Gorden Whiting

Tracy Denmark

Maria Encina

Tony Marion

““The process of The process of developing, developing, negotiating, and negotiating, and formalizing the formalizing the targets or objectives targets or objectives that a person [or that a person [or team] is responsible team] is responsible for accomplishing” for accomplishing” (Schermerhorn, (Schermerhorn, Hunt, & Osborn, Hunt, & Osborn, 2004, p. 134).2004, p. 134).

Goal Goal Specification Specification – Navigating – Navigating the Vesselthe Vessel

A team can be A team can be motivated, but motivated, but if specific if specific goals are not goals are not made, the made, the team can spin team can spin off course and off course and not even know not even know it.it.

Goal Goal Specification Specification is taking the is taking the boat where it boat where it needs to go.needs to go.

When you know where When you know where the ship is supposed the ship is supposed to sail, you know to sail, you know when you are drifting when you are drifting off target. off target.

E. Locke and G. Latham’s Goal Setting Theory

(Schermerhorn, Et al., 2004, p. 135)

Make goals challenging and a bit difficultMake goals challenging and a bit difficult

Develop specific goals rather than vague onesDevelop specific goals rather than vague ones

Leaders should give feedback and encourage personal goalsLeaders should give feedback and encourage personal goals

Give people the tools they need to accomplish the goalsGive people the tools they need to accomplish the goals

Everyone should agree on the goals for the absolute cooperation of allEveryone should agree on the goals for the absolute cooperation of all

Motivation- the wind Motivation- the wind that keeps the craft that keeps the craft

moving forwardmoving forward

The set of “forces that The set of “forces that account for the level, account for the level, direction, and direction, and persistence of effort persistence of effort expended at work” expended at work” (Schermerhorn, Et al., (Schermerhorn, Et al., 2004, p. 85).2004, p. 85).

The level of performance that is given (a smooth, The level of performance that is given (a smooth, not a bumpy ride)not a bumpy ride)

What direction the team is going What direction the team is going (forward not backward)(forward not backward)

What speed (a constant journey- not What speed (a constant journey- not erratically stopping and starting)erratically stopping and starting)

Motivating teams as well as individuals requires Motivating teams as well as individuals requires enhancing their team’s performance enhancing their team’s performance

(Thompson, 2004, pp. 32-34)(Thompson, 2004, pp. 32-34)

Openly identify everyone’s contribution for Openly identify everyone’s contribution for maximum constructive evaluationmaximum constructive evaluationTeam projects should be challenging Team projects should be challenging and have clear goalsand have clear goals

Reward team members’ performancesReward team members’ performances

Focus on increasing team cohesionFocus on increasing team cohesion

Increase personal responsibility by setting Increase personal responsibility by setting individual goals for team membersindividual goals for team membersDevelop a team contract at the conception of Develop a team contract at the conception of the team and revisit as the team and revisit as necessarynecessary

Provide team performance reviews Provide team performance reviews and feedbackand feedbackDo not let teams get too large or too smallDo not let teams get too large or too small

Synergy is Synergy is all the all the

parts of parts of the boat the boat

itself itself coming coming

together together to perform to perform the task at the task at

hand hand (sailing). (sailing).

These are These are the the

rudder, rudder, mainsail, mainsail,

mast, mast, centerboacenterboa

rd, etc. rd, etc. that bring that bring

the boat the boat together together

to perform to perform in a way in a way

they could they could never do never do

alone.alone.

““[The act [The act of] of] synergy synergy refers to refers to everythineverything that g that can and can and does go does go better in better in a team a team comparecompared with d with individuaindividuals ls working working independindependently” ently” (Thomps(Thompson, 2004, on, 2004, p. 40).p. 40).

Benefits of Benefits of Synergy Synergy

(Schermerhorn, (Schermerhorn, 2006, p. 408)2006, p. 408)

Synergistic teams provide resources to the Synergistic teams provide resources to the team that one person alone could never team that one person alone could never accomplish with more innovative results accomplish with more innovative results

Synergistic teams have higher motivation Synergistic teams have higher motivation to accomplish goals and they have a to accomplish goals and they have a greater commitment to this gogreater commitment to this go

Synergistic teams meet the needs of the Synergistic teams meet the needs of the individual better when they feel they are individual better when they feel they are part of a teampart of a team

How to accomplish synergy (Thompson, 2004, pp. 24-35)

Good Communication and

Minimizing performance threats

through the utilization of

Coordination- Coordination- synchronizing all synchronizing all strategies of the strategies of the members of the teammembers of the team

Knowledge and skills- Knowledge and skills- matching the right matching the right people with the right people with the right taskstasksMotivation and Effort- Motivation and Effort- Creating a goal for which Creating a goal for which to striveto strive

ReferencesSchermerhorn, John R. (2006) Management, 8th Edition. John

Wiley & Sons, Inc.: Hoboken.

Schermerhorn, Jr., John R., Hunt, James G., Osborn, Robert N.

(2004). Concepts of Organizational Behavior. Hoboken: John

Wiley and Sons, Inc.

Thompson, L.L. (2004). Making the Team: A Guide for Managers

(2nd ed.). New Jersey: Pearson Prentice Hall.