| Day
1 |
MORNING:
Team Building; Creating an Effective
Team
|
During
the first morning participants learn
about team building by actually experiencing
the process. Groups, typically of eight
persons, are created by a highly successful
team building process. A set of activities
accompanied by short lectures develops
trust among team members and sets the
stage for their ability to work effectively
and learn from one anoth |
| |
AFTERNOON:
Decision Making in Teams |
In the afternoon,
each team is videotaped while working
on a highly involving survival exercise
developed by Professor Vroom. Subsequently,
participants learn about effective team
processes by reviewing their videotapes
and critiquing their own performance
(i.e. the highly effective ¡§after action
review process¡¨ developed by the US
Army.) The afternoon concludes with
a debriefing of groups and a summary
lecture on what is known about the design,
composition, and leadership of effective
teams. |
| Day
2 |
MORNING:
Leadership Styles |
This session begins
with an examination of the concept of
leadership as it is used today and of
its importance to organizational effectiveness.
The focus then moves to the Vroom model
of leadership styles. Each team is given
a set of 5 cases, each describing a
leader faced with a challenging problem
to solve. Their task is to explore differences
in team members¡¦ perceptions of the
most effective leadership styles to
be employed by the leader and to reach
consensus on the most effective style
for each case. These consensual decisions
are recorded in a matrix After an exposition
of the model, each team evaluates its
choices using the short form of the
model found in most managerial textbooks
and then move to a computer based ¡§expert
system¡¨ contained on a CD-ROM provided
to each participant for continued use
on real problems which they encounter
on their jobs. |
| |
AFTERNOON:
Intergroup Conflict |
This session is
a highly involving experiential exercise
in which teams learn the dynamics of
competition and inter-group rivalry
as well as mechanisms for preventing
and resolving conflicts. |
| Day
3 |
MORNING:
Leadership and Management |
In preparation for
this session, participants will have
read two Harvard cases each describing
a senior manager working for the same
multi national corporation. The class
session will be devoted to a review
and analysis of videotapes of each of
these managers revealing marked differences
in their leadership styles. These differences
will be examined in relation to the
model of leadership and to the nature
of the environment confronting contemporary
organizations. |
| |
AFTERNOON:
Leadership Feedback |
Professor Vroom
provides the entire group with feedback
on the class profile showing how it¡¦s
choices on the pre-work compares with
150,000 managers who have worked on
the same or comparable cases.
In the second half, Vroom presents key
findings from his research on leadership
styles. Among the issues to be discussed
are cultural differences, gender differences,
and organizational differences in leadership
style.
Finally, participants receive a five-page
detailed analysis of their leadership
style based on their personal choices
in the 30 cases that constituted the
pre-work for the program. |
