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Leadership and Team Management

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Leadership & Team Management ­ MGMT 623
Lecture 37
Team Meetings
Team meetings keep members informed and provide a forum for problem solving, decision-making,
and innovation. Meetings, when productive, are also one of the primary ways to develop team member
relationships, enthusiasm, and spirit.
Effective Meetings at Work: Focused, Crisp and Short
Why Do We Love Meetings?
o  Get full attention
o  Learn Things
o  Uncover Information
o  Follow-up questions can be answered right away
o  Full Review of material/activities
o  Efficient form of decision making
o  Accountability
o  Opportunity to prepare
Why Do We Hate Meetings?
o  Technology is not helping, videoconferencing too expensive, teleconferencing is inadequate
o  Virtual teams need better tools
o  No clear purpose
o  Attendees come unprepared
o  Meeting overload
o  Outlook/Time Tracker not used consistently
o  No agenda
o  Too much time wasted
Do We Need to Meet?
o  The purpose of a meeting is...... to utilize the talents of all present? Share Info?
o  You get feedback from all
o  Who decides to meet?
o  Who needs to be there?
o  Which meetings can we eliminate?
o  What are the alternatives to meetings?
Types of Meetings
o  Leadership/Management: to review the overall organization performance, setting up new
goals and targets, headed by CEO, or Chairman.
o  Department Specific: to review the departmental performance, headed by the head of
o  Project Management: to review the overall project performance, headed by Project Director
or Project Manager.
o  Other Meetings
o  Quarterly Business Review: to review the quarterly progress report of all the
departments in the organization.
o  Client Specific: to meet with specific client/customer to discuss the business matters
o  Functional Team: meeting with in the department between different teams exist in one
o  Special Project: meeting on special project
o  Performance Review (1-1): to review the performance
Others: a number of unscheduled meetings has also arranged on different level of organization.
Leadership & Team Management ­ MGMT 623
Meeting Techniques:
o  Ask yourself, "Is this meeting really necessary?"
o  Have a goal for the meeting. What do you want to accomplish?
o  Have an agenda with clearly stated items and the amount of time to be allotted each one. Send
out the agenda at least one day ahead of the meeting.
o  Limit attendance and appoint a leader.
o  Stay focused on the agenda. If a new topic is introduced, add it to the list of future agenda items
or negotiate with the group if it should be discussed now. Have a clock in the room.
o  Strive to get everyone involved in the discussion, avoid domination by one or two members.
o  Foster rigorous debate and brainstorming, while respecting each other's opinions.
o  Use visual aids. Have a flip chart and use it.
o  Keep minutes of the key points raised and actions to be taken, then follow up.
o  Do a two-minute evaluation of the meeting. Ask everyone what went well... what could be
Better Meetings
o  Preparing for the meeting
 What's the purpose of the meeting?
 Suggest an agenda
 Send in advance
 Invite revisions
o  Listening
 In most cases, spend most of your time on listening.
 Ask questions to guide the meeting and to insure that soft-spoken contributors are
 Help moderate the dominating non-contributors
 Summarize key accomplishments of the meeting
 Note next steps
 Assess how you might improve next time
Meeting Roles
Primary facilitator
 Responsible for organizing the meeting and guiding the execution.
 Writes the agenda describing objective and scope of meeting.
 Distribute the agenda to the meeting participants
Minute taker
 Responsible for recording the meeting.
 Identifies action items and issues
 Release them to the participants
Time keeper
 Responsible for keeping track of time
The Meeting Process
o  Plan
o  Start
o  Conduct
o  Close
o  Follow Up
Planning Meetings
 Idea and purpose of the meeting should clearly define. And conveyed to the all
Leadership & Team Management ­ MGMT 623
o  Participants and assignments
 Who should attend the meeting? Meeting member with the organization. In case of
external member, informed him before the time.
 Advance preparation, if any
 Necessary activities related with meeting
 Prioritize the activities.
Date, Time, and Place
 Optimal time of day, which will be given by the chair of the meeting
 Maximum length of meeting
 Logistics and technology
Leadership: who will chair the meeting? CEO, departmental heads.
Written plan
 Advance distribution to attendees of the four items listed above
The Meeting Process: Planning
Ensure all team members are aware of meeting time and location ­ address possible
barriers to attendance.
Reserve meeting room before the meeting.
Prepare materials for each participant equally.
Follow-though on commitments made at last team meeting
Before the Meeting
Set agenda in advance and distribute: Have a clear agenda -- and stick to it. Watch out
for tangents or brainstorming at the wrong times. Keep track of side issues for later
 Confirm attendance or early regrets
 Contribute to agenda in advance
 Prepare your discussion items
 Read draft materials to be discussed
 Bring all relevant materials
 Arrive 5 minutes before meeting
Identify each type of issue on agenda
 FYI -- Communicate
 BS -- Brainstorming
 PS -- Problem Solving
 DECIDE -- Decision needed
Role of Team Members
 Contribute agenda items
 Contribute to discussions
 Practice & encourage active listening
 Follow through on tasks of Partnership Agreement
 Share appropriate information with co-workers
Tips and Tricks ­ Before Meeting
 Know your audience/participants
 Know your agenda/topics
 Know the objectives you want to achieve
 Do the homework before meeting
 Know the room/seating arrangements
 Feel good about how you look
 Assign time frames and discussion leader to each item
 Updates on decision taken during previous/last meeting (action taken)
Leadership & Team Management ­ MGMT 623
The Meeting Process: Start
 Arrive early
 Set up the room
 Greet team members
 Reach consensus on an agenda
 Set or review team rules
 Begin within a few minutes of scheduled start time
The Meeting Process: Conduct
 Cover one agenda item at a time
 Manage discussions
 Maintain focus and pace
 Address and work through conflicts
The Meeting Process: Close
 Summarize decisions
 Review action items & discuss "homework"
 Schedule next meeting(s)
 Evaluate the meeting
 Thank team members
The Meeting Process: Follow Up
 Distribute meeting notes/minutes promptly
 Fill agendas, notes, and other documents
 Follow-through on activities
Meeting Length and Frequency
Things to try:
 Shorter meetings
 More frequent meetings
 Cut meetings short if necessary, and reconvene later
Meeting Room Facilities
A computer of the appropriate spec
Intranet and internet access
A projector/Multimedia
Video Conferencing (if required)
Seating arrangement should suit the purpose of the meeting
Auditorium-style to promote efficient one-way information delivery
In the round to encourage cross-team communication
Virtual Team Meetings
 Include all participants as facilitators and discussion initiators
 Ask specifically to each remote member to contribute
 Be sensitive to time zone issues, vary times
 Technology must be the best as possible
Video-conferencing, teleconferencing
 Build in social time before and after scheduled work meeting
 Include recognition of key efforts out in all locations
 Schedule special events when teammates get together face to face
Table of Contents:
  2. FOCUSING ON PEOPLE: THE KEY TO SUCCESS:People in the Process, Developing and Sustaining A World-class Workforce
  3. LEADERSHIP:Characteristics of Successful Leader, Why Study Leadership?
  4. LEADERSHIP (CONTD.):Characteristics of Leaders Who Fail, Why Leaders Fail?
  5. MANAGERS VS LEADERS:Characteristics, Effective Leadership, Respect for Diversity
  6. FOLLOWER-SHIP:Importance of Followers, Follower-ship Style
  7. LEADERSHIP PROCESS:Strategies for Cultivating Exemplary Followers, Important Traits of Leaders
  8. LEADERSHIP PROCESS (CONTD.):Qualities of Leaders, Self-Confidence, Integrity
  9. LEADERSHIP THEORIES/ APPROACHES:Personal Characteristics of Leaders, Managerial Grid
  10. CONTINGENCY THEORIES OF LEADERSHIP:The Fiedler Model, Situational Leadership Theory, Path-Goal Theory
  12. THE LEADER AS AN INDIVIDUAL:Personality, Situation, Heredity, Environment
  13. ATTITUDE-PERSONALITY:Job Satisfaction, Work Situation, Self - Monitoring
  14. BIG FIVE MODEL, MYERS BRIGGS TYPE INDICATOR (MBTI):Sub-Categories Defined, Information Gathering
  15. SITUATIONAL FACTORS:Social and psychological climate, Culture of the organization
  16. BECOMING A LEADER! WHAT DOES IT MEAN & HOW DO YOU GET IT?:Mission Statement, Leading oneself
  17. BECOMING A LEADER:Elements of Leadership, CONCEPT OF POWER,
  18. UNDERSTANDING POWER:Sources of Power, Responses to the Use of Power, Managing Political Behavior
  19. LEADERSHIP POWER & INFLUENCE:Positional Power, Being an Effective Leader
  20. LEADERSHIP AND EMPOWERMENT:Power sharing and Empowerment, Share Information
  21. MOTIVATION:Guidelines for Delegating, Human Resource Approach
  22. MOTIVATION AT WORK, MOTIVATION AND LEADERSHIP:What Factors Diminish Motivation in the Workplace
  23. LEADERSHIP COMMUNICATION:Communication & the Four Management Functions
  24. REVIEW-1:Organizational Performance, That is the Role of Management?, Leaders Vs Managers
  25. GROUP & TEAM CONCEPT:Groups versus Teams, Deciding When to Use a Team
  26. TEAM DYNAMICS:Stages of Group Development, Problem-Solving Teams, Benefits of Teams
  27. BUILDING THE TEAM:Leadership success requires, Strategies for Team Building
  28. A TEAM-BASED ORGANIZATION:Basic Steps, Span of Control, Categories of Decisions
  29. DECISION MAKING:Categories of Decisions, The Decision-Making Process
  30. TEAM DECISION MAKING:Team Problem Solving Techniques, Concept of QC
  31. EFFECTIVE TEAM COMMUNICATION:Team/Group Communications
  32. CONFLICT IN TEAM:Sources of Conflict, Scarcity of Resources, Dysfunctional Outcomes
  33. TRAINING/LEARNING OF TEAM:Training Methods, Phases of Learning Cycles
  34. LEARNING ORGANIZATION:A Litmus Test, Work Relations
  35. REWARDING & RECOGNIZING TEAMWORK:Compensating Teams, Individual or Team Rewards?
  36. MANAGING/LEADING VIRTUAL TEAMS:Communications in Virtual Organizations, Virtual Leadership
  37. EFFECTIVE TEAM MEETINGS:Better Meetings, Meeting Roles, Meeting Room Facilities
  38. LEADING TEAM:Team Leadership Structures, Leadership Demands and Duties, Leadership Direction
  39. REVIEW-II:Types of Teams, Characteristics of High Performance Teams, Sources of Conflict
  40. STRATEGIC LEADERSHIP:Strategic Management, Determining Strategic Direction, Developing Human Capital:
  41. LEADING CHANGE:Dynamics of Change, Change Models, Unfreeze
  42. CREATIVE LEADERSHIP:Awaken Your Senses, How Might These Definitions Be Integrated
  43. ETHICS IN LEADERSHIP:Character Traits Reflect Ethics, Manifests Honesty
  44. LOOKING AT THE FUTURE: WHAT COMES NEXT:Benefits of Teams, Ethical Leadership,
  45. TEAMWORK: LEARNING FROM NATURE:Social Behavior, Termites, Learning from Nature