The University of Arizona Libraries

TRAINING FOR TEAM SYSTEMS

Katzenbach & Smith, 1993

Katzenbach & Smith, 1993 Focus on Team Basics Triangle

Definition:  

The University of Arizona Library is a team-based organization.  Work is accomplished by members of functional and cross-functional teams working together toward a common purpose to achieve collective work products, performance results and personal growth.  Teams are comprised of employees with complimentary skills and knowledge, who agree on a set of performance goals and a common approach to work for which they hold themselves individually and mutually accountable.  It is our goal that team leaders, work team leaders and team members learn and practice the many skills associated with high-performing teams.

  1. Functional Teams:  All employees are assigned to work in one of the functional teams.  These are customer-focused and process-based.  Members share tasks, cross-train, and plan and assign work to members of the team to accomplish their mission-critical processes. Teams have an explicit planning structure to ensure performance (see PEMS).
  2. Standing Cross-Functional Teams:  These teams are permanent, are charged with accomplishing specific organizational tasks, such as strategic plan development or Information Access budget allocation, and are staffed on a rotating basis by members of functional teams.
  3. Cross-Functional Project Teams:  Within or across teams, some short-term work is accomplished by assignment of team members who are to solve a particular problem, design and implement a new service or product or plan how to respond to a new opportunity.  These teams receive a clear charge, are time-bound, report to a management review team (MRT), and are assigned a Cabinet sponsor. 

The skills and knowledge needed to be effective team member of any team include: visioning and planning, project management or work planning, assessment of customer or system requirements, data gathering, analysis and evaluation, problem-solving, decision-making, communication and group and inter-personal relations.  HROE provides management review teams with training in the formation and charging of teams; we also facilitate the handoff to ensure goals and role clarification as well as accountability for results.  HROE provides team training on group dynamics and team work, annual and project planning, tools for problem-solving and decision-making, and the steps involved in process improvement and new product or services design.  A list of some, but not all our services can be found at:  Team Facilitation and Training Support Services.

How Teams Work:

Functional Teams: Each permanent functional team is responsible for assessing their customers’ needs and future expectations, organizing the work of the team to provide services and products based on this assessment, and evaluating and reporting on progress and results throughout the year.  To facilitate team functions, each team creates an annual Team Strategic Framework, which includes:

(See Outline & Definitions of the PEMS: Team Strategic Framework and Goal Setting Processes (12/21/07) 

Cross-Functional or Project Teams:  These teams are appointed for a specified period of time and given a charge to achieve specified results.  They can be appointed by Cabinet, SLRP or IRMMT or by a team/team leader charged by Cabinet to accomplish a project in a specified period of time.  Members of these teams can come from within a team or can include members from other functional teams.  They are given a charge that clearly states their purpose, parameters, constraints, and timeline.  (See Charge Template, Simplified.)

Management Review Teams:  Any team or individual who is going to formally charge a group of functional or cross-functional employees to accomplish a result during a specified period of time, drafts a charge, appoints and resources the team, clarifies expectations and parameters, and supports the team in accomplishing its charge.

Team Leaders: Team leaders wear multiple hats including team administrator, team member, and Cabinet member, while performing as leaders and managers depending on each individual circumstance.  As officers of the University, they ensure that University policies are upheld.  Team leaders are expected to convey the larger context in which the libraries operate by cultivating external relationships with deans, associate deans, faculty and donors, and keeping up with trends in higher education, as well as national and local political/financial environments.

On a local level, team leaders are responsible for participating in the strategic planning process as well as operationalizing the Libraries’ strategic plan through their work with functional and cross-functional teams.  Team leaders are expected to be proficient in Human Resource policies and procedures. 

Most importantly, team leaders’ primary responsibility is to provide oversight, guidance and support to ensure the success of their respective team members.  They ensure that the outcomes expected of teams are actually achieved. See the full description of Team Leader Expectations.

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Guidelines and Best Practices:

Forms / Support Materials:

Team Assessment Forms:

Teams and Trust:

Team Facilitation:

University Policies:

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