Transcript LECTURE 17 TEAM.ppt
Chapter 8
Team Leadership
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Summary of Lecture 16
Group VS Team Types of Groups Group Development Stages Group Think Social Loafing 2
Learning Objectives
Building successful team Types of Team Teamwork Team Leader role Team Creativity Team Decision Making 3
Groups vs. Teams
In team members have complementary skills and are committed to a common purpose or set of performance goals for which they hold themselves mutually accountable
Groups Individual contributions Individual outcomes Individual and common goals Demands of management vs.
Performance depends on...
Accountability for outcomes rests on...
Members are interested in...
Responsive to...
Teams Individual contributions and collective work products Mutual outcomes Common goals and commitment to purpose
TEAM
T = Together E = Everyone A = Accomplishes M = More
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
Building Successful Teams
Diversify team membership Keep teams small in size (size of 12 to 25) Select the right team members Train, train, train Clarify goals Link individual rewards to team performance Use appropriate performance measures Promote trust Encourage participation Cultivate team spirit and social support Foster communication and co-operation Emphasize the urgency of the team’s task Clarify the rules of behavior Regularly confront teams with new facts Acknowledge and reward vital contributions to the team 6
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
Work Teams
(concerned with products and services)
Temporary
(exist for a finite period)
Work Groups
(leaders make decisions for group members)
Intact
(work within own specialty area)
Types of Teams
Purpose or mission Time Degree of autonomy Authority structure Improvement Teams
(concerned with improving effectiveness of processes )
Permanent
(remain intact as long as the organization exists)
Self-Managed Work Teams
(team members make their own key decisions)
Cross-Functional Teams
(members from several different specialties) 7
No matter what you are trying to do,
TEAMS
the most effective way to get the job done
.
are
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
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Teamwork
ADVANTAGES
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Synergy
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Avoids major errors
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Faster, better decisions
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Continuous improvement
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Innovation
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Stimulates self-motivation
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Greater job satisfaction
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Needs fulfillment DISADVANTAGES - Pressure to conform to group standards and conduct -Autonomy issue - Ostracized for productivity - Social loafing - Groupthink - Inter-group conflicts
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
Team Effectiveness
Meet performance targets Team effectiveness is determined by 1 task performance 2 group work 3 individual satisfaction 4 Enable to attain organizational goals with fewer resources 10
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
Team Effectiveness
Norms guide team members' actions and behavior Influence how they perceive and interact with each other, make decisions, and solve problems Team leader pay vital role in defining norms
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
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Team Leadership
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
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Team Leadership
Effective team leader encourage norms Knowledge in team processes Understand people and their needs Interpersonal and communications skills Coordinate team activities and motivate team members 13
9 Team Leader’s Roles
in creating effective teams
1. Emphasize group recognition and rewards.
2. Identify and build on team’s strengths.
3. Develop trust and a norm of teamwork.
4. Develop team’s capabilities to anticipate and deal with change.
5. Empower teams to accomplish work with minimal interference.
6. Inspire and motivate team toward higher levels of performance.
7. Recognize individual and team needs and timely attend to them.
8. Encourage and support team decisions.
9. Provide team with challenging and motivating work.
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
9 Organizations’ Roles in creating effective teams
1. Top management’s unconditional support.
2. Adequate information and other resources.
3. Flexible task structure.
4. Appropriate size and membership mix.
5. Clearly defined mission statement and goals.
6. Appropriate power sharing structure - shared leadership.
7. Competent team leadership.
8. Evaluation and solicitation of feedback on team effectiveness.
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
Team Cohesiveness
Effective team has high level of autonomy, interdependence and cohesiveness Team cohesion is “the extent to which members band together and remain committed to achieve team goals In effective team interdependence is built around team's goals, rewards, and job structure Pooled, sequential and reciprocal independence 16
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
Team Composition and Structure
Team composition
members focus on characteristics of team Multicultural, multifunctional and multinationals characteristics Diversity increases creativity
Team structure
and authority refers to allocation of tasks, responsibilities, High involvement in decision, diversified knowledge, autonomy, and variety of task has motivational characteristic 17
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
Post Activity Reviews and Dialogue Sessions
facilitate team learning by
:
Analyze reasons for success and failure Reviewing what went well and what can be improved
3. Discuss perceptions & assumptions.
assumptions (suggestions)
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Functional Team Need for Traditional Leadership Types of Teams Cross Functional Team Self Managed Team Need for Team Leadership
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
Functional Teams
Sometimes referred to as Problem Solving Teams Groups of a line manager and 5 to 12 employees, all from the same department, who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.
Hierarchical structure and control More traditional leadership and centralized control
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
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Cross-Functional Teams
Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task or project Some members can be from outside the organization Cross fertilization of ideas Virtual team concept
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
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Effective Cross Functional Team
1 Develop consensus around common vision or mission focus on organizational outcomes 2 Implement team based measures, feedback, and reward 3 Effective leadership and top management support 4 Team building, skills development, and team training 5 Assemble the right skills 6 Right size 22
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
Self-Managed Teams
Groups of 10 to 15 people, from different departments who take on responsibilities of their former supervisors to manage the team and achieve its goals Relatively more autonomy and decision making power Leadership role is rotated among members Mutual responsibility of performance and goals 23
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
Skill Set Required of a High Performance Team Technical expertise Problem-solving and decision-making skills Interpersonal skills
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
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Team Creativity
The process of generating new ideas, products, processes, or services The creation of valuable, useful new products, services, ideas, procedures, or processes by individuals working together in a complex social system through discovery rather than performing predetermined routine activities and procedures
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
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Team Creativity
High use of creativity More valuable than great financial resource Organizations survive and thrive Important for Self-Managed Teams Autonomy, performance management system, team bonuses, stable team composition, team continuity, and sufficient resources 26
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
Adequate Resources Flexibility Organizational practices supporting team creativity Supporting climate And culture
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
Recognition and Reward
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Four Team Leader Practices That Support Creativity
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
Members Matched Autonomy for Members Protection against Creativity Blockers Adequate time and money
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Blocks to Creativity
Structural problems Lack of technical expertise High levels of technical expertise & experience can lead to relying on past solutions Creative people don’t like to have their ideas and creations evaluated Lack of autonomy & flexibility Lack of incentives 29
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
Steps to Improve Creativity
Brainstorming Seeing one thing as something else Encouragement by leaders Reward success Never punish failure Form diverse problem-solving groups Ensure the proper level of technical expertise in problem solving groups Conducive work environment and culture (Example of: KRL Scientists) 30
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
TEAM Creativity
Organization should 1 Provide adequate and quality resources 2 Provide appropriate recognition and rewards 3 Provide flexibility and minimum amount of structure 4 Provide supportive climate and culture 31
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
Set goals
How to Lead Creative Followers
Use high participation in goal setting Provide adequate resources Reduce time pressures But keep followers on track Consider nonmonetary as well as monetary rewards Monetary rewards can be seen as “controlling” Recognize that creativity is evolutionary, not revolutionary 32
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
Team Decision Making Advantages
1 Improve decision quality 2 Multilevel and multifunctional participation is required 3 Support of organizational members (cost cutting efforts) 4 Greater understanding of nature of problem and solution 5 High commitment 33
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
Team Decision Making Disadvantages
1 Time consuming 2 At time manager can make more relevant and informed decision 3 Self serving bias 4 Compromise rather optimal solution
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning
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Discussion Questions Discussion Question 1: Describe the team leader’s role in team performance?
Discussion Question 2: Give advice to team leader to increase team performance?
Discussion Question 3: Creativity often believe to be output of individual efforts, can team efforts also produce creativity?
Discussion Question 4: In your opinion organization can benefit more from individual efforts or team efforts?
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Summary
Building successful team Types of Team Teamwork Team Leader role Team Creativity Team Decision Making 36