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Team Structure

Transcript: -A team's purpose points all members in the right direction and determines how the team should develop and move forward. -A health care team's general purpose is to provide or support patient care, although certain health care teams may have other specific purposes. -A properly functioning team requires all members to interact and coordinate their actions in order to achieve common goals or objectives. -To accomplish the team's goals, all team members need to be willing to listen to the opinions of other team members. Team Goals Team Structure -The structure of a team, and how well the team members understand that structure, often determines whether or not team is successful. -It is very important for all team members to understand each element of a team's structure. -If not, members risk wasting valuable time and resources working toward different objectives. Team Purpose Team functions are the activities that the team members must carry out to meet the team's goals. -Given the rapid advances in all areas of health care, team members must keep their knowledge and skills up to date. -How well team members perform their assigned duties has a direct impact on other members, the team's goals. and the patients care. General roles found within any team are:Team leader-Defines issues, sets the agenda, and coordinates work of team members -Recorder or secretory-records the ideas of all team members -Spokesperson-maintains contact with others on behalf of the group -Resource-provides unique knowledge on a particular issue Implementers- Carry out specific activities Team Members' Roles Team Functions

team structure

Transcript: TEAM STRUCTURE AND DYNAMICS INTRODUCTION: TEAM STRUCTURE AND DYNAMICS TEAM STRUCTURE - described as a less HIERARCHICAL ORGANIZATIONAL STRUCTURE IN WHICH INDIVIDUALS ARE DIVIDED INTO TEAMS. TEAM DYNAMICS - THE UNCONSCIOUS, PSYCHOLOGICAL FORCES THAT INFLUENCE THE DIRECTION OF A TEAM'S BEHAVIOR AND PERFORMANCE DEFINITIONS THE IDEA OF COLLABORATION THROUGH ICT GLIMPSE OF HISTORY 1 IN 1968, DR. JOSEPH CARL ROBNETT LICKLIDER, HEAD OF THE US ADVANCED RESEARCH PROJECTS AGENCY (arpa), WROTE IN AN ARTICLE, "THE COMPUTER AS A COMMUNICATION DEVICE." 2 HE ILLUSTRATED A VISION OF NETWORK APPLICATIONS AND PREDICTED THE USE OF COMPUTER NETWORKS FOR COMMUNICATIONS. 3 IN 1986, THE PHRASE COMPUTER-SUPPORTED COLLABORATIVE WORK CAME OUT. THE 1990S GAVE WAY TO GROUPWARE AGAIN WITH THE RELEASE OF LOTUS NOTES, MICROSOFT EXCHANGE SERVER, AND OUTLOOK. common principles of collaboration COMMON PRINCIPLES OF COLLABORATION PARTICIPATION ENCOURAGE PARTICIPATION FROM ACROSS YOUR ORGANIZATION WHEREIN THEY BELONG AS ONE. participation COLLECTIVE EACH NEEDS TO HELP THE GROUP REACH A CONSENSUS AND THEN TAKE ACTION COLLECTIVELY ON THE DECISIONS TO MAKE. COLLECTIVE TRANSPARENCY FEEDBACK AND TRUST ARE ESSENTIAL ELEMENTS OF COLLABORATION. BEING TRANSPARENT WITH INFORMATION IS CRUCIAL. TRANSPARENCY INDEPENDENCE ENSURE THAT GROUP-THINK DOES NOT EMERGE AND THAT PEOPLE ARE THINKING FOR THEMSELVES INDEPENDENCE PERSISTENCE YOU NEED TO BE PERSISTENT IN YOUR APPLICATION OF THESE PRINCIPLES, TO ENSURE THAT ALL CONTENT IS KEPT WITHING THE COMMUNITY AND EASILY ACCESSIBLE TO ALL MEMBERS. PERSISTENCE EMERGENCE YOU NEED TO ENSURE THAT YOU FOCUS ON THE END GOAL RATHER THAN WORRYING HOW IT IS ACHIEVED. THE COLLABORATIVE COMMUNITY SHOULD SET THEIR OWN GOALS AND OBJECTIVES. EMERGENCE PROJECT TEAM DEVELOPMENT 1. STRATEGY BEFORE TECHNOLOGY 2. LEAD BY EXAMPLE 3. CREATE A SUPPORTIVE ENVIRONMENT BEFORE RUSHING TO PICK THAT SHINY NEW COLLABORATION PLATFORM, FOCUS ON DEVELOPING A STRATEGY THAT WILL HELP YOU UNDERSTAND THE "WHY" BEFORE THE "HOW." 1 IF LEADERS AT YOUR ORGANIZATION DO NOT USE AND SUPPORT COLLABORATIVE TOOLS AND STRATEGIES THEN WHY SHOULD THE EMPLOYEES? LEADERS ARE VERY POWERFUL INSTRUMENTS TO FACILITATE CHANGE AND ENCOURAGE DESIRED BEHAVIORS. 2 IT IS CRUCIAL TO REWARD TEAMWORK AS REWARDING INDIVIDUAL PERFORMANCES. INCENTIVES CAN BE GIVEN AS TO HOW WELL THEY COLLABORATE WITH THEIR CO-WORKERS. A SUPPORTIVE ENVIRONMENT MEANS HAVING TRAINING AND EDUCATION RESOURCES FOR EMPLOYEES AS WELL AS EVANGELISTS WITHIN THE ORGANIZATION 3 "GROUP DYNAMICS" DESCRIBES THE WAY IN WHICH PEOPLE IN A GROUP INTERACT WITH ONE ANOTHER TEAM DYNAMIC STRATEGIES KNOW YOUR TEAM TACKLE PROBLEMS QUICKLY WITH GOOD FEEDBACK DEFINE ROLES AND RESPONSIBILITIES BREAK DOWN BARRIERS FOCUS ON COMMUNICATION PAY ATTENTION STRATEGIES THE IMAGE SHOWS HOW ROLES ARE DIVIDED AND EXPECTED FROM EACH TEAM ORGANIZATIONAL STRUCTURE

Team Structure

Transcript: Post-Doctoral Researcher at Technical University of Denmark & University College London Honors and Awards Co-applicant of Monash University Malaysia-Sunway Group of Companies Grant Scheme: “Development of a Sustainable Permeable Geopolymer Pavement System Using Fine Industrial Waste” (€20,400) 2018-2019 Sponsorship for US Patent (€10,000) 2017-now Geopolymer fireproof coats for steel structures using Nano-aluminosilicates”; Accepted grant proposal by Nano technology commercialization program, Iran Nanotechnology Initiative Council; May.2017; 2017-now Iranian elite foundation grants (€25,000) 2016-2017 Full Fellowship Award for Ph.D. Candidates from Brightsparks UM (€20,000) 2012-2015 Senior Team Of England Post-Doctoral Researcher at Imperial College London Senior Team Of Tehran Senior Team Of Shiraz Amin Kashefi Senior Team Of Denmark Mohamad Mehrali Post-Doctoral Researcher at Technical University of Denmark Pooriya Ghadir John Provis Navid Ranjbar Post-Doctoral Researcher at Delft University of Technology Geo Con Senior Team Of Netherlands Team Structure Senior Team Advisor Mehdi Mehrali Research Assistant at Shiraz University Fire Retardant Concrete Work on waste materials High strength ceramic by Hot-press method Abrasion of Geopolymer Pavements Ray Absorbent Shield Carsten Künzel Head Of The Team Ph.D. Student at Iran University of Science and Technology Soil Stabilization using biopolymers June 2016-present Synthesis and characterization of chitosan from shrimp shell for a soil stabilization. Geopolymers and alkali activated cements August 2016-present Mechanical and microstructural characterization of soil stabilized with geopolymers. Professor of Cement Materials Science & Eng at University Of Sheffield

Team Structure

Transcript: i3MEDIA SEO Department The Theory Spreads accountability Places focus on delivery Allows me to spend a week getting stuck into priority campaigns in the confidence that there is a campaign coordinator overseeing other campaigns Improves onboarding Team Structure Content Lead Content Lead Plans campaign topic hubs Plans engagement content Ensure content is of high quality Looks for opportunities to improve website content Outreach Lead Outreach Completes backlink audit Creates back-link requirement document Creates POA Ensures targets are met and links of appropriate quality Looks at new outreaching opportunities Tech Lead Tech Lead Resolves technical issues on sites Implements tech boosts Establishes clients desired goals and ensures they are being tracked correctly Works to improve site UX and CRO Ensures on-site is correct Communicates with client and devs PPC Lead PPC Lead Coordinates online advertising campaigns Ensures campaigns are being worked Ensures budgets are stuck to Communicates with client to understand their priorities / goals Campaign Coordinator Campaign Coordinator Facilitator and implmentor coordinates all campaigns facilitates communication works with department leads to ensure targets being met assists target leads on struggling campaigns prioritizes and communicates concerns from account managers coordinates x over Client within the agency Preempts potential issues Knows the client inside out Reviews work done from client perspective Ensures clients are getting value for money Regularly reviews campaigns and highlights issues with campaign coordinator Communicates client needs with campaign coordinator Highlights campaign successes with team Communicates strategy and approach with client Identifier Account Managers

Team structure

Transcript: Band 7 - Director of.... Acquiring and Ireland Country Management Barclaycard Payment Acceptance and Global Payments Europe's Largest Acquirer; Processes 1/3 of all txns; V.me development partner; Entrepreneurial; Commercially driven VC backed; Focussed on IPO; Revenue hungry; "Non-traditional" Visa member! VE Board Director Visa UK Board Director Irish (licensed) Acquiring Members Visa Future of Payment products to support their innovations agenda – VPP, V.me, VPP, Mobile NFC Optimise usage of the Debit card to grow income Leverage consultancy expertise to assist with knowledge gap on managing Credit book growth. SME proposition to achieve NPP and meet customer needs – e.g. Business Debit VPP for business Threats Irish Domestic commercial framework Credit contract due to expire Dec 2013 Economic climate driving customers away from Credit to Debit impacting income lines for banks Heavy regulatory distraction as a result of government ownership BOI/PTSB RM Responsible for setting: Vision for team; Roles and responsibilities; Individual objectives; Leadership Local rep - "RM for Ireland" AIB Merchant Services; Elavon - european outlook; Chase Paymentech - global. iTunes and Amazon; Issuing association accounts? xx Acquiring association accounts? xx Increase penetration of credit, debit and business debit to existing BOI customers Increase activation rate of cards issued MasterCard credit portfolio (contract end Sep-2015) UK Post Office current account w/ Debit Card Northern Ireland Maestro card Department of Social Protection ePayment solution (BOI is DSP banker) V.Me wallet Visa Personal Payments NFC Threats Commercial framework Ambition for sole-scheme for credit Debit may cannibalise existing credit usage BOI engaged with locally with ebay/Paypal and Google organisations Country Manager Ireland AIB - KAM Manages RM team in Ireland; Deputy to Director of...; Stakeholder engagement in Ireland; Face of Visa in Ireland V.me; Contactless; mPOS; Pan - European aspirations; Operationally 'hungry'; Managed separately? WorldPay (UK) Limited WorldPay KAM

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