Sunteți pe pagina 1din 19

Business Skills for

Employability

Effective Business Teams


Dr Andrew Stainton
a.stainton@soton.ac.uk
School of Management

Understanding effective business teams

1.Co-ordination
2.Striving for efficiency and
effectiveness
3.Business thinking processes
4.Communication skills
5.Experiential learning

Developing graduate attributes

Effective
business
1) Co-ordinationteams

Related graduate
attribute
1) Ethical leadership

2) Striving for efficiency and


effectiveness
3) Business thinking processes

2) Research and inquiry

4) Communication skills

4) Communication skills

5) Experiential learning

5) Reflective learning

3) Academic knowledge

1) Co-ordination
Ethical leadership
Goals

Performanc
e

Setting strategic goals


Inspiring others to strive to achieve goals.

Tasks

Team

1) Co-ordination
Ethical leadership
Goals

Performanc
e

Tasks

Agreeing tasks
Assigning individual
contributions, delegating
where necessary and also
participating in and
contributing to work tasks as
necessary.

Team

1) Co-ordination
Ethical leadership
Goals

Performanc
e

Tasks

Team
Managing the team
A principle of equity: Treating others fairly such that staff are rewarded based upon equivalent criteria.
Hygiene: ensuring a pleasant work environment and rapport.
Managing individual expectations such that staff rewards and achievements are commensurate with a
previously agreed structures.
Using conflict productively such that problems are learnt from, addressed and resolved.
6 firmness/strictness
Demonstrating appreciation for the achievements of team members whilst displaying
when called for.

1) Co-ordination
Ethical leadership
Goals
Taking responsibility for the
achievement of performance
And achieving team performance
In this way, earning respect, faith
and authority.

Performanc
e

Tasks

Team

Summary slides can be found on Blackboard

1) Co-ordination
Ethical leadership
Goals

Setting strategic goals


Inspiring others to strive to achieve goals.

Taking responsibility for the


achievement of performance
And achieving team performance
In this way, earning respect, faith
and authority.

Performanc
e

Tasks

Agreeing tasks
Assigning individual
contributions, delegating
where necessary and also
participating in and
contributing to work tasks as
necessary.

Team
Managing the team
A principle of equity: Treating others fairly such that staff are rewarded based upon equivalent criteria
Hygiene: ensuring a pleasant work environment and rapport
Managing individual expectations such that staff rewards and achievements are commensurate with a
previously agreed structures.
Using conflict productively such that problems are learnt from, addressed and resolved.
8 firmness/strictness
Demonstrating appreciation for the achievements of team members whilst displaying
when called for.

2) Striving for efficiency and


effectiveness
Research and inquiry skills

Obtaining data to
develop understanding
of business problems
and challenges

Dat
a
Benchmarking
competitive
performance:

Processes
Financial
Marketin
g

3) Business thinking processes


Academic knowledge

Understanding and
adopting recognised
business thinking
processes
regarding:
Commercial acumen: strategy,
marketing, financial
People skills good practice:
motivating, co-ordinating,
communicating
10

4) Communication skills

Timely
Instructing, informing
Helping
Guiding
Sharing
Responding
Providing constructive feedback

11

4) Communication
Communication is not just telling,
it is getting it understood

Two-way

Active
listening

Openness
and
clarity

Timely
and
accurate
12

5) Experiential learning
Reflective learning

Experiencing
business
management
Reflecting on
issues
Applying
business
thinking
processes

Problem
solving and
learning
business skills

Improving commercial competence


Monitoring and controlling quality standards
Seeking best practice

13

Summary slides can be found on Blackboard

Taking these themes further


A leader is the sort of person (personality,
character) with the appropriate knowledge, who is
able to provide the necessary functions to get the
task done, and hold the group together, but without
doing it all him/herself. He/she draws out the
contribution of other members of the group to
achieve these ends
John Adair Action Centred Leadership

14

Summary slides can be found on Blackboard

Taking these themes further


o Path-Goal theory
Setting goals and tasks together
Agreeing what is to be achieved
How
With what reward
o Action-centred leadership
Task
needs

Individual
needs

Team
needs

15

Build effective business


R eliability

Delivering on time, according to expectations and targets

E mpathy

Sensitivity, adaptability, flexibility regarding team members

L istening skills

Concerning the constructive views of others

A uthority

Respect for both senior and junior team members

T act

Diplomatic communication of view points

Formulation and pursuance of creative ideas


I nitiative
O rganisational skills Shaping plans and motivating team members to complete tasks

N etworking skills

Building a professional rapport with useful networks of


business contacts

S elf-confidence

Belief in personal abilities

H onesty

Trustworthiness

I ntegrity

Socially ethical values and morals

P erseverance
S elf-discipline

Personal motivation and persistence


Focus

16

Summary slides can be found on Blackboard

Trust
Trust is more likely to exist when a business team is operating
effectively
Trust exists because there is a belief in each other.
Trust exists because enough of the necessary team dynamics
are successfully in place, for example:
Common objectives
Strategic plans to achieve objectives
Clearly established and understood roles
Effective communication
Capabilities and competence
Satisfied expectations and motives
Creativity and initiative
Honesty and integrity
Reliability
Face to face interactions followed by written agreements
On-going demonstration of performance and quality
Reciprocation between trusting parties: benevolence and desire to
help
A more certain environment: partnerships, co-operation,
collaboration, less competition, open discussion of problems
Shared knowledge for improved understanding and reduced risk
Common culture: aligned objectives
17
Belief that parties will not take advantage of vulnerabilities

Business Skills for Employability


Effective Business Teams
Dr Andrew Stainton
a.stainton@soton.ac.uk
School of Management
Production: Centre for Innovation in Technologies and Education
Narrated by Michelle Treagust
University of Southampton 2012

Media Credits
Music Noise for Narration by http://www.danosongs.com
Photo credits:
Slide 9iStockphoto.com/Petrovich9
Slide 9iStockphoto.com/dblight
Slide 9iStockphoto.com/matspersson0
Slide 10iStockphoto.com/mediaphotos
Slide 11iStockphoto.com/Vicki Reid
Slide 12iStockphoto.com/Yuri_Arcurs
Slide 12iStockphoto.com/fabervisum
Slide 12iStockphoto.com/gerenme
Slide 12iStockphoto.com/gehringj
Slide 17iStockphoto.com/vm

S-ar putea să vă placă și