“Doing What I Do Best.”
This is a short article that highlights research from the Gallup Organization which studied more than 80,000 managers and determined what great managers do best. This article claims that matching the right person with the right job is one of the biggest challenges managers face in organizations. In this article the Gallup Organization identified four positive outcomes for organizations: employee retention, customer satisfaction, productivity, and profitability; with these four positive outcome Gallup developed 12 dimensions of a healthy workplace that correlate with the four critical outcomes. The research concluded the best way to gauge whether or not employees are using their talents is to determine the degree to which they agree with this statement: “I have an opportunity to do what I do best every day.” With this information managers can see specific talent needs and give every employee a chance to use their talents to their fullest potential, which pushes organizations towards the four critical outcomes.
1. Buckingham, Marcus, and Curt W. Coffman. “Doing What I Do Best.” The Gallup Organization (1999): 1.
“Building a Team with Talent.”
Crabtree and Sorenson lay out the ingredients that make up an effective team. They suggest “there is a harmonious balance of strengths that make a team improbable.” The article sheds light on the idea that effective teams understand their team members strengths and apply them to areas where they work best. The authors provide the reader with a some team building guidelines that highlight the best strategies for building effective teams. The piece advises that the leader of the team make a list of team functions and then allocate the responsibility of each according to the teams strengths.
2. Crabtree, Steve, and Kathie Sorenson. “Building a Team with Talent.” The Gallup Organization (2000): 1-3.
“5 Stages of Teams.”
This author breaks team work into five stages: forming, norming, storming, producing, and ending. During the first stage forming, the group establishes goals. This is the time when the group leader has the most responsibility and the team must build and maintain trust. Throughout the second stage, norming, the group members develop specific roles such as information seeking, tension releasing, or direction giving. This is the stage when a team develops formal and informal operating processes as well as interpersonal behavior patterns. The third stage, storming, is where the group members begin to question the leader’s ideas, and conflict arises in this stage. The third stage can be dysfunctional if not properly dealt with by group members and the leader. During the fourth stage producing the groups is extremely productive. The only challenge groups may have in this stage is avoiding groupthink, where they believe the group can not possibly make a bad decision. The final stage is ending is when the group ends what the task they are doing. The group either ends completely or starts over at stage one.
3. Petrock, Frank. “5 Stages of Teams.” Executive Excellence (1990): 9-10.
“Signs of Effective Teams.”
This is a short piece that was written by Randall Ross who is a professor at the University of St. Thomas. Ross has developed ten specific ways to identify highly effective team can be identified by. The author claims there are ten signs that highly successful teams show and that each team member should understand and become aware of these signs.
4. Ross, Randall. “Signs of Effective Teams.” Quick Tips (2004): 1-2.
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Team Building
“Doing What I Do Best.”
This is a short article that highlights research from the Gallup Organization which studied more than 80,000 managers and determined what great managers do best. This article claims that matching the right person with the right job is one of the biggest challenges managers face in organizations. In this article the Gallup Organization identified four positive outcomes for organizations: employee retention, customer satisfaction, productivity, and profitability; with these four positive outcome Gallup developed 12 dimensions of a healthy workplace that correlate with the four critical outcomes. The research concluded the best way to gauge whether or not employees are using their talents is to determine the degree to which they agree with this statement: “I have an opportunity to do what I do best every day.” With this information managers can see specific talent needs and give every employee a chance to use their talents to their fullest potential, which pushes organizations towards the four critical outcomes.
1. Buckingham, Marcus, and Curt W. Coffman. “Doing What I Do Best.” The Gallup Organization (1999): 1.
“Building a Team with Talent.”
Crabtree and Sorenson lay out the ingredients that make up an effective team. They suggest “there is a harmonious balance of strengths that make a team improbable.” The article sheds light on the idea that effective teams understand their team members strengths and apply them to areas where they work best. The authors provide the reader with a some team building guidelines that highlight the best strategies for building effective teams. The piece advises that the leader of the team make a list of team functions and then allocate the responsibility of each according to the teams strengths.
2. Crabtree, Steve, and Kathie Sorenson. “Building a Team with Talent.” The Gallup Organization (2000): 1-3.
“5 Stages of Teams.”
This author breaks team work into five stages: forming, norming, storming, producing, and ending. During the first stage forming, the group establishes goals. This is the time when the group leader has the most responsibility and the team must build and maintain trust. Throughout the second stage, norming, the group members develop specific roles such as information seeking, tension releasing, or direction giving. This is the stage when a team develops formal and informal operating processes as well as interpersonal behavior patterns. The third stage, storming, is where the group members begin to question the leader’s ideas, and conflict arises in this stage. The third stage can be dysfunctional if not properly dealt with by group members and the leader. During the fourth stage producing the groups is extremely productive. The only challenge groups may have in this stage is avoiding groupthink, where they believe the group can not possibly make a bad decision. The final stage is ending is when the group ends what the task they are doing. The group either ends completely or starts over at stage one.
3. Petrock, Frank. “5 Stages of Teams.” Executive Excellence (1990): 9-10.
“Signs of Effective Teams.”
This is a short piece that was written by Randall Ross who is a professor at the University of St. Thomas. Ross has developed ten specific ways to identify highly effective team can be identified by. The author claims there are ten signs that highly successful teams show and that each team member should understand and become aware of these signs.
4. Ross, Randall. “Signs of Effective Teams.” Quick Tips (2004): 1-2.