SUPERVISION

IN HOSPITALITY PPT 3
COLLEGE- IBT, NORTH YORK
INSTRUCTOR- MARK S FERNANDES
PROGRAM- HOSPITALITY MANAGEMENT
EMAIL ID- MFERNANDES@IBTCOLLEGE.COM
 BUILDING 
HIGH PERFORMANCE TEAMS
• team charters
detail members' mutual expectations about how the team will operate, allocate resources, resolve conflict, and meet its
commitments

7 Steps to Create:

1. Mission Statement
2. Team Vision
3. Team Identity
4. Boundaries
5. Operating Guidelines
6. Performances norms and consequences
7. Charter endorsement
• Mission Statement (Team Charter)
describe why a team exists - its overarching purpose. Focus
on and articulate a higher purpose

For example:

American Humane Society - Celebrating animals, confronting

cruelty.
• team vision (Team Charter)
Forward-looking. A description of the ideal end state or a
description of the best way a process should function. More
detail than a mission statement and describes how its actions
and deliverables affect specific outcomes and stakeholder.
• team identity (Team Charter)
the collective sense of identification and loyalty team
members feel towards the team
• Boundaries (Team Charter)
Identify the values, such as timely and quality work, to which team members will commit. What team and/or
members will and will not do in the name of the team. Describe key stakeholders - who team does and does
not serve.
• Operating Guidelines (Team Charter)
Describe the team structure and processes, including how leadership and other roles will function, how
decisions will be made, how work will be allocated, and how members will communicate with each other and
with those outside the team. How conflict will be managed - processes and consequences.
• Performance norms and consequences (Team Charter)
Effective teams often outline the performance expectations - how team and member performance will be
assessed, how members are expected to interact with each other, etc.
• Charter endorsement (Team Charter)
Every team member should sign an endorsement signifying commitment to the elements of the charter.
• Four criteria of a group
1. Two or more freely interacting individuals
2. Collective norms
3. Collective goals
4. Common identity
• Organizational and Individual Functions of Groups
• role
a set of expected behaviors for a particular position
• task roles
enable the work group to define, clarify, and pursue a common
purpose (keep group on track)
• Task roles examples
Initiator
Information seeker/giver
Opinion seeker/giver
Elaborator
Coordinator
Orienteer
Evaluator
Energizer
Procedural technician
Recorder
• maintenance roles
foster supportive and constructive interpersonal relationships (keep group
together)
• maintenance roles examples
Encourager
Harmonizer
Compromiser
Gatekeeper
Standard Setter
Commentator
Follower
• norm
An attitude, opinion, feeling, or action shared by two or more people that
guides behavior. Shared and apply to the group, team, or organization.
• Tuckman's 5 stage model of group development

1. Forming - group members tend to be uncertain and anxious about such unknowns as their roles,
the people in charge, and the group's goals. Mutual trust is low and good deal of holding back

2. Storming - test the leader's policies and assumptions as they try to decide how they fit into the
power structure

3. Norming - Questions about authority and power are best resolved through unemotional,
matter-of-fact group discussion. Feeling of team spirit as members believe they've found their roles.
Group Cohesiveness - the "we feeling" that binds members of a group together, principal
by-product of stage 3.

4. Performing - Solving task problems, as contributors get their work done without hampering
others. Open communication, strong cooperation, and lots of helping behavior. Conflicts are
handled constructively. Cohesiveness and Personal commitment.

5. Adjourning - work is done. time to move on to other things. return to independence can be
eased by rituals such as parties and award ceremonies. leaders need to emphasize valuable lessons
learned.
• Team
a small number of people who are committed to a common purpose, performance goals, and approach for which they hold
themselves collectively accountable

LEADERSHIP becomes a shared activity

ACCOUNTABILITY shifts from strictly individual to both individual and collective

The group develops its own PURPOSE or mission

PROBLEM SOLVING becomes a way of life, not a part-time activity

EFFECTIVENESS is measured by the group's collective outcomes and products

• five common teamwork competencies
1. Contributes to the team's work
2. Constructively interacts with team members
3. Keeps team on track
4. Expects quality work
5. Possesses relevant knowledge, skills and abilities (KSAs) for team's responsibilities
• https://www.youtube.com/watch?v=xIonKgCvhoc

• trust
The willingness to be vulnerable to another person, and the belief that the other person will consider the impact of
how his or her intentions and behaviors will affect you.
• Three forms of trust
1. contractual trust - Trust of character. Do people do what they say they are going to do? Do managers and
employees make clear what they expect of one another?
2. communication trust - Trust of disclosure. How well do people share information and tell the truth?
3. competence trust - Trust of capability. How effectively do people meet or perform their responsibilities and
acknowledge other people's skills and abilities?
• Seven steps to repair trust
• Both parties need to be active in restoring trust.
• Types of Teams
• -work teams: well-defined and common purpose, more or less permanent, require complete commitment
(full time, season to season)
-project teams: assembled to tackle a particular problem, task, or project. duration can vary. divide time
between team and primary jobs.
-cross-functional teams: created with members from different disciplines within an organization, such as
finance, operations, and R&D
-self-managed teams: groups of workers who have administrative oversight over their work domains. defined
purpose and duration can vary, along w/ level of member commitment. Leadership Responsibility shared and
shift. Outside managers and leaders maintain indirect accountability. (Most US companies use this)
-virtual teams: work together over time and distance via electronic media to combine effort and achieve
common goals.
• https://www.youtube.com/watch?v=GqEU7I-3_Xw
• Eight attributes of high-performance teams
1. Shared leadership (responsibility)
2. Strong sense of accountability
3. Alignment on purpose
4. Open communication
5. High trust
6. Clear role and operational expectations
7. Early conflict resolution
8. Collaboration
3 C's of effective teams
1. Charters and strategies - (charters): describe how the team will
operate, such as through processes for sharing information and
decision making. (Team Performance Strategies): deliberate plans
that outline what exactly the team is to do, such as goal setting
and defining particular member roles, tasks, and responsibilities
2. Composition - describes the collection of jobs, personalities,
knowledge, skills, abilities, and experience levels of team
members
3. Capacity - Team adaptive capacity: the ability to make needed
changes in response to demands put on the team.
https://www.youtube.com/watch?v=hHIikHJV9fI
TASK INTERDEPENDENCE
• task interdependence
• the degree to which team members depend on each other for information, materials, and other resources to
complete their job tasks
• 4 types of task interdependence
• 1. pooled interdependence - each member sells a chosen drug to his or her customers (little or no interaction
with other sales reps), end of the month all reps' sales are added together to get a total
2. sequential interdependence - manufacturing or assembly processes. Things are done in a specific order. Some
things have to be done before other things.
3. reciprocal interdependence - hiring processes sometimes use reciprocal. members of HR interview candidates,
manager or members of that department separately interview them, the two communicate and decide who to
hire
4. comprehensive interdependence - product development teams. Online games require back and forth between
those who create, write the code, test, and market the game. Not just linear or sequential.
• https://www.youtube.com/watch?v=mtwfM-0hgMQ
TEAM EFFECTIVENESS MODEL

• Context, Composition, Process

5 DYSFUNCTIONS OF A TEAM
 2. MANAGING CONFLICT

• Conflict
-Incompatible goals, cognitions, or emotions within or between individuals or groups that lead to opposition or antagonistic interaction
-Arises when one feels that the other person is interfering with his/her ability to attain a certain objective
• Perspectives on Managing Conflict
Traditional View
Human Relations View
Integrationist View
• Traditional View
Conflict is a result of dysfunctional managerial behavior and therefore should and could be stopped at the source
• Human Relations View
Conflict is an inevitable part of human existence and should be accepted as a normal part of group interaction and relationships
• Integrationist View
Conflict is a positive force for change and can help in keeping a group
energized and creative
• Positive Conflict
-Functional when it occurs in pursuit of accomplishing objectives
-Results in:
-Increased involvement and cohesion
-Increased innovation and creativity
-Positive personal growth and change
-Clarification
• Negative Conflict
-Dysfunctional and hinders the ability to attain goals or objectives
-Results in:
-Heightened emotionality
-Personality clashes
-Decreased communication
 • Sources of Interpersonal Conflict
Limited availability of resources in organizations
Results in various units within an organization competing against each other
Differences in goals and objectives Intra vs. Inter
• Intragroup Conflict
Differences between members of one group
• Intergroup Conflict
Differences between competing subgroups of an organization
• Miscommunication
Result from differences in the processes and principles of communication and culture
• Differing attitudes, values, and perceptions
Lead to people having predisposed notions and opinions
• https://www.youtube.com/watch?v=kARkOdRHaj8
• Conflict Management Strategies: AVOIDING
-Avoiding: Choosing not to deal with the issues or the people involved
-Suitable when
-Issues are trivial or of minor importance
-Emotions are high
-One feels that he/she cannot resolve the
conflict or that others could resolve it more
effectively
• Conflict Management Strategies: ACCOMMODATING
-Accommodating: Being more concerned with maintaining the relationship than with accomplishing a goal
-Suitable when
-Issue is not that important
-Harmony is of greater importance than
winning on the issue
• Conflict Management Strategies: COMPETING
-Competing: Working to achieve one's goals at all costs, even if
it means sacrificing the relationship
-Suitable when
-There is a severe time restriction
-There is a crisis situation or a need to
issue an unpopular decision
-An action vital to an organization's
welfare has to be taken
• Conflict Management Strategies: COMPROMISING
-Compromising: Agreeing to give up part of the goal and part of
the relationship to reach an agreement
-Suitable when
-There is a need for a temporary
solution
-Both parties are at a comparable level
-There are time pressures
-Collaborating or competing is not
possible
• Conflict Management Strategies: COLLABORATING
-Collaborating: Involves energy, commitment, and excellent skills in communication, problem solving, and
negotiation
-Suitable when
-There are no time constraints
-Seeking a solution that satisfies both
parties' objectives and maintains the
relationship
-Issue is important to all parties involved
-Conflicting parties are responsible for
implementing a solution
 Organizational Techniques
• Creating/maintaining a culture of openness
Acknowledging conflict as a necessary part of a business
• Involving employees in decisions
Ensures employees are more committed to the solution
• Ensuring alignment of organizational systems
To avoid divergent values and behaviors that result in workplace conflicts
• Offering team training and team building
Members will have a better idea of what to expect
• Providing diversity training
Helps employees know themselves and relate well to others
• Offering conflict management and negotiation training
Helps employees deal effectively with differing viewpoints and approaches
• Creating psychological safety
Psychological safety: Belief that one can honestly share one's opinions without risk of retaliation or harm
• Individual Techniques for Preventing Conflict
• -Focusing on others first
-Anticipate another's objection and explain
how your proposal takes this issue into
account
-When changing organizational processes,
consider how others might benefit
-Appeal to the interests of others
THE END