Chapter 5
Leaders Facilitate
Teamwork
Hospitality and Restaurant
Management
Learning Objectives
After completing this chapter, you should be able to:
• Explain why teamwork is important to the success of
restaurant and foodservice operations.
• Review common types of restaurant and foodservice
teams.
• Describe the five stages of team growth and
development.
• Discuss basic principles helpful in building and
maintaining effective teams.
Learning Objectives continued:
After completing this chapter, you should be able to:
• Explain basic procedures for setting team goals.
• Identify procedures for effectively managing team
projects.
Chapter 5 Leaders Facilitate Teamwork
TEAMWORK AND SUCCESS
What Is a Team?
Advantages of Teams
Pitfalls of Teams
Team Member Skills
Chapter 5 Leaders Facilitate Teamwork
COMMON RESTAURANT AND FOOD SERVICE TEAMS
Employees Are on Many Teams
Chapter 5 Leaders Facilitate Teamwork
Types of Teams
Chapter 5 Leaders Facilitate Teamwork
STAGES OF TEAM GROWTH
Forming
Storming
Norming
Performing
Adjourning
Chapter 5 Leaders Facilitate Teamwork
Putting It All Together
Chapter 5 Leaders Facilitate Teamwork
Chapter 5 Leaders Facilitate Teamwork
BUILDING EFFECTIVE TEAMS
Principles of Team Building
Focus on Team Leaders
High-Performance Teams
Chapter 5 Leaders Facilitate Teamwork
Team Management Challenges
Management Challenges
Conflict Challenges
Chapter 5 Leaders Facilitate Teamwork
SETTING TEAM GOALS
Goal Setting
Types of Team Goals
Benefits and Challenges of Team Goals
Chapter 5 Leaders Facilitate Teamwork
MANAGING TEAM PROJECTS
Planning Projects
Implementing Projects
Evaluating Projects
Chapter 5 Leaders Facilitate Teamwork - Summary
1. Explain why teamwork is important to the success of restaurant
and foodservice operations.
•
A team is a group of persons who work together to reach a goal.
•
Restaurant and foodservice employees are grouped into teams with
specific responsibilities that involve working closely with other teams.
•
Effective teamwork can increase productivity and better ensure that
products and services meet standards.
•
Also, resources can be used more effectively, problem solving will
improve, and creativity and innovation during planning will be
greater.
•
Managers using teams recognize that decisions can take longer,
disagreements may arise, some tasks are better performed by
individuals, and some employees may not wish to participate in team
projects.
•
To be effective, the team’s members must have adequate technical
abilities, problem-solving skills, and “people” skills.
Chapter 5 Leaders Facilitate Teamwork - Summary
2. Review common types of restaurant and foodservice teams.
• All employees of an operation comprise one team.
• This team is broken down first into departmental teams, further into
teams with specific responsibilities, and finally into teams of individuals
who have common responsibilities during specific work shifts.
• There are three basic types of teams: functional teams that perform
routine tasks, problem-solving teams to resolve immediate problems,
and crossfunctional teams that work to resolve issues impacting
several departments.
• The fourth type of team, self-directed teams, make many decisions
with little supervision.
Chapter 5 Leaders Facilitate Teamwork - Summary
3. Describe the five stages of team growth and development.
• In stage one, forming, team members get to know each other and
learn what must be done to reach goals.
• During the second stage, storming, team members become much
clearer about their responsibilities and some conflicts between team
members may surface.
• In the third stage, norming, team members settle personal differences
and develop more trusting relationships.
• The fourth stage, performing, evolves when team members begin to
depend on each other and can analyze and solve problems
together.
• A fifth stage is called adjourning and occurs when a team’s work is
completed and the team is disbanded.
Chapter 5 Leaders Facilitate Teamwork - Summary
4. Discuss basic principles helpful in building and maintaining
effective teams.
• Managers play a key role in developing effective teams.
• They must communicate effectively, use appropriate leadership
styles, conduct team-building exercises, and explain the team’s role
in helping the operation reach goals.
• They must also apply effective management skills to support the
team.
• High-performance teams are those with very committed members
who are allowed to plan ambitious goals, make decisions, and work
hard to reach “stretch” goals.
• Team leaders have excellent interpersonal skills and allow members
to make decisions that contribute to reaching goals.
• They also request comments from members about work methods and
work with the team and other managers to help ensure their teams
are effective.
Chapter 5 Leaders Facilitate Teamwork - Summary
4. Discuss basic principles helpful in building and maintaining effective teams
continued…
• Teams do not work well when a poor management style is used, there
is high employee turnover, or there is a focus on relationships instead
of goals.
• Conflict between team members must be effectively managed.
• Strategies include the direct approach in which the manager
decides how to resolve it.
• Other strategies involve bargaining, enforcing team rules, or ignoring
the conflict.
• The best tactic is often to allow team members to work together to
resolve the conflict.
Chapter 5 Leaders Facilitate Teamwork - Summary
5. Explain basic procedures for setting team goals.
• Goals provide a purpose for work and also help determine whether
that purpose was achieved.
• Employees are likely to accept team goals if each team member has
provided input in their development.
• There are three basic types of team goals, which involve team
building, gathering and communicating information, and
understanding what must be done and the best ways to do it.
• Goals are most effectively developed when there is a trusting
environment, effective communication, and a strong connection to a
business need.
Chapter 5 Leaders Facilitate Teamwork - Summary
6. Identify procedures for effectively managing team projects.
• Projects should be planned with SMART goals.
• Team members must know their roles and responsibilities and be
assured that necessary resources are available.
• Managers must monitor the team’s progress, address any challenges
that arise, and resolve employee conflicts.
• Project evaluation is important to help determine whether goals have
been achieved.
• A debrief meeting can be conducted to learn how well the team
worked together.
Chapter 5 Leaders Facilitate Teamwork
Key Terms:
Adjourning (team development) The fifth stage of team development,
which occurs when the team has achieved its purpose and members
move on to other tasks.
Cross-functional team A team of employees from different departments
who consider problems that impact their areas and the operation as a
whole.
Debrief meeting A session in which the team leader asks all team
members to evaluate all aspects of a project after it is completed.
Forming (team development) The first stage of team development, in
which team members get to know each other and learn what they will
have to do to reach their assigned goals.
Functional team A team of employees from the same area or
department who perform the routine tasks in their job description.
High-performance team A team whose members have an intense
interest in helping make decisions and develop plans to assist the
operation in reaching its goals.
Chapter 5 Leaders Facilitate Teamwork
Key Terms continued:
Norming (team development) The third stage of team development, in
which team members settle their differences and develop more trusting
relationships.
Performing (team development) The fourth stage of team development,
in which team members begin to depend on each other and can
effectively analyze and solve problems together.
Problem-solving team A temporary team of employees selected to
solve a specific problem.
Self-directed team A small group of employees who manage many
daily issues within their functional team with little supervision.
Storming (team development) The second stage of team development,
in which the reality of what the team is expected to do becomes
clearer and some conflicts between team members may begin to
surface.
Chapter 5 Leaders Facilitate Teamwork
Key Terms continued:
Supervisor A first-rung manager who directs the work of entry-level
employees on his or her team.
Table turn The number of times a table is used during a specific meal
period.
Team A group of people who work together to complete a task or
reach a common goal.
Teamwork The act of cooperating and working together to complete
tasks and reach common goals.
Work ethic A set of values based on the idea that there are benefits to
work that include strengthening character.
Chapter 5 Leaders Facilitate Teamwork
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