Notesale: Turn your study into money

Document Preview

Extracts from the notes are below, to see the PDF you'll receive please use the links above

---

PRODUCTIVITY & QUALITY IN THE TOURISM
INDUSTRY (HTM 308) – STUDY MATERIAL & NOTES,
FALL 2015
12 LAWS OF PRODUCTIVITY IN AN ORGANIZATION

1
...
One
is too small a number to achieve greatness
...

• Teams involve more people, thus affording more resources,
ideas, and energy
...


2
...

 Members must be willing to subordinate their roles and personal agendas
to support the team vision
...


3
...
”
 Acknowledge the strength and weaknesses of every member in the
organization
 All players have a place where they add the most value
...
To be able
to put people in their proper places and fully utilize their talents and
maximize potential, you need to know your players and the team situation
...

 Having the right people in the right places is essential to team building
...
You must know the team – in terms of vision, purpose, culture,
and history
2
...
You must know the players – evaluate each person’s skills,
discipline, strengths, emotion and potential
...

• Get to know yourself – spend time reflecting on and exploring
your gifts
...
Remove your personal blind
spots by identifying those weaknesses
...
If you can’t trust your leader, you are on the wrong
team
• See the big picture – your place on the team only makes sense
in the context of the big picture
• Rely on your experience – learn from past failures and
successes
...

 How to Get on Track:
• If you see you are not in the right place, make a transition to
your niche
...

• If you have no idea what you should be doing, then do some
research
...
Try new things,
and gain experience
• For leaders, after you know who belongs where, motivate
people by stretching them out of their comfort zones
...


4
...
You do it slowly and carefully,
by unselfish teamwork”
YOUR TEAM MUST BE THE SIZE OF YUR DREAM
...
The team should not break apart
...

 Focus on the team and the dream should take care of itself
...

Add members, change leaders to suit the challenge of the moment,
and remove ineffective members
...
The Law of the Chain – “the strength of the team is impacted by its
weakness”
 No matter how strong your members are, if there is one/two member who
thinks negatively, it will affect your organization/team
...

 When the weakest link remains on the team the stronger members
identify the weak one and end up having to help him
...

 Your Team is Not Everyone
1
...
Not everyone should take the journey
3
...


6
...

 Have competence
 Winning teams have players who make things happen
...

 Characteristics of a Catalyst:
• Intuitive
• Communicative
• Passionate
• Talented
• Creative
• Initiating
• Responsible
• Generous
• influential

7
...

 Members know what to accomplish because them mind is set on the
goal/vision
...
A team without
vision is at worst, purposeless
...
As the agendas work against
each other, the team’s energy and drive drain away
...
It knows
where its headed and why it’s going there
...
A Moral Compass (look above) – great businesses are built
along the lines of the strictest integrity
2
...
It fires up the committed and
fries the uncommitted
...
A Historical Compass (look behind) – make positive use of
anything contributed by previous teams in the organization

4
...
A Strategic Compass (look around) – strategy brings process to
the vision
6
...

 Use the following checklist to make sure that the vision you
show the team possesses:
• Clarity (for understanding)
• Connectedness (to past, present, and future)
• Purpose (direction)
• Goals (targets)
• Honesty (integrity and credibility)
• Stories (relationships)
• Challenge (stretching the vision)
• Passion (fuels the vision)
• Modeling (brings accountability to the vision)
• Strategy (bring process to the vision)

8
...
Action is a good attitude
...

 Bad attitudes have the power to lift up or tear down a team
 An attitude compounds when exposed to others
 Bad attitudes compound faster than good ones
...

• Do you think the team wouldn’t be able to get along without you? Do you
believe that recent team successes are attributable to your personal
efforts, not the work of the whole team? Do you keep score when it
comes to praise and perks handed out to other team members? Do you
have a hard time admitting you made a mistake? If you answered yes to
any of these questions, you need to keep your attitude in check
...

 A desire to hog all the credit
...
The Law of Countability – “teammates must be able to count on each other
when it counts”
 Similar to Everest Law
 As a leader take responsibility
...

“the greatest compliment you can receive is being counted on”
 Ask yourself if your integrity is unquestionable, if you perform you work
with excellence, if you are dedicated to the team’s success, if you can be
depended on every time, and if your actions bring the team together
...
Develop pride in group membership
2
...
Give recognition whenever possible
4
...
Establish your group’s worth by promoting its history and values
6
...
Encourage people to participate in activities together outside of
work
...
The Law of the Price Tag – “the team fails to reach its potential when it fails
to pay the price”
 The best thing in life has a price; you must be willing to pay the price; you
have to sacrifice some things
 The team fails to reach its potential when it fails to pay the price
...

 The 4 truths and the law of the Price Tag
1
...
The price must be paid all the time
3
...

4
...


11
...

 It constantly makes adjustments to the desires and interests of its
customers and potential customers
...
They created a
unique rating system for subscribers to exchange information on
individuals selling merchandise on the site
...

 The team can make adjustments when it knows where it stands
...
The scoreboard is essential to understanding
2
...
The scoreboard is essential to decision making
4
...
the scoreboard is essential to winning
...
The Law of the Bench – “great teams have great depth”
 Not only the starters are good but also the other member
...
The key to making the most of the law of the bench is to
continually improve the team
...

 The bench is made up of the people who indirectly add value to the
organization and who support the starters
...
Recruitment
...
Training
...
Losses
...

- How do you build your bench?
1
...
Is he driving, influencing, supporting, or calculating?
2
...
Is he motivated by results, relationship, money,
recognition, or security?
3
...
Does he work best alone or with a team?
4
...
Are they maintainers or builders?
5
...
Will he fit the culture?
6
...
Where does she fit in and add value?



---