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group

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# of people working together, or considered together bc of similarities; shares info, remains neutral; interact to achieve certain objective

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team

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special kind of group who share common goal & responsibility for achieving it; task-oriented, work in groups; can evolve or be appointed formally or informally; positive collabs; feelings of self-worth; adaptive, flexibile, deal with conflicts as they arrive

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formally appointed team

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EX: head server ---appointed team leader who influences others & may have more decision-making authority than others; may lose popularity among coworkers due to relationship with mgmt

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informally appointed team

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evolves on its own; rotation of leadership; leader doesn't have formal control; one doesn't possess every quality to be a leader but they rotate & show their qualities on their turn; everyone linked to mgmt at some point

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being part of a team

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may help develop, enhance &/or confirm underlying identity needs; they want to contribute to success

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interdependency

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reliance on e/o for success; leads to team collab; successful teams have this; care & trust e/o; listen & express needs

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team morale

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factor in successful team; harmony among members; must have teamwork & team players

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teamwork

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action team performs, cooperative effort by group acting together as team

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team players

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individuals who participate in collective effort & cooperate to get job done effeciently

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self-managed teams

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dynamic changes when member leaves

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new team members

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take time to adjust to dynamic & culture of the group

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team norms

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implicit & explicit rules of behavior that result from team interaction; works best when team can create them

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positive team norms

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behaviors agreed upon & accepted within group; range from communication to performance

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positive norms include

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open communication, striving for peak performance

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negative norms

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against interests of team & not accepted by entire group; can develop by abusing team norms

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ways to increase positive team norms

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giving rewards for high sales

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project teams

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brought together for completion of a special project

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ZAGAT

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ratings for service average nearly 2 points under food; ~72% of complaints were service related

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cooperation

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sharing the load to ensure guests leave smiling; extremely important in hospitality

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cohesive team

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communicates well; well-defined norms, respect, unity, & trust among members **major factor of success; members have strengths & weaknesses; chance it'll reach peak performance

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lack of cohesion

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performance is hindered bc group doesn't have a sense of unity

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building a cohesive team

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goals & objectives need to be set

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strong team

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overachieves & accomplishes results it couldn't reach working independently; NEEDS **management awareness, **focus, & **effort

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best team building exercises

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allow passionate, dedicated & talented people to get the chance to give their best toward a common goal

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motivated employees made from

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overlapping of employee's personal values & goals with those of the company

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Let the team take the lead & they will take you far

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*let them know u want to pass on power & get their buy-in *brainstorm with entire group about shared leadership in the team *find out personal hidden beliefs about management & leadership *work with members to discover what additional training they need to exercise new leadership responsibilities well *learn to consider team as an advisory board

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Johann Wolfgang von Goethe

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"Treat people as if they were what they ought to be, and you will help them become what they're capable of being"

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kitchen leadership & teamwork

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respect everyone & make them feel part of team; must be sensitive to needs and concerns as a leader

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"battle plan" briefing

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underlines importance of communications; discuss action plans from mise en place to prep list

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prep to par

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use standardized recipes

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participative leadership

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includes workers in making decisions that concern them; leading by example, working with team to show leader can do it & also encourage & coach employees in a "we can have fun but its work" approach

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preshift meeting

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interactive meetings offering the leader managing a shift the opportunity to address problem issues & lay out the strategy for a successful shift; should last 10-15 minutes

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priorities when leading a shift

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*safety & sanitation *driving revenue & repeat biz *service & selling *delivering on the brand promise *conflict resolution & prevention among guests & team *connecting with every customer

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great managers/leaders share

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a continuous & PURPOSED MOTION

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3 ways to influence informal team

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1) feedback 2) identify key players 3) communication

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communication

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productive expression of ideas; consistency is key to building trust& resolving conflicts

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building a team

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must first define what they want out of the team and then they can build *first step is clarifying goals to preexisting team members ; be selective about who to hire & always conduct a reference check; should take recommendations on who to fire from current staff

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formal groups

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work groups established by company; includes: committees, group meetings, work teams, and task forces; permanent or temporary;

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how groups become teams

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via basic group activities, the passage of time, and team development activities STEPS: 1. get team's input toward establishing team goals 2. allow team decision making 3. stress communication 5. must have collaborations among team members

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Four stages of team building according to theory advanced by Bruce Tuckman

answer

1. forming - lay out rules for whats acceptable 2. storming - hostilities & conflicts arise & people jockey for positions of power & status 3. norming - group members agree on shared goals, then norms & closer relations develop 4. performing - group channels energy into performing its tasks

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FiFth stage by Tuckamn

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5. adjourning -breaking up the team

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informal groups

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more social by nature; forms naturally in workplace due to friendships & common interests

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group is based on

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independence

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team is based on

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interdependence (trust, communication, collaboration)

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cohesive team means

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all team members should want to participate in decision-making process

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groups tend to

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conform & not everyone has an interest in the decision making process or the outcome

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team effectiveness defined by 3 criteria:

answer

1. productive OUTPUT of the team meets or exceeds standards of quantity & quality 2. team member realize SATISFACTION of their personal needs 3. team members remain COMMITTED to working together

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characteristics of successful teams

answer

1. undertands & is committed to vision, mission, & goals of company & dept 2. mature, realizing sometimes the team needs to be placed before personal interests 3. works to continually improve how it operates 4. treat e/o w/ respect: listen & feel free to express thoughts 5. differences are handled in professional manner 6. members have respect for supervisor 7. members are consulted & their input is requested in decision making 8. encourage & assist other team members to succeed 9. meets or exceeds goals 10. there is synergy where the output of team is greater than the input of each team member

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TQM

answer

works best when top management, middle management, supervisors, and hourly employees all believe in the philosophy & concept of TQM; never ending journey of continuous improvement, not a destination; critical to have good leader-managers in place to maximize effectiveness

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Steps to a TQM continuous improvement process:

answer

1. assess leadership of supervisors. replace Theory X style leaders. train & introduce TQM to all employees 2. build & train volunteer teams in problem-solving depth. then cross depts in solving problems 3. teams decide on & record level of guest service. they also decide weight of each element 4. team sets mission, goals, & strategies. based on guest expectations (may be done earlier) 5. empower & inspire employees to reach/exceed goals 6. identify & record deficiencies 7. analyze & problem solve deficiencies 8. modify process & incorporate corrections to improve service 9. track & record results 10. evaluate & support the process. congratulate & reward employees.

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TQM is a

answer

top down, bottom up process that needs active commitment and involvement of all employees, from top managers to hourlies

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2 types of empowerment

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*structured - allows employees to make decisions within specified limits (ex: comping an entree, not a whole meal) *flexible - gives employees more scope in making decisions to give outstanding guest service

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in today's workplace

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"leader as commander" approach is no longer acceptable

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Coaching

answer

individual, corrective, on the job training that is focused on improving performance; can be formal or informal *focuses on enhancing skills, increasing productivity, and elevating employee motivation

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counseling

answer

process used to help employees who are performing poorly because of personal problems such as substance abuse

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first step to coaching

answer

observe employees doing their jobs

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self-fulfilling prophecy

answer

conceptualized by Robert Merton. once an expectation is set, even if it is not accurate, we tend to act in ways that are consistent with that expectation

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8 step coaching model

answer

1. be supportive - flexible, assist when needed 2. define the problem and expectations -give chance to explain situation 3. establish impact -make sure negative impact is understood 4. initiate a plan 5. get a commitment 6. confront excuses/resistance 7. clarify consequences 8. don't give up

question

possible reasons supervisors avoid coaching

answer

lack of time; fear of confronting employee with concerns about performance; assuming employee already knows they're doing a good job; little experience coaching; assuming employee will ask questions when appropriate and doesn't need feedback

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praising employees

answer

1. describe action you are praising 2. explain results of effects of action 3. state your appreciation

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counseling sessions should include:

answer

1. speaking in private. be relaxed & friendly 2. express concern in calm manner. describe behavior & the effect (in a positive manner) 3. ask for employees thoughts & opinions, including possible solutions. discuss & mutually agree on course of action & time frame 4. ask employee to restate agreement. state confidence in employees ability to turn the situation around 5. follow up at a later time and make sure performance concern has been addressed

question

documentation of coaching sessions

answer

logbook; should include date & place of the coaching & a summary of the session; essential if you need to terminate an employee

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