Professional Documents
Culture Documents
3/30/2013
Overview
What is a Team
Why is Culture important for a Team How to Develop an Effective Team The Team Effectiveness Model
A team, on the other hand, jointly works on a collective product, producing a synergistic outcome
Group
Strong, clearly focused leader
Individual accountability
Team
Shared Leadership Roles
Individual and mutual accountability
1 Adapted from The Disciple of Teams by J.R. Katzenbach and D.K. Smith. Published in Harvard Business Review, March-April 1993, pp.111-120
Pay and perks are great, but employees are looking for something more. They want to feel involved, make a difference and be given a chance to grow.1
The office is a persistent, subliminal communication system that reinforces or undermines the companys culture. The office is a strategic driver.2 A study found that the level of fit between the values of an organisation or culture and the values of its new employees was a clear predictor of whether employees stayed with an organisation for more than a year.3 Griffin Hospital in the U.S. changed its culture to empower employees. As a result, they have one of the lowest nursing turnover rates in the country 4: 5% compared to an industry average of 17%.5
1. Dr. Amy Lyman, HR Strategic Review, Vol 3(1), November-December 2003, 2 Julia Boorstin, Fortune, January 2004, 3. Dr. David Week, The Culture Driven Workplace, 2002, 4. Dr. Christian Vandenberghe, Journal of Organisational Behaviour, Vol 20(2), 1999, [5] Dr. Amy Lyman, HR Strategic Review, Vol 3(1), November-December 2003,
1992
90% 80% 70% 60% 50% 40% 30% 20% 10%
2000
85-90%
68%
62% 38%
30%
20% 10% 0%
32%
20% 10% 0%
10-15%
Tangible Assets Intangible Assets
Tangible Assets
Intangible Assets
Tangible Assets
Intangible Assets
0%
IMPROVES PRODUCTIVITY
Creates environment for innovation Increases employee dedication
ENHANCES BRAND
Heightens public perceptions Clarifies communications Aids recruitment and retention Simplifies succession planning
Identifies nonperformance
Creates legacy
If organisations are not investing in culture and leadership, theyre not investing in the future.
Dr. Allan Hawke Former Secretary, Department of Defence
The test of the value of the culture is its resilience to shocks and its speed of response to crises. Because of culture, we have come out stronger each time we had a crisis.
Greg Bourne, Regional President, BP
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High trust:
11
12
A. Purpose/Goal
Characteristics:
Clear about what has to be achieved together, use specific measures Clear about the long term vision for us Clear about the unique purpose of this team Clear on shared priorities and how to achieve goals Clear on how we link into and contribute to the strategic framework of the bigger whole great
poor
13
B. Roles/Accountabilities
Characteristics:
Each role defined using the right metrics and being agreed to by all Interdependencies of individual roles Individual contributions defined and linked to team goals Transparency about deliverable from all
poor
great
14
C. Process
Characteristics:
Teams interactions [including meetings], using time wisely [right topics, right direction, right people] Output for each interaction/meeting is clear Team members have the necessary information to contribute effectively Team rules are established Reporting/communication processes streamlined and automatic great
poor
15
D. Relationships
Characteristics:
Understand own and other team members style, likes, dislikes, motivations, etc. Have a defined and agreed way the team wishes to behave Allowing differing points of view to be heard Trust that members support each others success Trust in everyones competence to do their job Trust that members are open and have integrity
poor
great
16
Summary
What is a Team
Why is Culture important for a Team How to Develop an Effective Team The Team Effectiveness Model
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