Strong leadership at every level in the State Sector will transform the experiences of New Zealanders. We currently have a pool of good agency leaders who deliver in the context of their agencies. What we are now working towards is a group of leaders who can both lead their agencies well and work together to have an impact across the entire State Sector system. This is not an easy shift but one that, with focused effort and the right incentives in place, will deliver the types of leadership required to enable us to deliver better collectively.
This exercise is designed to assist team members to understand more fully their own roles and responsibilities in relationship to the work of the team, and to provide them with an opportunity to share their expectations about the roles and responsibilities of others.
Because it can be difficult to understand fully the distinction between a role and a responsibility, please keep the following definitions in mind as you move through this exercise.
Roles — Generally, roles are the positions team members assume or the parts that they play in a particular operation or process. For example, a role an individual might assume is that of facilitator, or communications liaison. Responsibilities — On the other hand, responsibilities are the specific tasks or duties that members are expected to complete as a function of their roles.
They are the specific activities or obligations for which they are held accountable when they assume—or are assigned to—a role on a project or team. For example, some of the responsibilities of a person in the role of team facilitator might include making sure that meeting agendas reflect feedback and input from all members, that the meetings start on time and end on time, and that all members have opportunities to contribute to discussions.
Generally speaking, there are two types of roles that team members may have. Obviously, if individual team members do not know what they are expected to do, it is highly unlikely that anything will get done. Again, a lack of clarity around roles and responsibilities is one of the primary reasons that teams fail to produce results.
In addition, it is unlikely that members will continue to be interested or invested in a project if they do not know why they are involved or what is expected of them or the other members. Unlike formal roles, informal roles are not assigned.
Instead, they are assumed by individuals because of their personalities, motivations, individual styles and attitudes, or the ways that they like to approach situations or tasks. Just as it is important to understand or recognize the formal roles people have on a team, it is also critical to identify the informal roles played by individuals, because informal roles can have a significant impact on a team.
The following are examples of some of the informal roles that members play on teams. Teams might have a caretaker. Sometimes teams have an informal spokesperson.
The role of the comedian is played by the person who wants to assume responsibility for making sure everyone is having a good time. Comedians break tension and conflict with humor. They make sure teams do not take themselves too seriously.
There is the catalyst. This is the person who is like the cheerleader, who contains the energy for the project, gets people excited, and forces people to move forward. The optimist is someone who is always looking at the positive side of issues, who brings an upbeat perspective. There is the pessimist, who brings the negative perspective.
But the true realist is not necessarily negative. The realist is the person who conducts the reality checks for the team, who wants to see the team succeed and not get blindsided by events that are unanticipated.
These are just some examples of the kinds of informal roles that individuals play. The important thing to note here is that informal roles do have a significant impact—both positive and negative—on the work of teams, and it is important to identify and address those effects when necessary.
As has been emphasized, clear roles and responsibilities are critical to the ultimate success of teams. However, such clarity is not always present within collaborative teams—particularly when teams are first established, and especially if there are individuals on the team who have not worked together previously.
Regardless of whether a team is newly formed or longstanding, each of the team members will have desires and beliefs about what the other members of the team could or should be doing.
This exercise allows time to discuss what individual team members believe they contribute to the team. Exercise Instructions Using the attached Role Expectations Worksheet, individually write a brief statement describing your perception of your roles and responsibilities on your team. Give thought to the unique skills, talents, and expertise you bring to the group and how these relate to the specific role s you can perform.
Your statement should include information about what you think the other team members expect you to contribute. Read your roles and responsibilities description, and express what you see as your contributions to the team. Allow others to ask questions and clarify your comments. Have others describe their expectations of you.Chapter-by-Chapter Instructional Material Terms and Responsibilities of Channel Members The producer must determine the rights and responsibilities of participating channel members.
A) The main elements in the “trade-relations mix” are: 1) Price policy. 2) Conditions of sale. Benefits of Membership. a. Member Support. Loyalty Program Members will have access to Member service telephone numbers for reservations, customer service and award redemption requests on the Member Support Website.
b. Member Rates. i. Member Rates.. Loyalty Program Members will receive an exclusive, preferred rate ("Member Rate") when they book rooms through a Marriott Channel.
Effective Working with Channel Members. By- Group-5 Objectives What is channel and who are the channel members? Why companies use distribution channels and understand the functions that these channels perform.
How Channels can be used effectively. Learn how channel members interact and how they organize to perform the work of the channel. How companies select, motivate,/5(7). name some responsibilities of channel members -need to agree on terms and responsibilities of each channel member -agree on price policies, conditions of sale, territory rights, and specific services to be performed by each party.
Haringey Council's Cabinet Members. The Cabinet is a group of Councillors who take most of the decisions about what the council does. It is made up of a Leader and nine other Councillors. In early , Rupert Murdoch-owned News Corporation entered into discussions to purchase a stake in The Family Channel with International Family Entertainment as a partner, in order to use the channel to carry the library of children's programs that News Corporation had owned through television production company Saban Entertainment.
On June 11, , News Corporation purchased International.