Team Dynamics: Team Leadership

HRODC Postgraduate Training Institute
In Birmingham (England), Astana, Kazahkstan (Kazakhstan), Athens, Greece (Greece) and 16 other venues

£ 6,000 - (Rs 5,09,973)
VAT not incl.

Important information

Description

Learning how a team works and improving its dynamics can be the key to success for your company! This Team Dynamics: Team Leadership course with HRODC will teach you the best techniques to build a strong and confident team.

Important information
What are the course objectives?

By the conclusion of the specified learning and development activities, delegates will be able to:
-Distinguish between groups and mere aggregations.
-Suggest the difference in interpretation of groups and teams.
-Demonstrate your understanding of the social and psychological relevance of the stages of formation of a group.
-Distinguish between task forces, committees, command groups and boards.
-Apply group dynamics to organisational settings.

Is this course for me?

This course/seminar is specifically designed for: managers from all levels, team leaders, supervisors, executives, business owners, entrepreneurs, managers, supervisors.

Requirements: Degree or Work Experience

Venues

Where and when

Starts Location
Flexible
Astana, Kazahkstan
Arka Street, 010 000, Kazahstan, Kazakhstan
Flexible
Athens, Greece
Sofias Avenue, 11528, Grecia Central y Evvoia, Greece
See map
Flexible
Bahrain, Manama
Salman Highway, Bahrain, Bahrain
See map
Flexible
Bangkok, Thailand
South Sathon Road, 10120, Bangkok, Thailand
See map
Flexible
Birmingham
B5 4st Birmingham, B5 4ST, West Midlands, England
See map
Flexible
Brussels, Belgium
Rue du Fosse-Aux-Loups, 1000, Belgium, Belgium
See map
See all (19)

What you'll learn on the course

Team Building
Leadership
Team Leadership
Motivation
IT
Performance
Teamwork
Team Bonding
Team Development
Team Dynamics
Team Leader
Team Performance
Team Training
Teamwork Skills
Communication Training
Motivation techniques
Team management
Leading

Course programme

Course Contents, Concepts and Issues:

  • Groups and Aggregations: Points of Distinction
  • The type and permanence of the leadership of a team
  • When does a situational leader emerge
  • How does the team attempts to replace a situational leader, enhance stability, acceptability or renewed or clarified mission or objectives?
  • Why does a temporary team more problematic to lead than a permanent team?
  • Why does team disbandment have a negative psychological effect on members and leader?
  • An Aggregation - ‘Togetherness’ or ‘Awareness’?
  • Aggregation and Interaction
  • Team or Group: A Definition and Distinction
  • Team Dynamics
  • Team Typologies
  • Team Typological Bases
  • Command Team
  • Committees
  • Temporary Committees
  • Standing Committees
  • Task Forces
  • Boards
  • Command Teams and The Organisational Hierarchy
  • Command Teams and The Organisational Functioning
  • Team Formation
  • Team Formation Stage 1: Forming
  • Team Formation Stage 2: Storming
  • How ‘True-To-Life’ Or Realistic Are The Forming And Norming Stages OF Team Development?
  • Team Formation Stage 3: Norming
  • Team Formation Stage 4: Performing or Total Integration
  • Team Formation Stage 5: Adjourning or Disbanding
  • Deal With The Psychological Effect of Disbandment
  • Dysfunctional Behaviours
  • Addressing Dysfunctional Behaviours
  • Dealing With Aggressiveness
  • Handling Blocking
  • Dealing With Interfering Behaviour
  • Dealing With Intra-Team Competition
  • Addressing Situations Where Team Members Seek Sympathy
  • Dealing With Member Withdrawal
  • Addressing Special Pleading
  • Leader Behaviour in Dealing with Dysfunctional Behaviours
  • Being Tactful In Discouraging Distracting Behaviours
  • Encouraging Desirable Behaviours
  • Using Tangible Rewards,
  • Using Intangible Rewards
  • Bearing Mindful of Team Situation
  • Applying Appropriate Rewards and, or, Punishment
  • Promoting Team Functionality
  • Team Building and Maintenance Roles: Improving Team Effectiveness
  • Encouraging members
  • Harmonising
  • Standard setting
  • Gatekeeping
  • Determining the optimum team size
  • Providing team incentives
  • Encouraging conflict
  • Averting Groupthink
  • Avoiding the risky shift syndrome
  • Employing transactional analysis
  • Employing effective diversity management and discouraging resonation
  • Encouraging members
  • Harmonising team
  • Performance Management
  • Solving Interpersonal Problems Among Team Members.
  • Helping Team Members To Channel Their Energies Into task performance Establishing Realistic Goals
  • Developing Effective Communication Strategies
  • Minimising Technical Language
  • Clarifying Roles
  • Standard Setting - Establishing Standards And Evaluating Progress.
  • A Determination Of The Contribution Of Each Team Member To Goal Accomplishment
  • Recognising and Acknowledging Performance Improvement
  • Rewarding Exceptional Performance
  • Establishing Key Competencies
  • Establishing Acceptable Performance Levels
  • Noting Performance Indicators
  • Measuring Competence
  • Which Individual Members Can Improve Their Performance –
  • And Subsequently, Their Contribution To The Team As A Who
  • Harnessing Team Synergy
  • Gatekeeping
  • Making It Possible For Others To Participate,
  • Supporting The Weak
  • Ensuring That Introverted Team Members are not Intimidated Or ‘Crushed’ By The Extroverted
  • Recognising the Ineloquent Team Members Without Relevant Current Information to perform evaluative role
  • Resonation as an issue in team effectiveness
  • Recognising Resonation
  • Taking Steps To Avert or Reduce Resonation
  • ‘Cautioning’ Resonators
  • Determining The Optimum Team Size.
  • Numbers That Are Best For The Operational Effectiveness Of A Team –
  • Team constitutional contingent factors
  • Team numbers and member interaction
  • Team Leader’s Direct Communication With Them Members and the intervening factors
  • Team communication as Interaction
  • Necessity of communication reciprocation within teams
  • Team transaction
  • Team transitional analysis
  • The ‘Child’ in the team
  • The ‘Adult’ in the team
  • The ‘Parent’ in the team
  • The Team leader as a transaction analyst

Additional information

Cost:                        
£4,800.00 Per Delegate for UK Delivery
£6,000.00Per Delegate for Delivery outside the UK