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TEAMWORK

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by

Gabriel Holz

on 27 September 2013

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Transcript of TEAMWORK

TEAMWORK

"Essentials and barriers"
What is a team?
"A team consists of two or more persons, who are in social interaction, with a solid structure, with shared goals and who perceive themselves as a team."
What creates a good team leader?
What are my weaknesses and how I might sabotage a team?
What potential barriers do exist?
What constitutes a good team?
What are my strengths and how I contribute positively to a team?
Dr. Sabine Vollmert-Spiesky
appreciation and acceptance
good communication
cooperation
rules for decisions
assume responsibility for
collective work results
discuss problems
constructive criticism
open-minded and reliable
own
experience
Process of team building
Forming
Storming
Norming
Performing
Adjourning
This ideal type of teambuilding-process was developed by Bruce Tuckman. The last stage "adjourning" was added in 1977 in order to consider also the disbandment of a team.
diverse mindset
respectfulness
own
experience
STOP
different expectations
distinct conformity
interrupted flow of information
completely different
moral concepts
structural deficits
deep-seated stereotypes
own
experience
Researches have revealed that team members tend to follow and support the group opinion too fast and without considering another solution for the particular problem. Thus, distinct conformity leads to wrong decisions and causes (economic) damages.
It is essential to discuss the expectations of each team member at the beginning of the project (Forming). In case the expectations of just one team member are unspoken, the group will not consider this and the particular team member will feel misunderstood. Furthermore the quality of his or her contribution will suffer which might affect the quality of the whole group work.
organising ability
diverse mindset
analyst
open-minded
team player
self confident
tolerant
stre
ngth
stre
ngth
stre
ngth
stre
ngth
stre
ngth
stre
ngth
stre
ngth
My working experience reflects my diverse mindset. During my cooperative study programme in cooperation with the Commerzbank AG I have worked in three completely different departments. For half a year I have worked for the marketing team were I have been in charge of the social media activities for the whole bank. Furthermore, I have worked for the "Mittelstandsbank" which gives advise to mid-sized companies with an annual turnover of 500 million Euros. I gave advise in terms of financing, working capital and stock markets.
I would try to use all my strengths in a team and apply them on the particular task. Thus, I make sure that I contribute to the group as best as possible and focus the task and ensure a high- quality result. Moreover, if I use all my strengths they will improve and that increases the quality of my individual contribution.
Q
U
A
L
I
T
Y
perfectionism
hand in results too fast
hard to evaluate myself
Bonebright 2010, p. 113
Perfectionism: Perfectionism, in psychology, is a personality trait characterized by a person's striving for flawlessness and setting excessively high performance standards, accompanied by overly critical self-evaluations and concerns regarding others' evaluations.
(Stoeber & Childs 2010, p. 577)
Perfectionism is one of my weaknesses. During my work at Commerzbank AG I was able to improve this weakness as my supervisor told me about that several times. It results in spending too much time on details and so wasting time.
transformational leadership

James MacGregor Burns first introduces the transformational leadership in 1978. (Bass & Riggio 2006). Burns describes this particular kind of leadership as a process in which "leaders and followers help each other to advance to a higher level of morale and motivation".
The basic characteristics are the following: Transformational leaders possess the ability to influence their followers by providing attractive opportunities for the team. (Emrich et al. 2001). Moreover, this leaders stand out due to a distinct charismatic personality. Thus, their followers consider them as a role-model. (Bass 1985; Kark and van Dijk 2007).
Researches have revealed that a transformational managed team achieves above-average results.
increase Circle of Influence,
decrease Circle of Concern
The "Circle of Influence, Circle of Concern" was first published by Steven Covey in his book "The 7 Habits of Highly Effective People". The main idea is that a leader should concentrate on things, he/she can influence by himself/herself. Thus, a leader has to stop caring about these things which he/she can not influence (Circle of Concern). Instead, he/she should focus on the Circle of Influence.
strong communication skills
team player
i need t
o develop
i need t
o develop
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