get involved in fun activities and social. The team discusses and develops its processes and how they work. The leader is respected by the team and part of leadership is shared by the team. The leader facilitates and trains.
PERFORMANCE-PHASE 4
From This time, the group begins to work on the basis of a relatively stable structure. This phase is also referred as Production or "Rowing at full speed."
The team is strategically alert. The team knows in advance why they are doing and what they are doing. The team has a shared vision and is able to stand on their own without the intervention or participation of the leader. There is a focus on achieving results and the team makes decisions for himself. The team has a high degree of autonomy.
Disagreements occur but now they are resolved within the team positively and necessary changes to the process and structure are made by the team.
The team is now able to achieve goals and to address issues of relationships, styles and processes along the road.
Team members are cared for each other. The team requires the leader to delegate tasks and projects. The team need not be instructed or assisted. Team members may request assistance from the leader. The delegation leader and go over all.
In this process diagram is presented as a linear sequence, but rather as a cycle after their initial training. But in reality, is not really a cycle, the group can go from any of his three previous statements to others.
In open groups, where members come and go, it can be reset to the phase of training, particularly if the group is small and substantial turnover.
END-STAGE 5
This stage is the group from a perspective beyond the purpose of the first four phases. Completion stage is undoubtedly very important for team members and their welfare, but not to the main task of managing and developing a team that clearly focuses on the four original stages.
At this stage the group provides its dissolution and death. Fortunately it is the disintegration of the group when the task is successfully completed and their purpose is reached. All members can be moved to new things feeling good about what they have achieved. From an organizational perspective, recognition of and sensitivity to the vulnerability of people in Tuckman's fifth stage is helpful, particularly if group members have been very close and feel a sense of insecurity or threat from this change. Feelings of insecurity may be natural for people with a sense of belonging and strong routine styles and empathy.
Disintegration stage is becoming more prevalent with the emergence of virtual organizations, which does not end when the project or order sought.
Source: Muniliberia.gov.cr
Photo:
congresopmicr.com
Saturday, April 12, 2008
What To Write In A Card To A Bachelorette
Improving and groups can be formed through various methods differ from their approaches, their objectives and their context of application. Among these methods emphasizes the development of equipment called, who shares the values \u200b\u200bof organizational development, and as detailed below:
Source: Gil Rodriguez, F (1993) . Groups in organizations. Madrid: Eudemus.
Thursday, April 10, 2008
Can A Sctrch Be Herpes
EQUIPMENT ADVANTAGES OF TEAMWORK
As we have seen so far are numerous reasons for creating work teams, which go beyond mere benefits provided by any group, compared to the work of its members separately. In this respect, teamwork:
-facilitates the task (and indeed many tasks of the organization can not be achieved by other means).
-Facilitates the implementation of any program in its entirety or any of its stages (diagnosis, implementation and impact assessment), to have people generally representative of the entire organization.
-has greater power to influence the organization (the latter, for its part, finds it more difficult to cope or discredit the result obtained by a computer).
, increases motivation and satisfaction of its members at work, so usually not achieved by other means.
-contributes to the understanding of the organization, while the instructing, providing experience that may be transferred to other groups of the same.
organizations increasingly require teams to achieve their goals, this being a requirement inexcusable work done with modern technology. Moreover, the development and coordination of equipment is considered by experts and managers as one of the main problems faced by modern enterprises, hence the growing interest development of methods to increase the effectiveness of teams, an issue we will discuss it further at the next Post.
Source: Gil Rodriguez, F. (1993). Groups in organizations. Madrid: Eudemus
As we have seen so far are numerous reasons for creating work teams, which go beyond mere benefits provided by any group, compared to the work of its members separately. In this respect, teamwork:
-facilitates the task (and indeed many tasks of the organization can not be achieved by other means).
-Facilitates the implementation of any program in its entirety or any of its stages (diagnosis, implementation and impact assessment), to have people generally representative of the entire organization.
-has greater power to influence the organization (the latter, for its part, finds it more difficult to cope or discredit the result obtained by a computer).
, increases motivation and satisfaction of its members at work, so usually not achieved by other means.
-contributes to the understanding of the organization, while the instructing, providing experience that may be transferred to other groups of the same.
organizations increasingly require teams to achieve their goals, this being a requirement inexcusable work done with modern technology. Moreover, the development and coordination of equipment is considered by experts and managers as one of the main problems faced by modern enterprises, hence the growing interest development of methods to increase the effectiveness of teams, an issue we will discuss it further at the next Post.
Source: Gil Rodriguez, F. (1993). Groups in organizations. Madrid: Eudemus
Tuesday, April 8, 2008
The Bottom Of My Stomach Hurts
key new features that you can use a leader to form a good team.
1. Emphasize group recognition and rewards
2. Identify and build on the basis of the strengths of all
3. Building trust and a norm of teamwork
4. Strengthen the capacities of all to advance and face the changes effectively.
5. Empower the group to perform its work with the least interference.
6.Inspirar and motivate the team to reach higher performance levels.
7. Recognize individual and group needs and respond in a timely manner.
8. Encourage and support team decisions. 9.Ofrecer
teams work that challenges and motivates. Nine
functions of the organization in creating effective teams.
1. Unconditional support of senior management.
2. Information and resources.
3. Flexibility in the structure of tasks.
4. Adequate size and members.
5. Mission and objectives clearly defined. 6.Adecuada
structure of shared power, shared leadership.
7. Competent team leadership.
8. Assessment and application of feedback on team effectiveness. Proper 9.Socialización members.
Source: Christopher F et al (2002). Leadership: Theory, Application, Skill Development. Mexico: Thomson
Photo: www1.istockphoto.com
Sunday, April 6, 2008
When Wil Dry Socket Packing Dissolve
TEAM LEADERSHIP TEAM WORK REQUIREMENTS
Teamwork is something difficult to achieve, and therefore not all working groups get the desired success. The requirements to be able to develop good teamwork are:
• Participation: The first condition for teamwork in an organization is the level of participation of its members.
-
• LEADERSHIP SKILLS: Working as a Team Leader requires a sufficiently trained. In some teams, depending on each phase of development may be that the leadership role changes from one participant to another. Be proactive, know the objectives and goals, namely hierarchy, creating win-win situations, understand to be understood, cooperate to achieve synergies, to understand the physical, emotional, mental and social aspects of every individual, are common characteristics of leaders.
• METHODS, TECHNIQUES AND MEDIA: Teamwork necessarily require tools that every participant should be able to use a greater or lesser degree. The methods of analysis and problem solving, positive thinking, brainstorming. The public presentation techniques, ways of meeting, technical speeches, interviews, and hardware, such as halls, provision of blackboards, overhead projectors, computers are essential to address a team with all the guarantees.
• TEAM SPIRIT: Every organization has its values, culture, norms, patterns of historical and current behavior that directly affect Working in teams present and future. You can not work together without knowing the spirit of the company relative to teamwork. This spirit does not have to be written or executed.
• COMMUNICATION: Participants in a team is properly notified when the group communication process is known and used, there is real interaction. The importance of listening is basic. And know the different cultures (American, Japanese, German, Latin) of teamwork.
• NEGOTIATION: Teamwork requires solving problems and crises that always appear in greater or lesser extent. A good bargain overcome barriers and allows the team to revive production synergies and fulfillment of objectives and goals. Knowing the phases, attitudes and techniques for obtaining necessary agreements.
• SYNERGY PRODUCTION: Working in groups but only get to work together when there is a real production synergies, and the participants perceive their environment as well. Each individual notes as the team achieves a higher efficiency and effectiveness of the performance of any of its members, achieving performance optimization.
• OBJECTIVE / GOAL: The goals and objectives should be known to the team and its participants, they must be defined as temporal level, quantitative and qualitative. There may be some hidden agenda to team members but known by the leader or consultant.
Until next
Source: Fainstein, N. H (1997). EFFECTIVE MANAGEMENT OF EQUIPMENT. Buenos Aires: Macchi.
Teamwork is something difficult to achieve, and therefore not all working groups get the desired success. The requirements to be able to develop good teamwork are:
• Participation: The first condition for teamwork in an organization is the level of participation of its members.
-
• LEADERSHIP SKILLS: Working as a Team Leader requires a sufficiently trained. In some teams, depending on each phase of development may be that the leadership role changes from one participant to another. Be proactive, know the objectives and goals, namely hierarchy, creating win-win situations, understand to be understood, cooperate to achieve synergies, to understand the physical, emotional, mental and social aspects of every individual, are common characteristics of leaders.
• METHODS, TECHNIQUES AND MEDIA: Teamwork necessarily require tools that every participant should be able to use a greater or lesser degree. The methods of analysis and problem solving, positive thinking, brainstorming. The public presentation techniques, ways of meeting, technical speeches, interviews, and hardware, such as halls, provision of blackboards, overhead projectors, computers are essential to address a team with all the guarantees.
• TEAM SPIRIT: Every organization has its values, culture, norms, patterns of historical and current behavior that directly affect Working in teams present and future. You can not work together without knowing the spirit of the company relative to teamwork. This spirit does not have to be written or executed.
• COMMUNICATION: Participants in a team is properly notified when the group communication process is known and used, there is real interaction. The importance of listening is basic. And know the different cultures (American, Japanese, German, Latin) of teamwork.
• NEGOTIATION: Teamwork requires solving problems and crises that always appear in greater or lesser extent. A good bargain overcome barriers and allows the team to revive production synergies and fulfillment of objectives and goals. Knowing the phases, attitudes and techniques for obtaining necessary agreements.
• SYNERGY PRODUCTION: Working in groups but only get to work together when there is a real production synergies, and the participants perceive their environment as well. Each individual notes as the team achieves a higher efficiency and effectiveness of the performance of any of its members, achieving performance optimization.
• OBJECTIVE / GOAL: The goals and objectives should be known to the team and its participants, they must be defined as temporal level, quantitative and qualitative. There may be some hidden agenda to team members but known by the leader or consultant.
Until next
Source: Fainstein, N. H (1997). EFFECTIVE MANAGEMENT OF EQUIPMENT. Buenos Aires: Macchi.
Friday, April 4, 2008
How Many Kris Flyer Miles Do I Need
WHAT IS THE DIFFERENCE BETWEEN A PANEL AND A TEAM? MEETING OF GROUP II
Many people use the word team and group interchangeably, ignoring the fact that two concepts are treated quite different. The basic essence of the concept of Team contribution is often fair, the members in obtaining a goal, while a group is based on the willingness to follow orders.
is usually much easier to find a group a team. If we had a room full of professionals, we can group them according to gender, experience, specialty, age or any other factor. Form a group taking into account characteristics is not difficult, how complicated is to be effective. However, the industrial relations climate of that can go on a range of perfect compatibility up terrible intolerance, which at the time of reaching a consensus would bring many problems.
Instead, a team is much more complex form. Each member must be selected taking into account their skills and not just demographic data. For example, in the case of a business team find an accountant, a salesman, a company executive and a secretary. Each team member has a purpose and a role for the team and its success depends on the contributions of each. Usually there is usually no room for conflict when working in teams.
The successes of a group usually measured by its final results, not necessarily by the proceedings. In a group likely to argue, discuss and then attack the individuality of the members, seeking consensus. A jury is an example of this, no matter the process, if not the result.
The team does not depend on the pressure towards consensus (groupthink) to yield results. An example is found in the CSI team, each expert examines an aspect of the accident, and then looks for an answer compatible with all individual observations.
Finally, members of a group can leave the same when their opinions are unnecessary, something that happens very often. In the case of a computer , the absence of a member can alter the performance of the task, which often form a very cohesive whole, as the case of elite military units.
Source: Wisegeek.com
Photo: wikipedia
Many people use the word team and group interchangeably, ignoring the fact that two concepts are treated quite different. The basic essence of the concept of Team contribution is often fair, the members in obtaining a goal, while a group is based on the willingness to follow orders.
is usually much easier to find a group a team. If we had a room full of professionals, we can group them according to gender, experience, specialty, age or any other factor. Form a group taking into account characteristics is not difficult, how complicated is to be effective. However, the industrial relations climate of that can go on a range of perfect compatibility up terrible intolerance, which at the time of reaching a consensus would bring many problems.
Instead, a team is much more complex form. Each member must be selected taking into account their skills and not just demographic data. For example, in the case of a business team find an accountant, a salesman, a company executive and a secretary. Each team member has a purpose and a role for the team and its success depends on the contributions of each. Usually there is usually no room for conflict when working in teams.
The successes of a group usually measured by its final results, not necessarily by the proceedings. In a group likely to argue, discuss and then attack the individuality of the members, seeking consensus. A jury is an example of this, no matter the process, if not the result.
The team does not depend on the pressure towards consensus (groupthink) to yield results. An example is found in the CSI team, each expert examines an aspect of the accident, and then looks for an answer compatible with all individual observations.
Finally, members of a group can leave the same when their opinions are unnecessary, something that happens very often. In the case of a computer , the absence of a member can alter the performance of the task, which often form a very cohesive whole, as the case of elite military units.
Source: Wisegeek.com
Photo: wikipedia
Wednesday, April 2, 2008
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Meetings are held at all levels of organizations and are used for all kinds of activities. Currently the meetings are becoming more relevant, and its use is widespread, due to various reasons, including:
"The great importance attached to communication in general, and meetings in particular, in all sectors and organizational settings.
"The greater complexity of the tasks and problems, which requires the contribution of knowledge and efforts of different professionals and specialists.
-Increased participation employees in all activities of organizations.
-
more professional training of workers and especially those who assume leadership and management.
"The significant development of new technology that allows meetings in a more affordable, saving major impediments, such as physical distance, and reducing its cost.
But if meetings can be very useful to their work groups and their development can also have negative consequences to hold meetings not properly justified, may lead to unproductive or conflicting not only disinterested in people, but also motivation in the team and the emergence of conflicts among participants, which could end up even in a division or disintegration of the group.
Source: Alcover de la Hera, C. M (2004). Group techniques in organizational settings. Madrid: Piramide.
Photo: guiasenior.com
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