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  • Denisse Caballero 9:00 am on January 13, 2014 Permalink | Reply
    Tags: , , , , , , , team management,   

    Team Management vs. Leadership 

    Estimated Reading Time: 5 minutes

    liderazgo vs team managementFirst things first: What does it really mean to direct a work team and how does it differentiate with leadership? John P Kotter explains that leaders are people who do the right things, while the directors/managers are people who do things correctly. This does not mean that one is better than the other; in fact, these two roles are complementary to each other and to operate a team at work to be successful, you need to meet both requirements.

    We understand that  the basis of leadership is founded on the vision of the future, how to communicate that vision and helping people to understand and achieve. On the other hand, directors are those responsible for making this vision to be implemented effectively and successfully, in other words “create plans” to achieve that. That said we clarify that a leader is not necessarily a manager and not the opposite, but it is possible that they can be.

    On one hand, a real manager will provide order, therefore organize and promote compliance with the company’s plans, this will do it by making decisions and delegating functions using a formal structure to generate stability and avoid poor performance. A leader will establish a communication process and will push his/her team together utilizing informal relationships to establish bonds, of which will motivate the workers to transmit said energy to the rest of the team.

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  • Francisco Eguiza 10:05 am on January 10, 2014 Permalink | Reply
    Tags: , , , team management   

    Talent Drain- Why Do Businesses Experience Staff Turnover? 

    Estimated Reading Time: 6 minutes

    talentoWhy can entrepreneurial talent make the decision to leave a work team? It is not an easy decision for the employee. However, despite how difficult it could become to find a new position, some businesses suffer from constant employee turnover. Let’s analyze concretely possible reasons and solutions to this problem.

    Main reasons staff turnover can happen in a business

    There are two principle reasons why talent is in constant rotation:

    • Selection: Remember that not all who quit are proportional to a lack of motivation or inability to retain a satisfied work team; on many occasions, the problem is in the selection of staff, in the recruitment policies and the definition of the profiles from Human Resources.
    • Retention: Is the most common reason, in short, it is the lack of internal communication and largely results in the inability to convey specific messages and quality to our team.

    But then, what should you do? Working on the basis “little actions generate big changes”, is only a question of adjusting strategies and of obtaining the correct tools to initiate an efficient and productive communication.

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  • Juan Ignacio Barenys 9:00 am on January 7, 2014 Permalink | Reply
    Tags: , , , team management   

    Managers… Born or Made? 

    Estimated Reading Time: 4 minutes

    The time of the industrial era has definitely passed in which the business organization gave rise to plots almost completely sealed from those who thought, those who worked and those who controlled. In this setting, the manager was essentially the controller, taking on a role in which his/her competence was measured above all by the attainment of objectives through hierarchical organizations.

    Today, the new management philosophy flags the information and service as necessary elements for the effective functioning of organizations that, in a progressive way, abandon the hierarchy and substitute it with the collective. This change is not trivial, it is the opposite: it very directly introduces the need for leadership in a manager 2.0, and this takes us to confront the question- Is leadership is an aptitude with which one is born with? Or an ability that is made? 

    I am going to venture: the two of them. But not in the way– yes or no– as if to evaluate the kindness of a piece of code. It is not easy to address this question, but its difficulty does not excuse us from doing so.

    If hierarchies weaken, on one hand, while reinforcing coordination requirements; on the other hand, there is no choice but to invigorate the interstitial loops holding the organization together and keep people closely connected with the organization. Here, a manager 2.0’s role is located- leader by demand. 

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  • Virginio Gallardo 9:00 am on December 20, 2013 Permalink | Reply
    Tags: , , , , , team management   

    12 Behaviors of a Transformational Leader 

    Estimated Reading Time: 5 minutes

    Note from the Editor: Today we bring you this article that Virginio Gallardo published in his blog which we found interesting to open a new discussion thread at Zyncro. What types of leaders are there in businesses? What type of leader transforms an enterprise into a social enterprise? What characteristics should this leader have? Tell us in the comment section 😉

    We are in a new age where talent management requires new leadership. I suggest that we analyze the characteristics of the new transformational leader from six leadership styles that include different levels of performance from emotional self-management to the management of internal and external communities.

    Style 1 : Emotional Manager (central axis): Leadership is managing emotions designated as emotional intelligence that is at the center of leadership development; starting to lead ourselves can lead others towards self-knowledge, self-regulation being one of the most important bases for managing teams.

    • Behavior 1: Recognize the motives and intention strengthening the trust between individuals with objectives on the team
    • Behavior 2: Create a trusting emotional environment that appropriately fosters apprenticeship and innovation 

    Style 2: Motivator for achievement (present/results): Objectives are clearly established, giving demanding monitoring while in accordance with each employee’s potential. This is the base of attainment for some excellent results. Results are the best expression of leadership and innovation, but they are also one of the elements that reinforce excellent performance.

    • Behavior 3: Promotes the generation of ideas leading actions that improve results  
    • Behavior 4.: Appropriate demands for results from the potential and abilities of each employee 

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  • Josep Baijet 9:00 am on December 4, 2013 Permalink | Reply
    Tags: , team management, ,   

    Training in Business Using Enterprise Social Networks 

    Estimated reading time: 5 minutes

    Businesses need to innovate in training systems they use with their employees in order to make training more attractive and effective. I already spoke about the different factors to take into account when trying new ways of training employees in an organization. Today, I will speak about how to innovate while training employees through Enterprise Social Networks.

    There are already busy and crowded virtual societies that communicate through open online social networks such as Facebook, Twitter, and LinkedIn. Gradually companies see that it is also very useful for this kind of community created in organizations, are opening and using enterprise social networks that establish mechanisms for ongoing training and socialization between components. 

    The combination of  e-learning with Enterprise Social Networks exhibit one of the most innovative and powerful tools to train people.  At Zyncro we have done learning studies where we see how people, during training activities, continue the activity outside class hours and exchange data, opinions, multimedia content, work, etc., and incorporate the training in their professional daily life and vice versa.

    This makes the training form an integral part of their activity and that content is upgraded on time and with micro information that allows people to have them each day. We often see how to formulate a question in the training group, and another student gives a source of information or a response faster than the tutor himself;  or how a group decides to advance in a certain topic that was not a part of the initial content of the course but everyone agrees that it can be more useful than other parts of the course that was planned at the fast obsolescence of some content. And this can only be done with tools that allow this agility of action. 

    The creation of groups is one of the most powerful features of these tools that allow easy creation of learning groups and the exchange of information at different levels, transverse, verticals and multidisciplinary that give the student the possibility to obtain from each person the most useful and relevant information.

    Another advantage of these types of tools is getting that content to stay in the organization. 

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  • María Teresa Farfán 9:00 am on November 27, 2013 Permalink | Reply
    Tags: , , , team management,   

    Collaborative Work vs. Individual Work 

    Estimated Reading Time: 3 minutes

    For a long time individual work has been preferred in companies, the premise being that each person “scratches their own nails”. However, the globalization and beginning of new forms of work conception has also opened the doors to collaborative work, in which the entire team has common objectives and to not pursue individual objectives that impede the sustained growth in an organization.

    Why is this important? 

    Collaborative work allows, of those who implement it, to get the most out of their human resources of which already supports the concepts of each partner and collaborator to join in the search for better options for the company.

    Additionally, collaborative work establishes a trust between members of the group, leaving behind those times when each person “scratched their own nails” and opened way to the joined responsibility about the work done. 

    Another great advantage of collaborative work is that it increases and solidifies social relations and, therefore, presents improved organizational culture within the company, an increase in the self-esteem of workers and better management of internal conflicts.
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  • Josep Baijet 9:00 am on November 26, 2013 Permalink | Reply
    Tags: , team management, ,   

    6 Factors to Consider in order to Innovate Methodologies in Training for Businesses 

    Estimated reading time: 5 minutes

    Training employees is key to achieving objectives and the innovation necessary to adapt methods to the conditions. To decide how to train our employees today we must take into account diverse circumstances that occur and determine action.

    1. The constant change

    Content changes at great speed and expires rapidly. It is difficult to establish programs and educational objectives when at the same time they are being fulfilled, they are also being changed. 

    2. Innovative Trends

    The businesses that are achieving important changes in employee training use combined processes: classic methods (classroom training or from a distance) and innovative methods (social learning).

    3. Empower the organization thus train the employees

    Work relationships of small duration make it necessary to keep knowledge within the organization. Talent management happens in order for the organization to be the one with the talent and that the people can be the ones to obtain it through informational systems and through the transfer of people. This implies that knowledge is not lost when one person leaves, rather it is kept within the company.

    Let your employees know that having knowledge and training must be a consequence of your organization having it and vice versa.

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  • Francisco Eguiza 9:00 am on November 21, 2013 Permalink | Reply
    Tags: , , , team management,   

    4 Recommendations for Teamwork within an Enterprise Social Network 

    Estimated Reading Time: 5 minutes

    One of the main benefits of Enterprise Social Networks is the act of putting in motion collaborative work that comes from teamwork. However, being a relatively new technology and somewhat avant-garde, some companies that adopt this impulse as a project, don’t know the areas of opportunity very well in the teamwork environment. Below you can find 4 recommendations for working in a team within an enterprise social network.

    1. Grouping and Organization: This can definitely be the main mission on the list. If you will work in a team, it is imperative to group together members in areas, departments, projects, and any other topic that can be useful. What must be present is maintaining all members informed, active and conscious of their tasks.

    2. Use clear and short messages: One of the benefits of implementing an enterprise social network as a social ecosystem in the company or business, is the reduction of emails. And it is really a benefit, as arriving to the office and finding a chain of 20 emails with only one sentence answers takes time and minimizes productivity.

    The enterprise social network is useful for communicating, taking advantage of private messaging to ask questions, to clarify points, ask VoBo’s in a micro-blogging post so those involved can see…it is never necessary to draft an extensive email or copy 7 people in the company, when the message can be clear, concise and direct to the person on the team who is really interested.
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  • Carlos Gonzalez Jardon 9:00 am on November 7, 2013 Permalink | Reply
    Tags: , , , team management   

    The Importance of a Project Manager 

    Estimated reading time: 5 minutes

    One of the first activities to address at the hour of pulling out a project is to name the project manager. The role of this person is key for he/she will be in charge of coordinating/leading all the aspects related to the project. 

    In many projects, I have been able to see that there is not just one person responsible for making decisions, but the responsibility is diluted between distinct people in charge of different aspects of the project: technology, law, functions, and business.

    Specific managers in specific fields within a project is not bad, but there must always be one particular person wit the capacity to make decisions: to resolve conflicts, to select different options, to coordinate distinct parts of a project, to communicate, etc. It is what is called accountability: a sole person who has the total/essential responsibility of the project.

    Another aspect that calls my attention in many projects is the manager has a marked technical character. This happens a lot in high technology projects where the Project Director is often worried of low level aspects and where project management function is performed by a technician of the team as a reporting activity.

    What is the Project Manager’s function? Does he/she have to dedicate time to technical activities? 

    I rely on PMBok®: “The project director concentrates on the specific objectives of the project“. It must be planned what to do, keep track of how it’s running, make decisions to correct issues, inform stakeholders involved, etc.

    The project manager plays a key role in coordinating all the resources of a project. 

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  • Juan Ignacio Barenys 9:00 am on November 6, 2013 Permalink | Reply
    Tags: , , , team management,   

    Manager 2.0: A One-Man Band? 

    Estimated reading time: 5 minutes

    For the last 10 or 15 years, technology consulting companies have consolidated a complex professional figure around project management and professional groups: the manager. Thus people with the following profile are appointed: important academic training, between the ages of 30 to 40, little field experience specifically oriented to technology, but yes to experience in management, personal skills and social standards, professional career ambition, and vocation to take on responsibilities.

    The fast growth of many companies has been based on the creation of hierarchical structures in which the manager has played a major role as a linker between business strategy and technical mass. The manager’s role has been to design and implement, with great agility, the tactical approaches to respond the objectives of the first, and at the same time be able to organize and direct the second. The result can be described as acceptable, with an important caveat.

    The same business strategies that created the breeding ground for the environment of management did not put enough care to accompany such professionals in their professional development in the long term and, consequently, little foresaw the high degree of pressure to which they are subject. The high domestic and foreign competition, and the need for continuous updated training to cover the gap in competent management teams

    The manager has to negotiate, represent the company, select, evaluate, motivate and directly direct other professionals, whom may be more prepared in the technical content than the manager, produce proposals and, many times, sell them, etc.  A myriad of hats that fit more or less on the manager’s head but have not been made or adapted to suit him/her. (More …)

     
    • psychic readings 4:16 pm on November 6, 2013 Permalink | Reply

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