HRMD665 Team Charter # 3
I. TEAM CHARTER:
B. Mission Statement: (This should be a statement of the team’s purpose.)
The mission always defines the goals of the team and its purpose that what a team is going to achieve. That’s why the mission SMART goals are the goals which are set by the team to achieve, and these goals would be specific because vague goals are difficult to obtain (Pangil, 2014). Measurable, it is necessary because without a quantifiable goal it would be challenging to measure team performance. Attainable, a realistic goal helps the team to get success. Realistic and relevant goals are always more motivating as compared to unrealistic. Time bound goals are easy to achieve by meeting the deadline and save the team from procrastination.
C. Vision Statement: (This should be an inspirational statement that captures the team’s aspirations.)
The team will put one hundred percent efforts to achieve its goals by setting the SMART goals. These goals will ultimately help to motivate the team members and to increase productivity.
Objectives of the virtual team
Task process is the fundamental objective of the team but in the virtual team it is necessary and the primary purpose, to make sure the excellent communication (Yalabik & Panteli, 2015). It is essential because the main hurdle in the virtual team is about the communication with each other (Maynard & Gilson, 2014). In the virtual team, it is necessary to set the mission and vision statement.
D. Shared Values: (e.g., honesty, mutual respect, etc.) (Please offer rationale and a working definition for each team value.)
Shared values are the core belief that guide the behavior of a group. These values are actively used to make decisions. Our team core shared values are honesty, mutual respect, dependability, commitment, reliability and hard work.
Honesty- As a team always we will exercise honesty and integrity. It is the quality of being honest and having strong moral principles, or moral uprightness. For example, if we are unable to meet deadlines, we should always communicate the reasons why and at the same time offer a solution.
Mutual respect-Working together as a team. Respecting and appreciating other team members experiences, knowledge, skills, abilities, opinions and ideas. For example, when team member sharing ideas and opinions, we should always show respect by active listening, not over talking them and waiting until our turn to speak.
Dependability– Consistently follows through on their responsibilities, make contributions and make sound decisions. For example, each members will meet deadlines, be consistent, and follow through on all assignments and tasks in the group.
Commitment– Each member of the team focuses on achieving the team’s purpose over and above their individual objectives to the successful completion of the project. Commitment to team goals is created when: All team members contribute to and agree on objectives.
Reliability- Being Reliable. To demonstrate reliability means to show people that one can be depended upon. A team needs to be able to rely on all members of the team to do their part. For example, individual tasks and assignment should be done because another team member is reliant upon each other.
Teamwork- If everyone does their part, then the whole will take care of itself. Successful teams’ complete assignments within the specified time frame. It is especially important to meet deadlines when working in a group.
Hard work- Working hard to produce each person’s part of the whole.
E. Desirable team behaviors and consequences for non-compliance: (eg., punctuality, effective “listening,” no harmful “group think,” systematic documentation of important team communications and decisions, etc.) (Please explain what you mean by each desired behavior and why you believe it to be important for effective teamwork.)
Accountability – Everyone should be accountable as an individual member to complete their tasks to the highest of their ability.
Effective communication – Each team member will communicate efficiently with the group. This desired behavior is important because communication is the key to the overall success of any team. All members are expected to maintain an open line of communication and respond to team members within 24-48 hours. If a team member either does not respond in a timely fashion or does not respond at all, then the group leader will reach out to that member directly. If the issue does continue then team leader will reach out to the professor for additional assistance.
Effective Listening –
“Group Think” –
Each team member will be respectful and understanding of each other’s time and personal life. This desired behavior is important because team members have to understand that we all have family/personal obligations aside from the team assignments. Having a respectful barrier will dissolve any confusion or questioning of personal time/life.
Each team member will be encouraging and optimistic towards each other. This desired behavior is important because, as team we have to use positive words/tone when communicating with each other to keep the morale of the group at a high level which will allow us to effectively/efficiently complete our tasks.
Each team member will be responsible for completing his/her individual tasks as well as participating in tasks that require group participation by the team established deadline. This desired behavior is important because each team member should be responsible enough to complete their individual/group tasks on time to ensure that the goals set by the team are met.
If a team member has valuable input on a topic or task chosen by another team member, that team member will provide the aforementioned input to the group. This desired behavior is important because as a team we have to assist each other when possible to accomplish the team goals.
Each team member will be open to receiving positive constructive criticism. This desired behavior is important because each team member has to be receptive of positive feedback that can assist with completing individual and team tasks.
F. Summary of individual member strengths and weaknesses (self-assessed)
(Note: Honest self –assessment is important. You will want to use this information to help you distribute the work in a way that leverages your individual and team advantages. You may wish to inform and update this section in light of insights gleaned when working together early in the semester.)
G. Team conflict management plan: (Explain what you will do when conflicts arise, as they inevitably do, especially during the storming stage. Include the circumstances that would lead you to ask for faculty intervention and the method to be employed should this be necessary. Note that intervention by a third party, either in the form of mediation or arbitration, poses potential risks for team bonding. If an intervention becomes necessary, faculty will rely only on materials posted in the study group area. Faculty reserve the right to assign individual grades if there is evidence of inadequate performance on the part of one or more members.)
Conflict can be harmful if managed destructively, adversely affecting the quality of teams’ decisions, as well as their productivity, innovation, and members’ satisfaction (Desivilya, 2008).
When managing team conflicts there are factors that need to be considered. These factors depend on the type of conflicts. These various conflicts can relate to tasks, processes, and relationships. Below is how I would deal with each conflict:
Task conflicts are when members have disagreements over what the team is supposed to accomplish. First, I would identify the issues. I would clarify the goals and objectives that need to be done to successfully accomplish our mission. Second, I will communicate to each members’ roles and expectations ensuring they are understood. Third, if the discussion is positive and related to the task to make the team better, I would allow the individual members to discuss and voice their opinions and concerns. After the discussion, a decision will be made.
Process conflicts are when members have concerns and disagreements over how the team should go about its work. To deal with the conflict, First, I would identify the conflicts/issues. I would discuss the impact the conflict is having on team dynamics and performance. I would remind the team that everyone has different viewpoints, experiences, skills and opinions about how things should be done. I would remind the members they should be open to these viewpoints and can’t let differences prevent the team from accomplishing our goals. I would remind them that we must be respectful and professional to other members opinions. Second, I would mediate the situation and allow the team members to voice their concerns and ideas. I would clarify roles and responsibilities ensuring everyone understand their position. We would come back later with an agreement.
Relationship conflicts occur when disagreements between members become personal and emotional. The members’ personalities clash and they just can’t get along. To deal with this conflict, First, I would pull the individual members involved to the side and talk about the issue. Second, I would remind them that everyone has a voice in the group. It is fine to have disagreements, but we can’t let personal issues get in the way of putting the team first and accomplishing our mission. Also, it is our group norm to show each team member respect. Third, I would have the team conduct some type of team building exercise to build relationships and trust.
If the individual still can’t control their emotions, yelling and continuous disrespecting other team members, then I would get a third party involved to help mediate the situation and try to find a solution. I would tell them what actions I took as a team leader to address the behavior. I would tell them this team member is preventing the team from accomplishing the mission. I would ask if that person still refuses to be a team player that he be removed from the team.
H. Statement of team decision protocol (Outline how your team will go about making decisions both on a regular basis and in emergency situations.)
Our team will work together as an individual unit when making major decisions that would impact the project at any stage. While our team would not be interacting in a face-to-face environment at any time, and would instead interact fully in virtual settings, we will still strive to adhere to the solve framework for team decision making. O’Neill, Hancock, Zivkov, Larson & Law (2016) found that under the solve decision framework, teams are “oriented to find an optimal solution by seeking out and processing all available information” (p. 997). This will help our team to make the most rational decision possible on a regular basis as we assess all information gathered before coming to a final call. Additionally, O’Neill et. al. found that this framework is ideal for “increasing the discussion of unique information and the quality of team decision behavior in general” (2016, p. 997). By keeping all unique information and the quality of the team’s decision behaviors in mind, we will be able to make decisions with the best aspects of each team member in mind. This will also help with preventing conflicts from arising; or if they do, with expediting resolution of those conflicts.
When it comes to emergency situations, our team will strive to utilize a combination of both integrative conflict management, “examining the issues from each member’s point of view and then combining the interests of all team members,” and constructive controversy, which “involves the identification of individual team member information, followed by an open-minded discussion of this information even if it is conflicting or unfamiliar” (O’Neill et. al., 2016, p. 1000-1001). By ensuring that we keep an open mind to all information provided with the emergency situation, our team will be able to remain level-headed without risking any further conflicts arising due to emergency decisions made. While emergency situations may come up that team members are not able to participate in, or be involved with, we will strive to come to a unified decision prior to moving forward with a resolution.
I. Encouragement of Teamwork
(Explain the strategy your team will use to encourage full participation and with it, prevent the common problem of “free ridership.” This classic team problem can adversely affect the quality of the work you produce and can lead to poor working relationships. Your strategy should include how the team will deal with poor or weak commitment.
Please note faculty may occasionally have to act when there is evidence that a member is not contributing a fair share to the work of the team. This includes submitting work to the team that is clearly not aligned with the team’s stated and expected standards.
To encourage full participation, all members should adhere to the strengths and weaknesses of each member. If there is an instance where a severe problem arises—misconduct, insubordination, non-compliancy— the professor will be contacted immediately.
J. Team self-assessment approach and methodology
(An important factor in individual, team, and organizational success is the ability to self-assess, reflect, learn, and continuously improve. How will your team assess its performance against established goals and mileposts and make any adjustments needed to achieve optimal performance?)
The team will use a few different tools when it comes to individual, team and organizational success. Each team member will be given a self assessment form as well as a team self assessment form. The reason for the form is for all members to be given the opportunity to give honest feedback on the individual assessment as well as the group assessment. All team member should be open to honest and constructive criticism from the group, so they may see which areas they are struggling in and will be able to correct areas that needs to be corrected
Self-assessment-The benefit is increased involvement in the process of assessing strengths and areas in need of improvement, identify discrepancies of performance between the group , and to conduct a more constructive evaluation plan so the objectives and goals can be met.
Team-assessment- The benefit of this exercise is to all each member of the group assess the measure of the team. Areas of weakness and strengths can be pointed out to help the the team get a better understanding on areas that needs improvement in order to reach team goal.
II. TEAM 3 PROJECT GOALS AND PLAN
Team Project Focus: Team 3 will review, discuss, and formulate a plan to consult Lauren as she is pursuing the formation of a virtual team. There will be three parts to review:
· Part I: Team Preparation
· Brainstorm the challenges and/or opportunities Lauren’s team might face.
· Part II: The Kick-off meeting:
· Create an agenda for Lauren’s kick-off meeting.
· Identify the ground rules for the team, and propose which ground rules should be mandated and which should be negotiated.
· Recommend ways that Lauren could build relationships and trust during the kick-off meeting.
· Part III: Conflict Management and Resolution
· Recommend an action plan for Lauren to resolve conflicts.
· Discuss how Lauren could prevent future conflicts from occurring.
· Recommend ways for Lauren to minimize conflict in the future.
Work towards each of these parts will be split by members of the full team. The team will devote time to drafting, reviewing, revising, and finalizing the full document. For each section, we will devote three pages to each part of the Consulting Project, as well as three to four references per part.
Team Task Assignments & Timeline for Delivery
|Task||Assigned to:||Due by:|
|A. Team Conference Calls|
|Conference Call Setup||John (sets up conference call and emails all team members the passcode and toll-free number)|
|Conference Call #1||All team members||8pm EST, Sunday, October 14, 2018|
|Weekly Conference Calls||All team members||5pm-6pm EST Wednesdays|
|Conference Call Recap||John||Thursday morning following weekly conference call|
|B. Team Correspondence Recordkeeping in LEO|
|Save and upload team email correspondence to Group Team Locker in LEO||All team members (full group correspondence uploaded by John)||11:59pm each Friday|
|C. Team Agreement: (Post the agreement in your team discussion topic so it is readily available to all members and to faculty.) – Due Sunday, October 21|
|Team Charter Lead/s:||1-2 sections per team member, lead by all Team Members|
|Coordinate development and production of team charter||All Team Members||Sunday, October 14, 2018|
|Review all parts of Phase I of team charter||All Team Members||Wednesday, October 17, 2018|
|Develop and Finalize Phase II of team charter||All Team Members||Friday, October 19, 2018|
|Complete Individual Reflection Papers on team charter process||All Team Members||Sunday, October 21, 2018|
|D. Review of other HRMD665 Team Charters – Due Sunday, October 21|
|Team Charter review lead/s:||1-2 team members per team charter|
|Team 1 Charter review||All Team Members||
Sunday, October 21, 2018
|Team 2 Charter review||All Team Members|
|Team 4 Charter review||All Team Members|
|Team 5 Charter review||All Team Members|
|E. Group Consulting Project – Due Sunday, November 25|
|Project lead/s: All team members will complete this project, with individual tasks and sections assigned during October 24th, 2018 conference call.|
|Review requirements for the Group Consulting Project||
All Team Members
Wednesday, October 24, 2018
|Draft Part I||CJ||
Wednesday, October 31, 2018
|Draft Part II||John, TBD|
|Draft Part III||LaShonda, TBD|
|Review Part I||All team members||
Wednesday, November 7, 2018
|Review Part II||All team members|
|Review Part III||All team members|
|Revise Part I||CJ||
Wednesday, November 14, 2018
|Revise Part II||John, TBD|
|Revise Part III||LaShonda, TBD|
|Finalize Part I||CJ||
Wednesday, November 21, 2018
|Finalize Part II||John, TBD|
|Finalize Part III||LaShonda, TBD|
|Submit Final Group Consulting Project||
All Team Members
Sunday, November 25, 2018
|Complete Peer Evaluation Form|
Desivilya, H. (2008). Conflict management in work teams. In C. Wankel 21st century management: A reference handbook Vol. 2, pp. II-44-II-55. Thousand Oaks, CA: SAGE Publications, Inc. doi: 10.4135/9781412954006.n54
Maynard, M.T., & Gilson, L.L. (2014). The Role of Shared Mental Model Development in Understanding Virtual Team Effectiveness. Group and Organization Management, 39(1), 3-32.
O’Neill, T., Hancock, S., Zivkov, K., Larson, N., & Law, S. (2016). Team Decision Making in Virtual and Face-to-Face Environments. Group Decision & Negotiation, 25(5), 995–1020. https://doi-org.ezproxy.umuc.edu/10.1007/s10726-015-9465-3
Pangil, F. (2014). The mediating effect of knowledge sharing on relationship between trust and virtual teams effectiveness. Journal of Knowledge Management, 18(1), 92-106.
Yalabik, Z.Y., & Panteli, N. (2015). Employee Engagement in a Virtual Work Environment: The Case of a Virtual Team Temporary Project. Academy of Management Proceedings, 3(2), 5-9.